Joint Committee Agenda

CENTRAL CARIBOO JOINT COMMITTEE AGENDA

CARIBOO REGIONAL DISTRICT BOARDROOM SUITE D - 180 NORTH THIRD AVENUE, WILLIAMS LAKE, BC

October 28, 2020 5:30 PM

Page Call to Order

Reminders: Ask if any Committee members have any other commitments that will require them to leave the meeting prior to adjournment. Please turn off all cell phones.

Acknowledgement: This meeting is being held on traditional Shuswap territory.

A. Motion to Close Meeting to Public Attendance

1. Motion to Close Meeting to Public Attendance

That members of the public are not permitted to physically attend the September 16, 2020 meeting of the Central Cariboo Joint Committee due to the COVID-19 pandemic. As per Ministerial Order No. M192 from the Minister of Public Safety and Solicitor General, dated June 17, 2020, the Regional District cannot, at this time, ensure the safety of staff, Board members, and members of the public in such circumstances. Despite this, for the purposes of Division 3 of Part 4 of the Community Charter, the meeting is not to be considered closed to the public.

Openness, transparency, accessibility, and accountability, in respect of this meeting, will be achieved by the open publishing of the minutes.

B. Receipt and Adoption of Minutes & Agenda

1. Adoption of Agenda

5 - 10 2. Minutes of the Joint Committee Meeting held September 16, 2020

Central Cariboo/City of Williams Lake Joint Committee Agenda - October 28, 2020

C. Items for Consideration and Information

11 - 14 1. Central Cariboo Arts & Culture Society's 'Performances in the Park 2020 Final Report'

Recommendation: That the Central Cariboo Arts & Culture Society's ' Performances in the Park 2020 Final Report' be received for information.

15 - 16 2. Central Cariboo Arts & Culture Society's '2020 Arts & Culture Third Quarter Report'

Recommendation: That the Central Cariboo Arts & Culture Society's '2020 Third Quarter Report' be received for information.

17 - 25 3. Central Cariboo Arts and Culture 2021 Business and Financial Plans

Recommendation: That the agenda item summary from Darron Campbell, Manager of Community Services, Cariboo Regional District dated October 13, 2020 regarding the Central Cariboo Arts and Culture 2021 Business and Financial Plans be received, and the plans be endorsed as presented.

27 - 43 4. Central Cariboo Recreation and Leisure Services 2021 Business, Financial and Capital Plans

Recommendation: That the agenda item summery from Darron Campbell, Manager of Community Services, Cariboo Regional District dated October 13, 2020 regarding the Central Cariboo Recreation and Leisure Services 2021 Business, Financial and Capital Plans be received, and the plans be endorsed as presented.

45 - 53 5. City Parks with Potential for Cost-Sharing of Maintenance Costs with CRD (referred by Council)

Recommendation: That the letter from the City of Williams Lake dated October 21, 2020, together with the list of City parks facilities and services that could be jointly funded between the City of Williams Lake and Cariboo Regional District, be received, and the Central Cariboo Joint Committee consider this request for additional cost-sharing of parks and recreation amenities maintenance costs.

6. Discussion Item - Longevity of Community Events & Volunteerism

55 - 74 7. Discussion Item - Ice Arena Spectators & Face Mask Policy

Page 2 of 78 Central Cariboo/City of Williams Lake Joint Committee Agenda - October 28, 2020

75 - 76 8. Proposed 2021 Central Cariboo Joint Committee Meeting Schedule

Recommendation: That the agenda item summary from Lore Schick, Deputy Corporate Officer / Executive Assistant, Cariboo Regional District dated October 7, 2020 regarding the Central Cariboo Joint Committee meeting schedule for 2021 be received; and further, the following meeting schedule for the Central Cariboo Joint Committee be endorsed, with meeting start times to be 5:30 PM: • Wednesday, January 27, 2021 (agenda and minutes to be prepared by CRD) • Wednesday, February 24, 2021 (agenda and minutes to be prepared by CRD) • Wednesday, March 24, 2021 (agenda and minutes to be prepared by CRD) • Wednesday, April 28, 2021 (agenda and minutes to be prepared by CRD) • Wednesday, May 26, 2021 (agenda and minutes to be prepared by CRD) • Wednesday, June 23, 2021 (agenda and minutes to be prepared by COWL) • Wednesday, September 22, 2021 (agenda and minutes to be prepared by COWL) • Wednesday, October 27, 2021 (agenda and minutes to be prepared by COWL) • Wednesday, November 24, 2021 (agenda and minutes to be prepared by COWL)

77 - 78 9. Action Page for October 28, 2020

D. Adjournment

1. Adjournment

Page 3 of 78 Page 4 of 78 MINUTES OF THE CENTRAL CARIBOO JOINT COMMITTEE MEETING HELD IN THE CARIBOO REGIONAL DISTRICT BOARDROOM ON WEDNESDAY, SEPTEMBER 16, 2020 AT 5:30 PM

PRESENT: Co-Chair J. Ryll, Councillors S. Boehm and I. Bonnell Co-Chair M. LeBourdais, Directors A. Delainey and S. Forseth

IN ATTENDANCE: G. Muraca, Chief Administrative Officer, City of Williams Lake R. Schill, Legislative Services Coordinator, City of Williams Lake G. Angel, Events & Marketing Coordinator, City of Williams Lake K. Atkinson, Manager of Recreation, City of Williams Lake D. Campbell, Manager of Community Services, Cariboo Regional District

ALSO PRESENT: 1) Leah Selk, Executive Director and Harry Jennings, President – Central Cariboo Arts & Culture Society – SEE ITEM D1

DELEGATIONS: 1) Jacinta D’Andrea re Williams Lake Air Quality Roundtable Update – SEE ITEM C1

CALL TO ORDER

A1. Motion to Close Meeting to Public Attendance

CCJ.2020-09-1

Moved by Director Delainey Seconded by Councillor Bonnell

"That members of the public are not permitted to physically attend the September 16, 2020 meeting of the Central Cariboo Joint Committee due to the COVID-19 pandemic. As per Ministerial Order No. M192 from the Minister of Public Safety and Solicitor General, dated June 17, 2020, the Regional District cannot, at this time, ensure the safety of staff, Board members, and members of the public in such circumstances. Despite this, for the purposes of Division 3 of Part 4 of the Community Charter, the meeting is not to be considered closed to the public.

Openness, transparency, accessibility, and accountability, in respect of this meeting, will be achieved by the open publishing of the minutes."

CARRIED UNANIMOUSLY

Page 5 of 78 ITEM B.2. September 16, 2020 Central Cariboo Joint Committee Meeting Minutes Page 2

B1. Adoption of Agenda

CCJ.2020-09-2

Moved by Director Delainey Seconded by Councillor Boehm

"That the agenda be adopted as presented."

CARRIED UNANIMOUSLY

B2. Minutes of the Joint Committee Meeting held June 24, 2020

CCJ.2020-09-3

Moved by Director Delainey Seconded by Councillor Boehm

"That the Minutes of the Central Cariboo Joint Committee Meeting held June 24, 2020 be adopted as circulated."

CARRIED UNANIMOUSLY

C1. Air Quality Roundtable Update

CCJ.2020-09-4

Moved by Director Forseth Seconded by Councillor Bonnell

"That the verbal update from Jacinta D’Andrea regarding the Williams Lake Air Quality Roundtable be received."

CARRIED UNANIMOUSLY

CCJ.2020-09-5

Moved by Director Forseth Seconded by Director Delainey

"That this item be referred to Staff for a report back to the Joint Committee outlining the history of the Williams Lake Air Quality Roundtable for further discussion."

CARRIED UNANIMOUSLY

Page 6 of 78 ITEM B.2. September 16, 2020 Central Cariboo Joint Committee Meeting Minutes Page 3

• Jacinta D’Andrea left the meeting at 5:55 PM.

D1. Central Cariboo Arts & Culture Society's '2020 Arts & Culture Second Quarter Report'

CCJ.2020-09-6

Moved by Director Forseth Seconded by Councillor Bonnell

"That the Central Cariboo Arts & Culture Society's '2020 Arts & Culture Second Quarter Report' be received for information."

CARRIED UNANIMOUSLY

D2. Rotary Stampede Parade Funding Agreement

CCJ.2020-09-7

Moved by Director Forseth Seconded by Councillor Bonnell

"That the agenda item summary from Darron Campbell, Manager of Community Services, dated September 10, 2020 regarding a proposed three-year contribution agreement with the Rotary Club of the Williams Lake Daybreak and the City of Williams Lake in the amount of $10,000 per year to deliver the annual Stampede Parade be received and referred to Central Cariboo Rural Caucus’ Grants for Assistance process for consideration of funding for the 2021 event."

CARRIED UNANIMOUSLY

• Leah Selk and Harry Jennings, CCACS, left the meeting at 6:15 PM.

Page 7 of 78 ITEM B.2. September 16, 2020 Central Cariboo Joint Committee Meeting Minutes Page 4

D3. Renewal of Joint Use Agreement – School District No. 27, Thompson Rivers University- Williams Lake Campus, City of Williams Lake, District of 100 Mile House and Cariboo Regional District

CCJ.2020-09-8 Ratification required by: CRD

Moved by Director Forseth Seconded by Councillor Bonnell

"That the agenda item summary of Darron Campbell, Manager of Community Services, Cariboo Regional District dated July 2, 2020 regarding renewal of the Joint Use Agreement between School District No. 27, Thompson Rivers University-Williams Lake Campus, the City of Williams Lake, the District of 100 Mile House and the Cariboo Regional District be received; and further, that the terms be renewed for an additional three years, effective January 1, 2020 to December 31, 2022, and the appropriate signatories be authorized to enter into the Agreement."

CARRIED UNANIMOUSLY

D4. Discussion Item – Regional Museum Funding

• See Action Page item #7 – this item referred to the Central Cariboo Rural Caucus.

D5. Discussion Item – Cariboo Strong Funds Update

CCJ.2020-09-9

Moved by Councillor Bonnell Seconded by Director Forseth

"That the update from Darron Campbell, Manager of Community Services, Cariboo Regional District regarding the Cariboo Strong funds account summary be received."

CARRIED UNANIMOUSLY

Page 8 of 78 ITEM B.2. September 16, 2020 Central Cariboo Joint Committee Meeting Minutes Page 5

D6. ICIP BC ‘Community, Culture & Recreation Infrastructure Fund’ Grant Application – Arena Dressing Room Expansion Project

CCJ.2020-09-10 Ratification required by: City & CRD

Moved by Director Forseth Seconded by Councillor Bonnell

"That pursuant to the report of Guillermo Angel, Events & Marketing Coordinator, City of Williams Lake dated September 11, 2020, Joint Committee endorse an application by the City of Williams Lake to the Investing in Canada Infrastructure Program (ICIP) BC's 'Community, Culture & Recreation Infrastructure Fund' for the arena dressing room expansion project at the Cariboo Memorial Recreation Complex; and further, that the matching funds be identified in the 2021 Central Cariboo Recreation capital plan."

CARRIED UNANIMOUSLY

D7. Action Page for September 16, 2020

CCJ.2020-09-11

Moved by Director Forseth Seconded by Director LeBourdais

"That the Action Page dated September 16, 2020 be received and items #3 and #7 be deleted."

CARRIED UNANIMOUSLY

D8. Motion to Close Meeting

CCJ.2020-09-12

Moved by Director LeBourdais Seconded by Director Forseth

"That the Joint Committee now resolve into a Closed Meeting according to Section 92 of the Community Charter for discussion of an item suitable for discussion in-camera pursuant to Section 90(1) (k) of the Community Charter."

CARRIED UNANIMOUSLY

Page 9 of 78 ITEM B.2. September 16, 2020 Central Cariboo Joint Committee Meeting Minutes Page 6

• The Events & Marketing Coordinator and Manager of Recreation left the meeting at 6:41 PM.

• The meeting recessed at 7:00 PM. • The meeting reconvened at 7:33 PM.

E1. Adjournment

CCJ.2020-09-13

Moved by Councillor Bonnell Seconded by Director Forseth

"That this meeting be adjourned."

CARRIED UNANIMOUSLY

Time: 7:27 PM

CERTIFIED CORRECT: ______CO-CHAIR

Page 10 of 78 ITEM B.2. C1 90 Fourth Ave N, Williams Lake, BC V2G 2C6 778-412-9044 | [email protected] www.centralcaribooarts.com

Performances in the Park 2020 Final Report

Performances in the Park this year was like no other! Well into preparations and planning for the usual live events in Boitanio Park, Covid-19 hit. After much discussion, we decided to forge ahead in whatever capacity possible, knowing the importance of the arts in providing comfort and connection in challenging times. As the summer grew nearer, it became clearer that we would not be gathering for live performances and that a pivot program would be necessary. After many brainstorming sessions later, event manager Venta Rutkauskas / Community Arts Council of Williams Lake (CACWL) took the reins to develop a ‘Listen Live’ online concert series that would feature local artists performing in featured Cariboo locations, on the unceded territory of the Secwepemc peoples. This process involved the reinvention of how the program would be delivered to the community while navigating the unknowns of a worldwide pandemic.

We are incredibly proud of the work done by Venta and the CACWL, and her core crew of Brandon Hoffman (audio recording, mixing, and mastering) and Rick Magnell (filming and editing), as well as MCs Harry Jennings and Sonja Littlejohn. This rock star team delivered a diverse slate of local acts ‘live’ on the Performances in the Park YouTube channel on Thursday evenings throughout the month of August, which allowed for an interactive and collective experience while watching from our respective living rooms - or backyards, as some viewers noted! The videos are available to be viewed at any time, and we have created a ‘Best of’ playlist that also allows the artists to share small clips of their overall performance or to use for promotional purposes. So far, we have accumulated over 600 watch hours, 5.8 thousand views, and 100 subscribers from across the globe.

We also commend Venta for her dedication to reconciliation through actively reaching out to involve BIPOC performers and communities, and for her call for us all to be active participants in reconciliation, and to embrace, protect, and stand up for the rights of indigenous peoples and the land. We feel this is incredibly important for our community to be awake to.

The Standards Program Trustmark is a mark of Page 11 of 78 Imagine Canada used under ITEM C.1. licence by the CCACS 90 Fourth Ave N, Williams Lake, BC V2G 2C6 778-412-9044 | [email protected] www.centralcaribooarts.com

Assessment of the program noted Covid-related challenges, such as an increased workload due to multiple planning scenarios and revisions, communication, and working in isolation, as well as the increased expense of delivering the events in this new format versus live in the park. We were incredibly fortunate that all of our sponsors maintained their commitment in the face of Covid and an entirely new program with unknown results. Feedback has and continues to be very positive, and many have noted their gratitude for providing this positive and uplifting experience in such a challenging time.

The videos are professional and beautiful showcases of our local talents and locations that have created a lasting legacy for our community, of which we are very proud.

Our Board would again like to thank you for your support and for the opportunity to present Performances in the Park.

Respectfully Submitted,

Harry Jennings, President

The Standards Program Trustmark is a mark of Page 12 of 78 Imagine Canada used under ITEM C.1. licence by the CCACS 90 Fourth Ave N, Williams Lake, BC V2G 2C6 778-412-9044 | [email protected] www.centralcaribooarts.com

Performances in the Park, Listen Live 2020 performers and sponsors:

The Standards Program Trustmark is a mark of Page 13 of 78 Imagine Canada used under ITEM C.1. licence by the CCACS 90 Fourth Ave N, Williams Lake, BC V2G 2C6 778-412-9044 | [email protected] www.centralcaribooarts.com

Final Budget for Performances in the Park, Listen Live 2020:

Income Budgeted Actual Fee-for-Service $15,000 $15,000 Sponsorships $10,100 $6,250

Sub-Total Income $25,100 $21,250 All PIP funds remain in Carry-over funds the PIP expense from previous account and do not go years into general CCACS $7,745 revenues

Total Income $25,100 $28,995

Budgeted Actual Expenses Professional Sound $6,200 $3,700 Professional Video - $3,700 Insurance $1,200 $275 Advertising $1,200 $760 SOCAN Licensing $200 $247 MC honorariums $800 $600 Artist Fees $7,000 $4,000 Venue Rental - $1,251 Management Fee $7,000 $7,000 Admin Fees $1,500 $1,500 Miscellaneous - $44

Total Expenses $25,100 $21,577

Contingency Fund / To carry over to 2021 Performances in the Park $7,418

The Standards Program Trustmark is a mark of Page 14 of 78 Imagine Canada used under ITEM C.1. licence by the CCACS C2 90 Fourth Ave N, Williams Lake, BC V2G 2C6 778-412-9044 | [email protected] www.centralcaribooarts.com

Central Cariboo Arts and Culture Society Report on the Third Quarter of 2020 to the Central Cariboo Joint Committee Meeting of October 28th 2020

This is our report for the second quarter of 2020, covering the period of July 1st to September 30th 2020.

Programming and Activities

• We have begun promoting the second intake for 2020 of new grants program with an application deadline of November 15th. We allocated $10,530 in grants in the first intake, and therefore have $14,470 remaining to allocate for the second intake. We will again host Facebook live Q&A sessions nearer the deadline. Funding for this round of applications is for activities and events that will take place between January 1st and December 31st 2021.

• We continued to support the Community Arts Council of Williams Lake’s contracted management of Performances in the Park. A separate final report has been submitted to your committee.

• Our Executive Director, Leah Selk, has been accepted and is participating in Arts BC’s Virtual Learning Pods Residency on “Systems Change and Co-creating a New Way Forward” as a professional development opportunity. This opportunity is a $30,000 value at no charge, with a $300 honorarium to the CCACS upon successful completion of the residency.

• We have received City Council’s request to review and comment on their draft Mural Approval Policy. We will consider this request at our October board meeting and consider our contributions over the next month.

The Central Cariboo Arts Centre

Due to Covid-19, we closed the Arts Centre to the general public on March 18th. We then closed the Arts Centre entirely on April 1st. The Cariboo Art Society opted to return to the Arts Centre, and reinstate their monthly rental payments, on June 1st. The Williams Lake Spinners, Weavers, and Fibre Artists’ Guild, the Cariboo Potters’ Guild, and the Community Arts Council of Williams Lake all returned to the Arts Centre on September 1st. Our Arts Centre Administrator, Emily Clearwater, is nearly back to her regular hours, though available at the Arts Centre office only on Wednesdays from 10am to 3pm. Leah continues to work from home or as necessary at the Arts Centre office. Those entering the Arts Centre are all doing a great job of being conscientious and following physical distancing and hand sanitizing. We have received support through the Canada Emergency Commercial Rent Assistance program.

As part of our contract agreement renewal process, we have prepared a projected five-year budget (2021-2025). This budget includes significant increases to our rental fee schedule in order to meet the demands of utilities and Arts Centre expenses, as well as increases to tenant lease rates at 5% per year for the next five years. We have begun communicating these increases to tenants and Arts Centre users and await their feedback.

The Standards Program Trustmark is a mark of Page 15 ofImagine 78 Canada used under ITEM C.2. licence by the CCACS 90 Fourth Ave N, Williams Lake, BC V2G 2C6 778-412-9044 | [email protected] www.centralcaribooarts.com

Organizational Matters

We held our Annual General Meeting on September 8th. We are excited to welcome Jasmine Alexander to the board as a Director, and bid a grateful farewell to Lisa Bland, Bettina Johnson, and Ann Smith. We thank them for their commitment to the CCACS and the arts. Harry Jennings continues his term as President, with Thomas Schoen continuing as Treasurer, Jane Perry as Past President, and Diane Wright as director. We continue to seek directors to fill at least two other vacancies.

Respectfully Submitted,

Harry Jennings, President

The Standards Program Trustmark is a mark of Page 16 ofImagine 78 Canada used under ITEM C.2. licence by the CCACS C3

Date: 13/10/2020 To: Central Cariboo/City of Williams Lake Joint Committee And To: John MacLean, Chief Administrative Officer From: Darron Campbell, Manager of Community Services Date of Meeting: Central Cariboo Joint Committee_OCT28_2020 File: 7800-02

Short Summary: Central Cariboo Arts and Culture 2021 Business and Financial Plans

Voting: Ratification required by CRD

Memorandum: The attached 2021 business plan goals and financial plan for the Central Cariboo Arts and Culture function (CRD Bylaw 4420) were developed as part of the annual planning and management process. These documents are presented to the Central Cariboo Joint Committee for information and endorsement prior to final acceptance by the Regional District Board.

The 2021 requisition is increased by 5% from 2020 amounting to $10,332 for a total current requisition of $216,981. This increase is required to account for renewal of the service delivery and arts centre management agreements with the Central Cariboo Arts and Culture Society. A 1.5% increase is included each year thereafter to account for maintenance of the service agreement commitments contained within the business plan.

The annual project grant program delivered by the CCAC Society has been reduced by $5,000 to $20,000 for the term of the financial plan. This funding level should still be adequate to support most of the qualifying applications received; however, the objective is to increase awareness and utilization of the program, which in time may result in limitations on funding support provided.

The budget reflects the renewal of existing Fee for Service contribution agreements and inclusion of additional new agreements. The Fee-for-Service Agreements have three-year terms (2020-2022).

Included in the 2021 financial plan is: i) A continuation of the annual arts and culture project grants delivered by the Central Cariboo Arts and Culture Society funded at $20,000.

Page 17 of 78 ITEM C.3. pg. 1 ii) Fee for Service Agreements with nine community groups funded at $84,500 total.

$38,000 Museum of the Cariboo Chilcotin $20,000 Station House Gallery $ 7,000 Community Arts Council of Williams Lake $ 4,000 Cedar City Museum in Likely $ 4,000 Pioneer Museum in Horsefly $ 2,500 150 Mile School House Historic Site $ 2,500 Scout Island Nature Centre – Art in Nature Program $ 2,000 Women’s Contact Society Children’s Festival $ 3,000 Arts on the Fly Festival $ 1,500 Cariboo Festival of the Arts

iii) Funding support for Performances in the Park in the amount of $15,000 through a two- year contribution agreement with the Central Cariboo Arts and Culture Society.

iv) A Canada Day celebration contribution to the City of Williams Lake for $1,500.

v) The five-year service delivery agreement with the Central Cariboo Arts and Culture Society, which amounts to $102,000 in 2021 increasing each year to $116,000 in 2025 and includes management and operations of the arts centre in Williams Lake.

An important goal for 2021 included in the business plan is to improve the energy efficiency of the arts and recreation centre by upgrading all lighting to LED, replacing old windows and doors, and updating mechanical and electrical systems. An allocation of $150,000 from the Regional District Community Works Fund has been identified to undertake this scope.

Attachments: 1. Central Cariboo Arts and Culture 2021 Business Plan 2. Central Cariboo Arts and Culture 2021 Financial Plan

Financial Implications: The 2021 requisition is increased by 5% from 2020 amounting to $10,332 for a total current requisition of $216,981. This increase is required to account for renewal of the service delivery and arts centre management agreements with the Central Cariboo Arts and Culture Society.

Policy Implications: As part of the joint governance approach to the Central Cariboo Arts and Culture function, the plans are presented for the receipt and review of the Joint Committee prior to final acceptance by the Regional District Board through its annual financial planning process.

Alignment with Strategic Plan: ☒ Communication: Facilitate communication strategies throughout the entire Cariboo Regional District that meet the needs of residents, community stakeholders, and other levels of government.

Page 18 of 78 ITEM C.3. pg. 2

☒ Planning: Intentionally plan services and activities of the CRD to prepare for future needs of residents and community stakeholders.

Economic Sustainability: Foster an environment to ensure the economic sustainability of CRD ☐ communities and the region.

Governance: Ensure that CRD governance policy and practices are intentional, transparent, and ☐ respectful.

Click here to enter text. CAO Comments: Click here to enter text.

Options: 1) Endorse recommendation; 2) Receipt and other action; 3) Receipt; 4) Defer.

Recommendation: That the agenda item summary from Darron Campbell, Manager of Community Services, dated October 13, 2020, regarding the Central Cariboo Arts and Culture 2021 Business and Financial plans, be received. Further, that the plans be endorsed as presented.

Page 19 of 78 ITEM C.3. pg. 3

2021 Business Plan Central Cariboo Arts and Culture

(1665)

Darron Campbell, Manager of Community Services

Working in partnership with communities large and small to offer local, sub-regional, and regional services to ensure that the Cariboo Chilcotin is a socially, economically, and environmentally desirable region.

Department/Function Services

The Central Cariboo Arts and Culture (CCAC) function was established in 2009 by Bylaw No. 4420. The arts and culture service is designed to support the following activities across the Central Cariboo area:

(i) arts and cultural services, which may include but will not be limited to fine arts, performing arts, historical and festival events, promotion of local crafts, music and market goods; and/or (ii) arts and culture facility development, improvement and maintenance.

The service is delivered through a five-year contract (2021-2025) with the Central Cariboo Arts and Culture Society (CCACS), which also operates the Central Cariboo Arts Centre in Williams Lake. The renovated arts centre provides a focal point for arts organizations and offers rental use to various groups. The Society employs an executive director and facility coordinator to manage the centre and supply support to arts and cultural groups throughout the Central Cariboo. Key responsibilities of the Society are the delivery of fee- for-service operational funding agreements and an annual grant program, which provide support for arts and cultural projects and events throughout the service area.

A support agreement (2020-2021) is in place with the society for the delivery of the Performances in the Park events, which are popular summer concerts held in Boitanio Park in Williams Lake each year.

Contribution agreements were established for a three-year term with ten arts and culture groups in 2020 including:

Museum of the Cariboo Chilcotin Horsefly Pioneer Museum Station House Gallery Likely Cedar City Museum

Page 20 of 78 ITEM C.3. Community Arts Council of WL 150 Mile Schoolhouse Cariboo Festival Society Arts on the Fly (Horsefly) Women’s Contact Society Festival Scout Island Arts in Nature Program

Participants in the service include Electoral Areas D, E, and F and the City of Williams Lake. Requisition is by way of a tax rate applied to the assessed value of land and improvements utilizing hospital district assessment. The requisition limit is the greater of $200,000 or a rate of $.0940/$1,000.

The Directors for Electoral Areas D, E, and F and the City of Williams Lake are responsible for the governance of this service, which is provided through the Central Cariboo/City of Williams Lake Joint Committee with advisory support from volunteers within the arts and culture sector. The Central Cariboo Joint Committee holds an open public meeting once per month.

Business Plan Goals, Rationale & Strategies

2021 Goals

1. Goal: Make major energy efficiency upgrades to the Central Cariboo Arts Centre building. Rationale: Improvements to the building will increase the functionality and reduce the operational costs and carbon footprint of the facility. Strategy: The scope of work will include implementing the recommendations from the City of Williams Lake assessment of the facility (2019). Community Works Funding from the Cariboo Regional District has been allocated in the budget for this purpose.

2. Goal: Develop a new strategic plan for the Society and the function. Rationale: A strategic plan is important to further guide the organization and the arts and culture function into the future. Strategy: The Society will develop a strategic plan to 2025 through a facilitated board session.

3. Goal: Review the Performances in the Park agreement. Rationale: The Performances in the Park service contract between the Society and the Region and the City expires at the end of 2021. Strategy: The Society will continue to work with the Community Arts Council of Williams Lake in ensuring the delivery of Performances in the Park in 2021. The CCACS will also review the Performances in the Park agreement for future considerations.

Page 21 of 78 ITEM C.3. 2022 Goals

1. Goal: Complete a feasibility study for improvements and expansion of the Arts Centre facilities. Rationale: A feasibility study will assess opportunities for community needs, efficiency, improvements, and long-term feasibility in order to maximize use and income of the facilities. Strategy: The Society will work with City/CRD to identify external funding opportunities for the study and the procurement of consulting services as necessary.

Overall Financial Impact

The 2020 requisition was increased by 1% from the 2019 requisition.

The three-year Fee for Service contribution agreements with ten arts and culture groups were executed in 2020 with a total of $84,500 provided through the CCAC function.

The annual project grant program delivered by the CCAC Society has been stabilized at $20,000 for the term of the financial plan. This funding level has been adequate to support most of the qualifying applications received; however, the objective is to increase awareness and utilization of the program, which in time may result in limitations on funding support provided.

Significant Issues & Trends

The COVID-19 pandemic resulted in significant challenges for operation of the arts centre and other facilities supported through Fee-for-Service agreements. These challenges resulted in higher operational costs, numerous event cancellations and lower rental revenue, which in turn had to be balanced with appropriately reducing expenses. It is unknown at this time if this will continue and to what extent into 2021.

The CCAC function has evolved with a stable, full-service delivery structure; however, the budget available for new programs is limited. The main objective of creating a sustainable support mechanism for continuing to develop arts and culture in the area has been achieved.

The Central Cariboo Arts Centre continues to be a busy hub for arts and culture activities. In 2019 the arts centre had 258 rental bookings and the annual total in 2018 was 304. It is expected due to COVID-19 that this number will be down significantly in 2020.

Page 22 of 78 ITEM C.3.

Arts and culture, as a community sector, continues to grow along with the changing demographic trends towards an older population. Research consistently shows the social and economic benefits of investment in the arts. Traditionally, sector activities have been provided by volunteers of numerous distinct organizations with minimal integrated planning and cooperation. Moving forward, the most effective and efficient way to meet the growing demand for more sophisticated arts and cultural activities is by encouraging development of the sector under the leadership of the CCAC Society and its efforts to foster inter-group cooperation and access to new sources of funding support. This cooperative strategy is supported by arts and culture studies commissioned by the Cariboo Chilcotin Beetle Action Coalition and the Central Interior Regional Arts Council and by the Service Delivery Plan developed by the Regional District.

Measuring Previous Years Performance

Goal: Review the service management agreement with the Central Cariboo Arts and Culture Society. - Completed. Following a review, the Society submitted a proposal to renew both agreements for another five years (2021-2025) to the Central Cariboo Joint Committee meeting of September 16, 2020. It is expected the agreements will be renewed in November 2020.

Goal: Implement the new CCACS grants program. - Completed. The CCACS launched the new program in late 2019 with spring and fall 2020 intakes. The new program streamlines the process and increases accessibility to the program.

Goal: Continue Indigenous relationship building and arts outreach program development. - Completed. The CCACS is utilizing their Guiding Principles for Collaborating with Indigenous Peoples in their work. The Principles are integrated into new CCACS grants program. The Society continues to work on attracting Indigenous voices to our Board, and recognizes that this is a long-term, ongoing goal.

Goal: Support the delivery of Performances in the Park. - Completed. The CCACS is working with the Community Arts Council of Williams Lake to ensure the events continue to the best of their ability in the face of uncertain times. The Society supported the CACWL’s pivot program of the events in 2020, which saw the performances move to an online “Listen Live” format, and the Society will continue to support the CACWL through the final year of the Performances in the Park contract in 2021.

Goal: Work with the City of Williams Lake to complete a building assessment and improvement plan for the Arts Centre

Page 23 of 78 ITEM C.3. - Completed. The CCACS has worked with the City to complete a detailed assessment of the building, and the City has developed a list of potential capital improvements to maintain the Centre. Considerations of efficiency and making the building more functional are ongoing.

Other Accomplishments:

- Major pivot program with Performances in the Park to an online format with “Listen Live” community participation. - Awarded $10,530 in CCACS grants from the spring 2020 intake, and is expecting to award the remainder of the $25,000 allocation through the fall intake. - Prepared a condensed version of Graham Kelsey’s report on the development of arts and culture in the Central Cariboo. - Purchased new tables for use at the Arts Centre as a result of a donation from the Cariboo Piecemakers’ Quilting Club. - Reopened the Arts Centre to the public in September following the closure in March due to COVID-19. - Created a COVID-19 safety plan for the Arts Centre facility, users, and staff (reviewed monthly). - The Board continued to meet via Zoom during the pandemic.

Page 24 of 78 ITEM C.3. Page 25 of 78

Central Cariboo Arts and Culture Five Year Financial Plan (2020-2025) 09-Oct-20

1% 5% 1.5% 1.5% 1.5% 1.5% Department * Cost Category * GL Account * 2020 2021 2022 2023 2024 2024 Description 1665 - C Cariboo Arts & Culture 1100 - 1665 - Taxes 1-1100 - Electoral Area Levy 117,410 123,281 125,130 127,007 128,912 130,845 1665 - C Cariboo Arts & Culture 1100 - 1665 - Taxes 1-1301 - City of Williams Lake 89,238 93,700 95,105 96,532 97,980 99,450 1665 - C Cariboo Arts & Culture 1500 - 1665 - Other Revenue 1-1550 - Interest Recovery 1,500 910 910 910 910 910 1665 - C Cariboo Arts & Culture 1900 - 1665 - Misc Revenue/Expense 1-1911 - Prior Years Surplus 88,540 76,459 67,036 57,281 47,330 37,144 REVENUE TOTAL $296,688 $294,349 $288,181 $281,730 $275,132 $268,349 1665 - C Cariboo Arts & Culture 2110-1665 Administration Expense 2-1910 Administration 4,229 4,314 4,400 4,400 4,488 4,488 1665 - C Cariboo Arts & Culture 2120 - 1665 - Operating Expenses 2-1120 - Contract Services 25,000 20,000 20,000 20,000 20,000 20,000 Annual Project Grants 1665 - C Cariboo Arts & Culture 2120 - 1665 - Operating Expenses 2-1120 - Contract Services 90,000 102,000 105,500 109,000 112,500 116,000 CCACS Arts Centre 1665 - C Cariboo Arts & Culture 2120 - 1665 - Operating Expenses 2-1120 - Contract Services 101,000 101,000 101,000 101,000 101,000 101,000 Fee for Service Agreements (2020-2022) 1665 - C Cariboo Arts & Culture 2120 - 1665 - Operating Expenses 2-1120 - Contract Services New Fee for Service Agreements (2023-2025) 1665 - C Cariboo Arts & Culture 2900 - 1665 - MiscExp Prior Deficit 2-9800 - Budgeted Surplus 76,459 67,036 57,281 47,330 37,144 26,861 EXPENDITURES TOTAL $296,688 $294,349 $288,181 $281,730 $275,132 $268,349 ITEM C.3. Page 26 of 78 C4 Date: 13/10/2020 To: Central Cariboo/City of Williams Lake Joint Committee And To: John MacLean, Chief Administrative Officer From: Darron Campbell, Manager of Community Services Date of Meeting: Central Cariboo Joint Committee_Oct28_2020 File: 8030-20-03

Short Summary: Central Cariboo Recreation and Leisure Services 2021 Business, Financial and Capital Plans

Voting: Ratification required by CRD

Memorandum: The attached 2021 business plan goals and financial plan for Central Cariboo Recreation and Leisure Services were developed as part of the annual function management and planning process. These documents are presented to the Central Cariboo Joint Committee for information and endorsement prior to final submission to the Regional District Board.

In addition to the business and financial plans, also attached are the Cariboo Memorial Recreation Complex five-year capital plan and 2021 operational revenues and expenditures budget summary.

All of these documents reflect both the capital and operating implications of completing several major capital projects, such as the arena changeroom addition and parking lot resurfacing. The staff time commitments required are also considered in the plans.

2021 Financial Plan Implications

The proposed 2021 requisition is the same (0%) as the 2020 requisition amounting to total taxation of $3,137,239. A 2% increase is included in 2022-2025 of the five-year financial plan to account for inflationary increases in annual operational costs, several major capital projects and to rebuild reserves in anticipation of a large infrastructure project in the next 5-10 years.

The 2020 requisition was not increased from the 2019 requisition.

Page 27 of 78 ITEM C.4. pg. 1 the five-year Facility Management Agreement with the City of Williams Lake. The taxation subsidy target for the City for operational costs increases at 1.75 percent per year over the term; starting at $1,947,773 in 2019 to $2,087,738 in 2023. All revenue generated at the Recreation Complex is retained by the City under the terms of the management agreement.

There is also projected to be a significant increase in revenue in 2019 and forward due to the upgraded aquatic centre and these revenues do offset approximately 50% of the increased operating cost; however, the remaining cost increase is covered by a higher taxation subsidy. It is expected that costs may be reduced with more staff experience operating the new pool mechanical systems, but this reduction will be modest compared to the overall initial cost increase.

The operating budget for the Recreation Complex includes numerous community events and an annual contribution to the Boys and Girls Club of $15,000, which allows them to provide programming for teens. Community events planned for 2020 may include, but not be limited to;

Bike Rodeo Banff Film Festival Harvest Walk and Run Halloween Family Party and Fireworks Nutrition Walk and Run Pro-D Day Skates and Swims Special Event Themed Skates and Swims Tri-Aqua Thon Challenge

The five-year capital plan for the recreation function has varied annual investments amounting to $2.9 million over the term of the plan. This includes capital spending at the Cariboo Memorial Recreation Complex and the Esler Sports Complex. This relatively high figure reflects the aging mechanical equipment and structural components at the Recreation Complex as well as several major capital projects as noted in the capital plan.

The service has projected capital reserve funds of $840,000 at the end of 2020 with a planned draw from reserves unnecessary due to unsuccessful grant applications. A draw from reserves in 2021 of $350,000 is planned to support the arena change room addition project if major grant funding is successful. Contributions to capital reserves of $200,000 per year are planned in 2022-2025 for a total of $1,000,000 over the five-year plan.

All outstanding debt for the recreation function was paid off in 2016 and new borrowing for the pool upgrade project was undertaken in 2017. The total amount borrowed for the pool upgrade is $6.5 million and is scheduled to be paid off in 2037. Remaining debt projected at the end of 2020 is $5,752,304.

Capital Works at the Memorial Complex and Esler Sports Complex

Page 28 of 78 ITEM C.4. pg. 2

Included in the financial plan for 2021 are $530,000 worth of capital works at the recreation complex including replacing the Gibraltar room roof, installing an entrance sign and sitting area and replacement of the changeroom lockers.

The arena changeroom addition is included in the capital plan for 2022 based on expected approval timelines for the major infrastructure grant.

As in previous years, focus for capital projects at the complex continues to be on items which will reduce utility and maintenance costs or are critical for ongoing operation of the facility. The capital plan for 2021 is consistent with this approach.

It is worth noting that the capital funding allocated to supply fitness equipment is to make the new gym space more accessible. With the increased size of the new fitness area there is an opportunity to enhance fitness opportunities for those persons traditionally overlooked by most gyms. New fitness equipment has focused on adaptive, multi-function, and body weight/resistance centered exercise options and this approach has met with excellent success to date.

To support capital projects at the Esler Sports Complex from the Williams Lake Soccer Associations, the Williams Lake Minor Softball League and the Williams Lake Slo-pitch League, $15,000 is also included in the capital budget.

Also included in 2021 is $40,000 as matching funding for a major infrastructure grant for construction of a low mobility trail at the Esler Sports Complex. This trail location is a larger project than most and will complete a full circuit around the sports complex. Trail development under the same project scope is also planned for Regional District properties at the 108 Greenbelt and Pioneer Park on Dragon Lake.

Community Works Funding

In 2020, the Regional District invested $206,600 from its Community Works Fund allocation to convert the rink lights to LED, replace inefficient HVAC equipment and install COVID-19 safety measures. The LED system should have an energy efficiency improvement of up to 50% and the new HVAC unit of 5-10%.

In 2021, Community Works Funds are identified to upgrade two arena boilers and increase the insulation in the Gibraltar Room roof.

Since 2009, the Regional District has invested over $2.3 million from its regional allocation for the Community Works Fund in energy efficiency upgrades to the Complex.

Esler Sports Complex Maintenance and Community Projects

Funding is identified throughout the five-year financial plan of up to $70,000 to support field maintenance at the Esler Sports Complex. Three-year Field Maintenance Agreements with the user groups at Esler were renewed for three years in 2019 and will be reviewed in 2021.

Page 29 of 78 ITEM C.4. pg. 3

This funding is used to reimburse the Williams Lake Soccer Associations, the Williams Lake Minor Softball League and the Williams Lake Slo-pitch League for actual costs incurred for field maintenance. The intent of the support was to improve the safety of and protect the substantial capital investment in the playing fields, as well as allow the groups to focus their own volunteers and financial resources on other areas, such as managing their buildings on site and increasing player registration for their respective leagues.

The Community Projects funding in 2021 is proposed at $60,000, which currently includes $30,000 for a contribution towards development of a new flow trail in the mountain bike trail network as well as trail works with the community group in 150 Mile as noted in the Business Plan goals.

Three-year Fee-for-Service contribution agreements are also in place through the five-year plan with the Scout Island Nature Centre ($12,500), Williams Lake Cycling Club ($20,000) and 150 Mile Greenbelt, Heritage and Trails Society ($3,000) to support maintenance of extensive trail networks by each group. These agreements expire at the end of next year and will be reviewed in 2021 for terms of renewal.

Attachments: 1. Central Cariboo Recreation and Leisure Service 2021 Business Plan 2. Central Cariboo Recreation and Leisure Services 2021 Financial Plan 3. Cariboo Memorial Recreation Complex Capital Plan 2020-2025 4. Recreation Complex – 2021 Operating Revenues and Expenditures Summary

Financial Implications: The proposed 2021 requisition is the same (0%) as the 2020 requisition amounting to total taxation of $3,137,239. A 2% increase is included in 2022-2025 of the five-year financial plan to account for inflationary increases in annual operational costs, several major capital projects and to rebuild reserves in anticipation of a large infrastructure project in the next 5-10 years.

Capital costs in 2021 are $545,000 including capital works at the Recreation Complex and Esler Sports Complex plus an additional $40,000 for the Esler fields low mobility trail project if grant funding is received. Community Works Funds amounting to $130,000 is allocated towards a roof insulation upgrade and boiler replacements.

The annual financing cost of the $6.5 million borrowed to complete the pool upgrade project is $446,652 with payments for principle and interest on the loan.

Policy Implications: As part of the joint governance approach to the Central Cariboo sub-regional recreation function, the plans are presented for the receipt and review of the Joint Committee prior to submission to the Regional District Board’s annual financial planning process.

Alignment with Strategic Plan:

Page 30 of 78 ITEM C.4. pg. 4

☒ Communication: Facilitate communication strategies throughout the entire Cariboo Regional District that meet the needs of residents, community stakeholders, and other levels of government.

☒ Planning: Intentionally plan services and activities of the CRD to prepare for future needs of residents and community stakeholders.

Economic Sustainability: Foster an environment to ensure the economic sustainability of CRD ☐ communities and the region.

Governance: Ensure that CRD governance policy and practices are intentional, transparent, and ☐ respectful.

Click here to enter text. CAO Comments: Click here to enter text.

Options: 1) Endorse recommendation; 2) Receipt and other action at the discretion of the committee; 3) Receipt; 4) Defer.

Recommendation: That the agenda item summary from Darron Campbell, Manager of Community Services, dated October 13, 2020, regarding the Central Cariboo Recreation and Leisure Services 2021 Business, Financial and Capital plans, be received. Further, that the plans be endorsed as presented.

Page 31 of 78 ITEM C.4. pg. 5

2020 Business Plan Central Cariboo Recreation

and Leisure Services

(1553)

Darron Campbell, Manager of Community Services

Department/Function Services

The Central Cariboo Recreation and Leisure Services function was established in 2007 by Bylaw No. 4226, which merged the functions for Central Cariboo Recreation (Bylaw No. 3894 – 2004) and Central Cariboo Leisure Services (Bylaw No. 3951 – 2004).

The new Recreation and Leisure Services function has a mandate derived directly from the predecessor bylaws, which is to provide the following services:

(i) swimming pool complex; (ii) twin ice arena facility; (iii) recreation and cultural programming; (iv) trail development and maintenance; (v) sports fields, facility development and maintenance.

The facility management and recreation programming components of the service are provided under contract by the City of Williams Lake. A five-year Facility Management Agreement (2019-2023) is in place that establishes services levels and taxation subsidy targets.

Services are generally provided from the Cariboo Memorial Recreation Complex in Williams Lake which includes the twin arenas, West Fraser Aquatic Centre and the Gibraltar Room multi-purpose space. Following extensive public consultation, concept planning and a referendum in 2014, the aquatic centre underwent a $14 million upgrade to expand the pool and fitness areas and add in leisure water features such as a water slide and lazy river. A $4 million infrastructure grant was successfully obtained to reduce the cost to local taxpayers for the major project.

The sub-regional recreation function also includes the Esler Sports Complex, which has slo-pitch (2017-2021), soccer (2017-2021) and minor fastball (2018-2022) fields under use

Page 32 of 78 ITEM C.4. and occupancy agreements with local associations. These groups also receive field maintenance funding through a contribution agreement (2019-2021) on an annual basis to complement the work of volunteers and their own financial resources. Various other community projects, such as neighborhood outdoor rinks, trails or bike parks are also supported on a project-by-project basis.

Annual contribution agreements are also in place with the Scout Island Nature Centre (2019-2021), Williams Lake Cycling Club (2019-2021) and 150 Mile Greenbelt, Heritage and Trails Society (2019-2021) to support operation of extensive trail networks maintained by each group.

Participants in the service include portions of Electoral Areas D, E, and F and the City of Williams Lake. Requisition is by way of a tax rate applied to the assessed value of land and improvements utilizing hospital district assessment. The requisition limit is the greater of $3,500,000 or a rate of $1.98 / $1,000 of assessed value.

The Directors for Electoral Areas D, E, and F and the City of Williams Lake are responsible for the governance of this service, which is provided through the Central Cariboo/City of Williams Lake Joint Committee. The Central Cariboo Joint Committee (CCJC) holds an open, public meeting once per month.

Business Plan Goals, Rationale & Strategies

2021 Goals

1. Goal: Further develop the changeroom addition to Arena 1 project. Rationale: With participant growth in many ice user groups, such as minor hockey, as well as new groups now using the facility, including speedskating, there is currently not enough dressing room space to adequately meet the demand. The project has an estimated cost of $2 million and will require a funding strategy to be completed. Strategy: The initial concept cost estimate has been confirmed by staff at the complex and a funding plan with a combination of annual capital, capital reserves, grants and potentially short-term borrowing will be developed and included in a future capital projects plan as appropriate. The City of Williams Lake has applied for a major infrastructure grant for this project and matching funding from the recreation budget is included in 2022.

2. Goal: Build a wheelchair accessible low mobility trail at the Esler Sports Complex. Rationale: The Regional District has embraced the universal access outdoor recreation concept and has completed 25 wheelchair accessible wilderness trail projects across the region. This trail location is a larger project than most and will complete a full circuit around the sports complex. Trail development under the same project scope are also planned for the 108 Greenbelt and Pioneer Park on Dragon Lake.

Page 33 of 78 ITEM C.4. Strategy: The Region has applied for grants to support this project and identified matching funding as required in the sub-regional recreation financial plans. Project management consulting services will be retained for delivery of construction.

3. Goal: Continue to work with the indoor turf facility technical committee to develop options for moving the project forward. Rationale: An indoor turf facility concept was developed by the Williams Lake Youth Soccer Association and the Cariboo Chilcotin Gymnastics Club, and a technical committee with representatives from the City of Williams Lake and Cariboo Regional District has been struck to consider options for the construction and operations of the proposed turf facility. Strategy: Staff and appointed elected officials will meet with the committee as required on an ongoing basis and provide advice and assistance on confirming project details and processes to move the project forward.

4. Goal: Support the development of a new flow trail in the Williams Lake mountain bike network. Rationale: The trail network is provincially and internationally recognized for its quality and diversity of riding opportunities. Machine built flow trails are the latest asset being added by many communities because they are popular with a broad spectrum of riders from beginners to advanced. Strategy: Project will be developed by the Williams Lake Cycling Club and supported by grant funding to the highest extent possible with matching funds identified in the Central Cariboo Recreation budget.

5. Goal: Support trail development at the 150 Mile House Greenbelt, mountain bike network and other locations within the sub-regional recreation area. Rationale: The 150 Mile Greenbelt, Heritage and Trails Society has a management agreement in place with the province for a large area in the community and plans to improve trail connections throughout. The Williams Lake Cycling Club has a management agreement in place with the province for its network across the Williams Lake valley. Trails in other areas continue to be a high priority with recreation groups and the general public. Strategy: Implementation of the improvements would be funded through the Community Projects budget of the CCRLS function and managed directly by the community groups in consultation with Regional District and City staff.

6. Goal: Design and construct a new entrance sign and sitting area for the Recreation Complex. Rationale: A new exterior sign for the facility is appropriate following completion of the West Fraser Aquatic Centre upgrade. It is intended that the form and character of the new sign will match the timber frame style of the sunshade on the west side of the building and also create a useable sitting space near the front of the building. Strategy: Preliminary designs for the sign and gazebo were completed during construction of the new aquatic centre in 2017 and the project is identified in the capital plan for 2021. There is an opportunity for in-kind contributions of materials to the project, particularly for wood from West Fraser Timber.

Page 34 of 78 ITEM C.4.

7. Goal: Increase non-school day youth recreation programming. Rationale: There has been a significant increase in demand for youth programs on non-school days, such as Pro-D and CI days. Offering a diversity of programs will assist parents and provide healthy, active opportunities for youth. Strategy: Programs will be developed and delivered by Recreation Complex staff and there will be no net impact to the budget as these classes are full cost recovery or better. To enable new program development, a half time position at the complex will be increased to full time.

8. Goal: Modernize the marketing strategy for the Active Living Guide. Rationale: New technology and marketing tools, such as online and social media, are readily available and offer new opportunities to reach target customers. Strategy: Development will be led by marketing staff at the Complex.

9. Goal: Constantly evaluate COVID-19 plans and modify operations for safety and to maximize opportunity. Rationale: The COVID-19 situation has challenged operations at the recreation centre and forced the requirement for several additional levels of safety planning. However; with creativity, there are still important opportunities for community recreation to support the health and well-being of residents. Strategy: Evaluations on a regular basis will be undertaken by programming and maintenance staff at the Complex.

10. Goal: Continue to improve the accessibility of the Recreation Complex for persons with low mobility. Rationale: Because of its age, the facility has an interior design that may challenge persons in a wheelchair or with other mobility issues. As a critical public amenity, it is important that the complex meet the needs of as many residents as possible, especially those that may have limited options for recreation. Strategy: Individual projects in 2021 include shower bars and changeroom improvements to the aquatic centre. Funding is included in the capital plan to support these works.

11. Goal: Replace the roof over the Gibraltar Room and upgrade the arena boilers. Rationale: The current roof has exceeded its effective lifespan and has significant potential to become a maintenance concern. This is the last section of roof at the complex that has not been converted to torch-on membrane. Strategy: Capital funding is allocated in the financial plan for this project, which will be led by the facility operator. Regional District Community Works Funding is allocated to support the energy efficiency components of these projects.

12. Goal: Review the contribution agreements for the Scout Island Nature Centre, Williams Lake Cycling Club, 150 Mile Greenbelt and Esler Sports Leagues. Rationale: These agreements are in place to support these non-profit groups with the management and operations of community recreation assets. The current three- year agreements expire at the end of 2021.

Page 35 of 78 ITEM C.4. Strategy: Staff will review the terms and conditions of the arrangements with the groups and renew the agreements if there are no material changes required. 12. Goal: Contribute to the Halloween fireworks celebrations at 150 Mile and Wildwood. Rationale: The recreation budget supports the community celebration event in Williams Lake and it is appropriate that this support also be extended to rural communities within the sub-regional recreation area. Strategy: A proportional funding allocation is included in the community projects envelope of the recreation financial plan.

2022 Goal

1. Goal: Upgrade the Gibraltar Room for more multi-purpose activities. Rationale: Hosting multi-purpose events in the Gibraltar Room maximizes the value of the space for the community. Strategy: Funding is identified in the capital plan for these upgrades, which could include flooring and wall coverings for example.

2024 Goal

1. Goal: Construct a new access road into the Esler Sports Complex. Rationale: Use of the sports complex continues to grow and additional improvements and capital investment will further increase traffic to and from the site in the coming years; however, the current access is a winding, narrow residential route along upper Hodgson Road and is not adequate. Creating a safer, shorter access route directly off Highway 20 was a key component of a development plan completed in 2007. Strategy: An engineered design is planned for completion in 2018 and construction of the project is subject to securing grant funding. The significant cost of this work may also require a transfer from capital reserves for matching funds.

Overall Financial Impact

The 2021 requisition is the same as the 2020 requisition amounting to total taxation of $3,137,239. A 2% increase is included in 2022-2025 of the five-year financial plan to account for inflationary increases in annual operational costs, several major capital projects and to rebuild reserves in anticipation of a large infrastructure project in the next 5-10 years.

The 2020 requisition was not increased from the 2019 requisition.

The operational costs to the function increased significantly in 2019 due to additional staff and higher utility costs for the new West Fraser Aquatic Centre as well as new regulatory requirements for the ammonia ice plant. These updated subsidy cost targets are reflected in the five-year Facility Management Agreement with the City of Williams Lake. The taxation subsidy paid to the City for operational costs increases at 1.75 percent per year

Page 36 of 78 ITEM C.4. over the term; starting at $1,947,773 in 2019 to $2,087,738 in 2023. All revenue generated at the Recreation Complex is retained by the City under the terms of the management agreement.

There is also projected to be a significant increase in revenue in 2019 and forward due to the upgraded aquatic centre and these revenues do off set approximately 50% of the increased operating cost; however, the remaining cost increase is covered by a higher taxation subsidy. It is expected that costs may be reduced with more staff experience operating the new pool mechanical systems, but this reduction will be modest compared to the overall initial cost increase.

The five-year capital plan for the function has varied annual investments amounting to $2.9 million over the five-year plan. This includes capital spending at the Cariboo Memorial Recreation Complex and the Esler Sports Complex. This relatively high figure reflects the aging mechanical equipment and structural components at the Memorial Complex.

The service has projected capital reserve funds of about $840,000 at the end of 2020 with a planned draw from reserves unnecessary due to unsuccessful grant applications. A draw from reserves in 2021 of $350,000 is planned to support the arena change room addition project if major grant funding is successful. Contributions to capital reserves of $200,000 per year are planned in 2022-2025 for a total of $1000,000 over the five-year plan.

Significant Issues & Trends

The COVID-19 pandemic resulted in significant challenges for operation of the recreation centre and resulted in higher operational costs, event cancellations and lower rental revenue, which in turn had to be balanced with appropriately reducing expenses. It is unknown at this time if this will continue and to what extent into 2021.

The newly upgraded West Fraser Aquatic Centre opened in December 2017 following more than six years of public consultation, design and construction. The new leisure pools and fitness spaces have attracted many more patrons than were previously using the complex regularly. While this has increased revenues by more than 50%, the cost of staffing and utilities has also substantially increased resulting in a rise in operating costs for the aquatic centre. It is expected that through time the operating cost may be reduced once staff become more familiar with the mechanical and electrical systems; however, revenues may also be reduced once the ‘visit the new pool’ period passes.

Another unexpected influence in 2018 was an ice plant ammonia leak incident in Fernie, BC that led to more stringent regulations from Technical Safety BC. This also resulted in an increased operating cost for the complex for more staff hours and training. A major

Page 37 of 78 ITEM C.4. capital investment in 2019, to replace the ice plant with a low-pressure ammonia system, should help offset some of these operating costs going forward.

Another emerging major infrastructure project is the construction of an indoor turf facility in Williams Lake. A multi-purpose building would provide many varied recreational activities during the shoulder seasons and winter months. A technical committee led by the Williams Lake Youth Soccer Association was struck in 2019 to begin the concept development process, including design, location, as well as construction and operating costs. It is expected this will be the mid-term top priority new recreation infrastructure project.

Counters were installed on the three entrances to the Cariboo Memorial Recreation Complex in 2013 and recorded 446,387 visitors in the year from October 2018 to October 2019. This is essentially the same amount of visitors for the same period in 2018 demonstrating stable use of the facility.

In addition to the recent Sam Ketcham Pool upgrade, other parts of the Recreation Complex continue to receive renovations and improvements; however, the aging structure, utility services and equipment in the facility continue to be a challenge. Increased operating and maintenance costs are to be expected, and significant capital investment will be necessary to maintain the complex in future years.

The continued delivery of an effective and coordinated sub-regional recreation and leisure service is expected to remain a high priority for the public and elected officials. The benefits of developing a recreation service that takes advantage of the Cariboo Memorial Recreation Complex as an information hub and a centre for activity programming is evident. Integrating public recreation properties, both from the greater Williams Lake area and those within the city itself, makes sense to improve the management, public investment and overall enjoyment of these community assets.

To this end, additional resources have been discussed to potentially be included in the recreation services management agreement with the City of Williams Lake, and tasked with providing the increased support and be the liaison for volunteer groups managing these public recreation assets.

Another strategic priority for the CCRLS function is to continue to provide support for mountain bike trail infrastructure that is appropriate for this popular recreational activity. Mountain biking in the Cariboo provides a considerable benefit to many communities. For local residents, studies consistently indicate that trails provide a venue to participate in an active and healthy lifestyle and increase the desirability of living in the area. In recent surveys conducted in the Cariboo region, mountain bike infrastructure was a prominent priority amongst respondents, who ranked mountain bike trails in the top five activities they participate in. Ongoing investments in the Central Cariboo trail networks will support continued recreational opportunities as well as ongoing efforts to diversify the regional economy into this fast-growing sector.

Page 38 of 78 ITEM C.4. The Cariboo Regional District is a signatory on the Province of BC/UBCM Climate Action Charter and has committed to continuing work towards carbon neutrality in respect of corporate operations.

Measuring Previous Years Performance

Goal: Construct a new access road into the Esler Sports Complex. - Not completed. Concept designs were completed in 2018; however infrastructure grants from senior governments were not approved. Project will be considered for the long-term capital plan.

Goal: Develop a funding plan for the changeroom addition to Arena 1 project. - Completed. A preliminary design and cost estimate was completed for four new changerooms in 2019. The significant cost of the project will require grant funding to be completed with matching funding allocated to the capital plan.

Goal: Continue to work with the indoor turf facility technical committee to develop options for moving the project forward. - Not completed. Due to the COVID-19 situation and other factors, the technical committee did not meet to discuss options. Goal will be brought forward in 2021.

Goal: Support trail development at the 150 Mile House Greenbelt, mountain bike network and other locations within the sub-regional recreation area. - Completed.

Goal: Increase the amount of adult programming at the Recreation Complex. - Completed. Although the COVID-19 situation made hosting activity programs much more challenging, program staff developed safety plans and focused on outdoor activities.

Goal: Maximize the use of non-prime ice time at the Complex. - Completed. Through marketing channels at the Complex, more effort was made to advertise and fill available ice times.

Goal: Host more community special events at the Gibraltar Room. - Not completed. The COVID-19 situation and restrictions on large public gatherings made it too difficult to focus on this goal and host more events.

Goal: Continue to improve the accessibility of the Recreation Complex for persons with low mobility. - Completed. The new sliding glass doors in the arena lobby are much more effective for persons with mobility issues.

Goal: Replace the doors between the arena and main lobby areas at the complex.

Page 39 of 78 ITEM C.4. - Completed. Doors were replaced with no-touch sliding glass to improve traffic flow and reduce potential high contact points.

Goal: Upgrade the arena lighting system to LED. - Completed through Regional District Community Works Funding.

Goal: Contribute to the Halloween fireworks celebrations at 150 Mile and Wildwood. - Completed.

Page 40 of 78 ITEM C.4. Page 41 of 78

Central Cariboo Recreation Five Year Financial Plan (2020-2025) 08-Oct-20

0% 0% 2% 2% 2% 2% Department * Cost Category * GL Account * 2020 2021 2022 2023 2024 2025 Description 1553 - C Cariboo Recreation 1100 - 1553 - Taxes 1-1100 - Electoral Area Levy 1,079,699 1,079,699 1,101,293 1,123,319 1,145,785 1,168,701 1553 - C Cariboo Recreation 1100 - 1553 - Taxes 1-1301 - City of Williams Lake 2,057,540 2,057,540 2,098,691 2,140,665 2,183,478 2,227,147 1553 - C Cariboo Recreation 1400 - 1553 - Sale of Services 1-1411 - Other Recoveries 2,698 750 750 750 750 750 Esler fields occupancy 1553 - C Cariboo Recreation 1500 - 1553 - Other Revenue 1-1550 - Interest Recovery 17,000 15,543 15,543 15,543 15,543 15,543 1553 - C Cariboo Recreation 1700 - 1553 - Conditional Transfers 1-1755 - Infrastructure Grants - - 1553 - C Cariboo Recreation 1700 - 1553 - Conditional Transfers 1-1759 - Other Grants 206,600 130,000 75,000 Community Works Funds - LED and HVAC 2020 1553 - C Cariboo Recreation 1900 - 1553 - Misc Revenue/Expense 1-1911 - Prior Years Surplus 547,407 710,520 505,970 196,812 191,443 161,411 1553 - C Cariboo Recreation 1900 - 1553 - Misc Revenue/Expense 1-1912 - Trsf from Cap Reserve 350,000 350,000 Arena changeroom (2022) and parking lot (2024) REVENUE TOTAL $3,910,944 $3,994,052 $4,072,247 $3,552,089 $3,886,999 $3,573,552

1553 - C Cariboo Recreation 2110 - 1553 - Administration Expense 2-1910 Administration 19,844 20,241 20,646 21,059 21,480 21,909 1553 - C Cariboo Recreation 2120 - 1553 - Operating Expenses 2-1120 - Contract Services 70,000 70,000 70,000 70,000 70,000 70,000 Esler fields maintenance + danger trees 1553 - C Cariboo Recreation 2120 - 1553 - Operating Expenses 2-1120 - Contract Services 20,000 20,000 20,000 20,000 20,000 20,000 mtb trail network agreement - flow project 2021 1553 - C Cariboo Recreation 2120 - 1553 - Operating Expenses 2-1120 - Contract Services 30,000 60,000 30,000 30,000 30,000 30,000 mtb flow trail and other trails 1553 - C Cariboo Recreation 2120 - 1553 - Operating Expenses 2-1120 - Contract Services 12,500 12,500 12,500 12,500 12,500 12,500 scout island contribution agreement 1553 - C Cariboo Recreation 2120 - 1553 - Operating Expenses 2-1120 - Contract Services 3,000 3,000 3,000 3,000 3,000 3,000 150 trail network 1553 - C Cariboo Recreation 2145 - 1553 - Operating Agreement 2-1131 - Contract - Municipality 3,318,407 3,376,479 3,435,568 3,495,690 3,556,865 3,619,110 CityWL CMC agreement 1.75% (2019-2023) 1553 - C Cariboo Recreation 2145 - 1553 - Operating Agreement 2-1139 - Municipal Revenue Offset (1,336,548) (1,359,938) (1,383,736) (1,407,952) (1,432,591) (1,457,661) 1553 - C Cariboo Recreation 2140 - 1553 - Building & Equipment Expenses 2-2373 - Insurance 51,569 54,147 56,855 59,698 62,682 65,817 1553 - C Cariboo Recreation 2150 - 1553 - Capital Expenses 2-6000 - Equipment & Improvements 300,000 530,000 948,951 395,000 720,000 320,000 CMRC capital - 2021 roof, lockers, sign 1553 - C Cariboo Recreation 2150 - 1553 - Capital Expenses 2-6000 - Equipment & Improvements 15,000 55,000 15,000 15,000 15,000 15,000 Esler projects 1553 - C Cariboo Recreation 2150 - 1553 - Capital Expenses 2-6000 - Equipment & Improvements - Esler Road project matching funding (denied) 1553 - C Cariboo Recreation 2250 - 1553 - Reserve 2-7400 - Transfer to Reserve 250,000 200,000 200,000 200,000 200,000 200,000 1553 - C Cariboo Recreation 2811 - 1553 - Fiscal Services 2-8119 - Debenture Borrowing Offset - - 1553 - C Cariboo Recreation 2811 - 1553 - Fiscal Services 2-8200 - Debt Interest - MFA 204,750 204,750 204,750 204,750 204,750 204,750 1553 - C Cariboo Recreation 2811 - 1553 - Fiscal Services 2-8300 - Debt Principal - MFA 241,902 241,902 241,902 241,902 241,902 241,902 1553 - C Cariboo Recreation 2900 - 1553 - MiscExp Prior Deficit 2-9800 - Budgeted Surplus 710,520 505,970 196,812 191,443 161,411 207,226 EXPENDITURES TOTAL $3,910,944 $3,994,052 $4,072,247 $3,552,089 $3,886,999 $3,573,552 ITEM C.4. Page 42 of78

Cariboo Memorial Recreation Complex-Capital Plan. Project 2020 2021 2022 2023 2024 2025

Pool Equipment $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 Fitness Equipment $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 Accessibility upgrades Elevator to rink #1 Mezzanine $ 300,000 Air handling unit- Main lobby areas Gibraltar Room Air Handling Unit Gibraltar Room roof $ 300,000 Replace doors between Arean lobby and main lobby $ 75,000 Ice arena emergency door Audible Door Activation Alarm $ 15,000 Gibraltar Room Reno Project-Multi-purpose $ 300,000 Pool Changerooms Locker Replacement $ 100,000 Pool Changeroom Shower Hand Rails $ 20,000 CLASS Replacement- PerfectMind Rear Parking Lot redo $ 700,000 Landscaping front parking lot $300,000 Gazebo entrance signage $ 90,000 Compressor/Chiller redo Upgrade Arena lights to LED $ 75,000 Design plans for arena dressing room Replace complex roof top units #1 & #3 (office & change rooms) $ 115,000 Backup refrigeration compressor replacement $75,000 Refrigeration Compressor #1 Overhaul $20,000 Refrigeration Compressor #2 Overhaul $20,000 Arena Dressing Room Expansion $ 568,951 Multi-purpose Sports Dome/Structure 1,000,000 ? 1,000,000 ? 1,000,000 ? 1,000,000 ? Arena Boiler Replacement (2) Past Life Expectancy $ 40,000 Arena Boiler Replacement (2) Past Life Expectancy $40,000 TOTAL CAPITAL FUNDS REQUIRED $ 300,000 $ 530,000 $ 948,951 $ 395,000 $ 720,000 $ 320,000 CRD Community Works Funds 190,000$ 130,000 75,000

For 2020and forward identify capital projects as strategic priorities 1. Critical infrastructure upgrades 2. Energy Efficiency upgrades 3. Improvements to accessibility

ITEM C.4. 4. other service improvements Page 43 of78

Forecast 2020 Budget 2020 Budget 2021 Budget 2022 Budget 2023 Budget 2024 Budget 2025 RECREATION SERVICES REVENUE

POOL 461,250.41 674,238.24 676,218.24 690,018.36 691,324.72 703,610.97 715,924.16 ARENA 325,803.92 385,734.58 380,304.58 387,678.38 388,240.20 395,772.71 402,698.73 GILBRALTAR ROOM 9,083.42 50,950.00 51,919.00 52,907.38 53,915.53 54,943.84 55,905.36 LEISURE SERVICES 240,682.22 309,335.00 314,295.00 315,130.20 320,105.00 319,389.72 324,979.04 - Total Revenue 1,036,819.97 1,420,257.82 1,422,736.82 1,445,734.32 1,453,585.45 1,473,717.24 1,499,507.29 - RECREATION SERVICES EXPENSES - - LEISURE SERVICES 332,429.98 523,929.05 520,847.96 535,824.17 535,530.98 543,093.47 552,597.61 ADMINISTRATION 545,071.00 555,608.00 561,120.16 568,792.56 577,628.41 586,130.98 596,388.27 POOL 1,325,323.28 2,044,202.00 2,078,483.04 2,112,747.43 2,146,908.88 2,186,144.05 2,224,401.57 ARENA 257,200.40 234,442.00 234,634.84 234,831.54 235,032.17 235,236.81 239,353.46 GILBRALTAR ROOM 34,542.66 43,807.00 44,623.14 45,455.60 46,304.71 47,170.81 47,996.30 - Total Expenditure 2,494,567.32 3,401,988.05 3,439,709.14 3,497,651.31 3,541,405.16 3,597,776.13 3,660,737.21

Total Operating costs (1,457,747.35) (1,981,730.23) (2,016,972.32) (2,051,916.99) (2,087,819.71) (2,124,058.89) (2,161,229.92)

CRD SUBSIDY 1,947,773.00 1,981,859.03 2,016,541.56 2,051,831.04 2,087,738.08 2,124,273.50 2,161,229.92 ITEM C.4. Page 44 of 78 C5

Page 45 of 78 ITEM C.5. C4b

CITY OF WILLIAMS LAKE COUNCIL REPORT

DATE OF REPORT: October 13, 2020 DATE & TYPE OF MEETING: October 20, 2020 Regular Council Meeting AUTHOR: Kaitlyn Atkinson, Manager of Recreation and Leisure Services SUBJECT: CITY PARKS WITH POTENTIAL FOR COST SHARING OF MAINTENANCE COSTS WITH CRD FILE: 1-96-1; 0540-22-01

Recommendation

That staff be directed to provide a list of City parks and facilities that could be jointly funded between the City of Williams Lake and Cariboo Regional District for consideration by the Central Cariboo Joint Committee.

Purpose The purpose of this report is to inform council which city parks provide mutual benefit to both residents of the City and the Cariboo Regional District (CRD) and could be considered for a cost-sharing agreement with the CRD.

Background / Discussion

The Community Services Committee met on March 5, 2020 to consider “Additional Cost Sharing to Support Park Maintenance Costs”. They made the following recommendation at the March 24, 2020 Council meeting:

“That the Community Services Committee recommends the City of Williams Lake’s current budgeted park maintenance costs be received and referred to Staff for further investigation and a report back to Council for consideration to submit a request to the CRD to enter into a cost sharing agreement for the municipal parks / recreation facilities that provide mutual benefit to both the residents of the City and the surrounding areas.” (Res #91/20) CARRIED.

Res #91/20 was discussed again at the September 22, 2020 meeting of Council, leading to res #289/20 “that staff be directed to prepare a report on potential cost sharing options for City facilities and services that are used by the wider region with the Regional District” CARRIED.

The Cariboo Regional District (CRD) currently has a MOU with the City of Quesnel to reimburse the City for costs associated with recreation assets that serve the larger region. These are: The River Trails, West Fraser Timber Park (ball fields and courts), Lebourdais Park (ball field and water park).

Page 46 of 78 ITEM C.5. City Parks with Potential of Cost Sharing Page 2

Around the City of Williams Lake there are several parks and grounds that are utilized frequently City and CRD residents, including but not necessarily limited to:

• Boitanio Park: 2019 Actual Costs 2020 Budget: $33,113 $122,658.13 • Scout Island: 2019 Actual Costs 2020 Budget: $141,362 $40,583.88 • Kiwanis Park: 2019 Actual Costs 2020 Budget: $61,781 $39,534.24 • Stampede Ground: 2019 Actual Costs 2020 Budget: $63,731 $15,535.66 • River Valley: 2019 Actual Costs 2020 Budget: $38,713 $21,074.15

These facilities are maintained through the Municipal Services department and the maintenance costs are budgeted for by them, within the Parks budget.

While the park costs outlined above comprise the most significant segment of the regionally accessed services provided by the City, Council may also wish to forward other items to the Joint Committee for consideration (such as Fee for Service agreements solely funded by the City). Once a list is forwarded to the Joint Committee, there may be some items the CRD may also wish to add to this list that could come back to Council for consideration.

Financial Considerations (Cost and Resource Allocation)

☒ Yes: By cost sharing with the CRD the City would be able to recoup some of the actual yearly maintenance costs. ☐ N/A

Legislative Considerations (Applicable Policies and/or Bylaws)

☐ Yes ☒ N/A

This project aligns with the following Strategic Priority Areas:

☐ Resilient and Diversified Economy ☒ Strong Community Relationships ☒ Financial Stability and Sound Asset Management ☒ Positive Community Image ☐ Healthy and Inclusive Workplace ☐ Other

Other Implications (Environmental/Social/Economic)

☐ Yes (explain) ☒ N/A

Page 47 of 78 ITEM C.5. City Parks with Potential of Cost Sharing Page 3

This report has been prepared in consultation with: Ian James, Director of Leisure Services Guillermo Angel, Events and Marketing Coordinator Gary Muraca, CAO

Approved for Agenda by:

CAO

Respectfully submitted,

Kaitlyn Atkinson Manager of Recreation and Leisure Services

ATTACHMENTS: Attachment A - Background Information

Page 48 of 78 ITEM C.5. FEE FOR SERVICE AGREEMENTS

1) CITY FEE FOR SERVICE AGREEMENTS (Awarded and paid by the City)

Organisation Amount Term 1 Big Brothers & Big Sisters of Williams Lake (RES #46/17) $15,000 3-Yr Term 2017-2019 2 Boys & Girls Club of Williams Lake and District (NOOPA) (RES #46/17) $15,000 3-Yr Term 2017-2019 3 Cariboo Chilcotin Conservation Society (Waste Wise Program) (RES #47/17) $24,500 3-Yr Term 2017-2019 4 Cariboo Chilcotin Conservation Society (Water Wise Program) (RES #47/17) $38,600 3-Yr Term 2017-2019 5 Community Policing Committee (RES #46/17) $15,000 3-Yr Term 2017-2019 6 Downtown WL Business Improvement Association (Winter Lights) (RES #345/17) $3,500 1-Yr Term 2019 7 Museum of the Cariboo Chilcotin Society (RES #293/18) $24,000 2-Yr Term 2018-2019 8 Scout Island (Nature Centre) (RES #33/17) $12,500 3-Yr Term 2017-2019 9 Social Planning Council (RES #46/17) $5,000 3-Yr Term 2017-2019 10 Stampede Association (RES #46/17) $25,000 3-Yr Term 2017-2019 11 Stampede Queen’s Committee (RES #46/17) $5,000 3-Yr Term 2017-2019 12 Williams Lake and District Chamber of Commerce - TDC (RES #48/17) $150,000 3-Yr Term 2017-2019 13 Williams Lake Food Policy Council (RES #46/17) $5,600 3-Yr Term 2017-2019 14 Williams Lake Hospice Society (RES #47/17) $16,900 3-Yr Term 2017-2019 15 Youth for Christ (RES #46/17) $5,000 3-Yr Term 2017-2019 TOTAL: $360,600

2) CENTRAL CARIBOO RECREATION FUNCTION (City/CRD) FEE FOR SERVICE AGREEMENTS (Awarded by the Joint Committee, 2 are further approved and paid by the City, 1 paid by CRD)

1 Scout Island Field Naturalists (Trails) (RES #125/16, renewed RES #40/19) $12,500 3-Yr Term 2019-2021 2 Williams Lake Cycling Club (RES #35/16, renewed RES #40/19) $20,000 3-Yr Term 2019-2021 3 150 Mile Greenbelt, Heritage & Trails Society (management and operation of its public recreation $3,000 3-Yr Term 2016-2018 property) (*See Oct 28/15 CCJC Minutes) TOTAL: $35,500

3) CENTRAL CARIBOO ARTS AND CULTURE FUNCTION (City/CRD) FEE FOR SERVICE AGREEMENTS (All awarded by the Joint Committee, and paid by CRD)

1 Station House Studio & Gallery Society (RES #309/16) $17,000 3-Yr Term 2017-2019 2 Stampede Parade Committee (WL Daybreak Rotary Club) (RES #309/16) $5,000 3-Yr Term 2017-2019 3 Likely & District Chamber of Commerce (Cedar City Museum) (RES #309/16) $3,000 3-Yr Term 2017-2019 4 Horsefly Historical Society (RES #309/16) $3,000 3-Yr Term 2017-2019 5 WL Museum & Historical Society (RES #309/16) $35,000 3-Yr Term 2017-2019 6 150 Mile Greenbelt, Trail & Heritage Society (150 Mile Schoolhouse) (RES #309/16) $2,000 3-Yr Term 2017-2019 7 Community Arts Council of Williams Lake (RES #309/16) $5,000 3-Yr Term 2017-2019 8 Cariboo Chilcotin Metis Association (Metis Jamboree) (RES #309/16) $2,000 3-Yr Term 2017-2019 9 Women’s Contact Society (Williams Lake Children’s Festival) (RES #309/16) $2,000 3-Yr Term 2017-2019 10 Scout Island Nature Centre (Art in Nature / Nature in Art) (RES #309/16) $2,000 3-Yr Term 2017-2019 TOTAL: $76,000

GRAND TOTAL FFS: $472,100

Page 49 of 78 ITEM C.5. GRANTS IN AID

1) CITY GRANTS IN AID (Existing policy expects Joint Committee award, but in recent years awarded on an annual basis and paid by the City)

Organisation Amount Term 1 Cariboo Chilcotin Child Development Centre Association $4,000 1-Yr Term 2019 2 Navy League of Canada – Chilcotin Branch $2,000 1-Yr Term 2019 3 Rocky Mountain Rangers RCACC Parent Support Committee $2,000 1-Yr Term 2019 4 Royal Canadian Legion Branch 139 $22,000 1-Yr Term 2019 5 Williams Lake & District Daycare Society $5,000 1-Yr Term 2019 TOTAL: $35,000

Page 50 of 78 ITEM C.5. PERMISSIVE TAX EXEMPTIONS

1) PERMISSIVE TAX EXEMPTIONS (Permissive tax exemptions are provided by City Council under Bylaw No. 2238, 2015)

Organisation Value of Exemption (2018) 1 1057582 BC Ltd (Cariboo Community Church) $8,208 2 Abraham's Lodge & Care Society $1,670 3 BC Conference of Mennonite Brethren Churches $1,728 4 Boys & Girls Club of Williams Lake $3,282 5 Cariboo Chilcotin Child Development Centre Association $24,485 6 Cariboo Elks Home Society $10,631 7 Cariboo Friendship Society $16,649 8 Chamber of Commerce $926 9 Christian & Missionary Alliance (Canadian Pacific District) $819 10 Church of Jesus Christ of Latter-Day Saints In Canada $1,053 11 Evangelical Free Church of Williams Lake $1,851 12 Fraser Basin Property Society $2,114 13 Governing Council of The Salvation Army Canada West $5,186 14 Guru Nanak Sikh Temple Society $2,191 15 Lucky's Ventures Ltd (Salvation Army) $6,290 16 Nature Trust of BC $20,360 17 Patricia I Gunderson (Gendun Buddhist Centre) $2,362 18 Pentecostal Assemblies of Canada $1,749 19 Potato House Sustainable Community Society $1,500 20 Roman Catholic Bishop of Kamloops $1,251 21 Royal Canadian Legion Branch 139 $5,016 22 Scott & Twila Rentals Ltd (Voice of Pentecost Church) $1,215 23 Seniors Activity Centre Society $4,099 24 Seventh-Day Adventist Church (BC Conference) $3,614 25 St John Evangelical Lutheran Church of Williams Lake $1,176 26 Station House Studio & Gallery Society $1,503 27 Trust of Congregation of First Baptist $1,920 28 Trustee Cong St Andrew United Church $1,663 29 Trustees of Central Cariboo Congregation Jehovah's Witness $2,134 30 Western Singh Sabha Association $696 31 Williams Lake Association for Community Living $2,941 32 Williams Lake Curling Club $4,398 33 Williams Lake Golf & Tennis Club $38,014 34 Williams Lake Golf & Country Club $52 35 Williams Lake Stampede Association/ Trail Riders / Forest Educatio $8,132 36 Youth for Christ Williams Lake $2,769 TOTAL: $193,646

Page 51 of 78 ITEM C.5. AGREEMENTS AND OTHER JOINT SERVICES

1) AGREEMENTS WITH MONETARY OR IN KIND VALUE BETWEEN THE CITY AND CRD (Agreements are signed as required, funding / compensation is negotiated as agreement term)

Agreements Amount Term 1 Central Cariboo Recreation and Leisure Services Facility CRD covers all operating and renewed for Management Agreement (management and operations) capital costs* of facility operations 5-Yr Term 2019-2023 plus 3% administration fee. *Costs are partially recovered from City residents through CRD taxation requisition.

2 Central Cariboo HandyDart – Community Transit Partnership Up to $10,000/yr to City (based renewed for Agreement on “annual net municipal cost of 3-Yr Term 2017-2019 the services”) 3 Fire Protection Services Agreement 2019 = $587,943.46/yr to City renewed for 2020 = $598,633.34/yr to City 2-Yr Term 2019-2020

4 Emergency Social Services – Memorandum of Understanding (for $3,000/yr to City for training & 5-Yr Term 2015-2019 Emergency Planning & Operations Centre) supplies; $250/day when tasked with operating emergency reception centre on behalf of the CRD; $350/day when tasked with performing group lodging functions on behalf of the CRD.

5 Central Cariboo Victim Services Contribution Agreement $24,750/yr paid to City by CRD 3-Yr Term 2017-2019 6 Landfill Site Lease Agreement $5/renewal term renewed for 5-Yr Term 2019-2023 7 Landfill Use Agreement & Landfill Closure and Post-Closure Cost City and CRD share operating Expired in 2018, but Agreement costs under the formulas that continue to operate account for use origin and under expired contributing population. agreement terms. The City also pays to CRD 3% management fee based on the total operating costs. 8 Cemetery Services Agreement The City is not charging extra for Expired in 2016, but district residents. continue to operate $17,000/yr paid to City by CRD under expired *(plus additional equipment, etc. agreement terms. costs as agreed upon). 9 Building & Plumbing Inspection Services Agreement(s) Mutual reimbursement of staff Expired in 2016, but wages, and all other costs continue to operate incurred, while working on other under expired jurisdiction business. agreement terms.

10 Joint Use Facilities Agreement Applicable fees as they apply. 4-Yr Term 2016-2019 11 Central Cariboo Arts & Culture Centre Management & Operations The City provides the facility. renewed for Agreement Arts and Culture Society to be 5-Yr Term 2015-2020 responsible for minor repairs under $200. The Society to keep all rental and other fees collected. The City to be responsible for repairs above $200. CRD to pay the Society $20,000/yr to manage the facility.

12 Central Cariboo Arts & Culture Society – Performances in the Park The City provides access to park. renewed for Agreement CRD to pay to Arts & Culture 3-Yr Term 2017-2019 Society $15,000/yr.

TOTAL: N/A

2) AGREEMENTS AND MOUS WITHOUT MONETARY OR IN KIND VALUE TRANSFER BETWEEN THE CITY AND CRD (Agreements are signed as required, there is no funding / compensation as agreement term)

Agreements Status Term 1 Memorandum of Understanding Expired in 2013 N/A 2 Central Cariboo / City of Williams Lake Terms of Reference Ongoing No term - carry in (Schedule to the MOU) perpetuity. 3 Grants for Assistance (Grants-in-Aid) Agreement (Schedule to the Ongoing, no monetary payments Same term as MOU. MOU) between the City and CRD, but The City runs an both parties agreed to contribute independent process to grantees $35,000 and $15,000 since 2015. (70/30) respectively.

4 Boundary Extensions Agreement Expired in 2013 N/A 5 Mutual Aid Firefighting Assistance Agreement Ongoing, no monetary 1997 - in force until compensation between the City cancelled and CRD for mutual aid. 6 Williams Lake Particulate Monitoring Participation Agreement In-kind contributions and/or Multi-party (Airshed) direction on network agreement that configuration includes the City and CRD, expired in 2018, but monitoring continues. TOTAL: N/A

Page 52 of 78 ITEM C.5. TAXATION FOR REGIONAL SERVICES

1) TAX REQUISITIONS BY CRD TO CITY RESIDENTS - REGIONAL DISTRICT SERVICES (THE City of Williams Lake collects the taxes from City reseidents on behalf of CRD)

Services 2019 Amounts 1 9-1-1 Emergency Telephone Systems $91,166 2 CRD Administrative Services $111,259 3 Arts and Culture $88,647 4 Central Cariboo Recreation (most of the funding is for the recreation complex facility managed $2,057,540 by the City under agreement) 5 Central Cariboo Search and Rescue $66,011 6 CRD Governance $26,307 7 Invasive Plant Management $44,877 8 Library Network $357,729 9 Solid Waste Management $1,921 TOTAL: $2,845,457

2) TAX REQUISITIONS BY CRD TO CITY RESIDENTS - REGIONAL HOSPITAL (THE City of Williams Lake collects the taxes from City reseidents on behalf of CRD)

Services 2019 Amounts 1 Regional Hospital $1,216,645

Page 53 of 78 ITEM C.5. Page 54 of 78 From: Ian James Sent: October 22, 2020 10:26 AM

October 21, 2020

Dear Ian,

BCRPA has led the restart of the recreation and parks sector with the creation of the Restart Guideline, along with other guiding documents. To support the safe resumption of sport in BC, viaSport has created the Return to Sport Guidelines, which outline how to resume sport and operate safely during this pandemic.

As outlined in B.C.’s Restart Plan, sport activities can resume in accordance with the viaSport Return to Sport Guidelines and public health protocols. As this gradual process continues, and in support of the return to sport process, BCRPA has worked in close collaboration with viaSport, the Recreation Facilities Association of BC (RFABC), and with BC Hockey on the return to their game.

During the return to sport process, viaSport’s role together with BCRPA, RFABC, and the Provincial Sport Organizations, will be to focus on the safe return of participants to sport activities in BC. This continues to be our number-one priority. We jointly agree on this statement:

"The current Public Health Order: Gathering and Events allows for spectators in facilities. Spectators (or patrons) are “individuals who attend an event” and are distinct and separate from the event sport group. This patron, or spectator group, come with considerable challenges and responsibilities that need to be carefully reviewed in order to ensure compliance with the health order.

Although the Order allows for up to 50 patrons (spectators) at events, spectators may still be limited because of the challenges in accommodating them in facilities. viaSport supports each municipality’s decision on spectator access as they navigate these challenges."

Page 55 of 78 ITEM C.7.

Furthermore, BCRPA strongly recommends that municipalities carefully consider all requirements of the recent Public Health Order if allowing spectators is to be considered. BCRPA will provide an interpretation of the language of this Order relative to patrons to assist municipalities in their decision-making.

BCRPA’s recommendation at this time, and for the remainder of 2020, is for municipalities to focus on supporting the “event” participants (those who are essential to the activity) until local facility protocols and sport user group agreements can be established.

As always, we will continue to keep you informed as we work to support your gradual resumption of community services.

Yours sincerely,

Rebecca B Tunnacliffe Chief Executive Officer

[email protected] 604.629.0965 ext 226

Ian James Community Services Director

250-392-1786 | 250-398-7884 [email protected] www.williamslake.ca Cariboo Memorial Recreation Complex

525 Proctor Street, Williams Lake, BC V2G 4J1

The information contained in this email message, including any attached documents, is confidential and may be privileged. It is intended for the sole use of the recipient(s) to whom it is addressed. If you are not the intended recipient(s), any review, use, copying, distribution or disclosure is strictly prohibited. If you have received this message in error, please immediately notify the sender, and delete and destroy all copies of this email message.

Page 56 of 78 ITEM C.7.

ORDER OF THE PROVINCIAL HEALTH OFFICER (Pursuant to Sections 30, 31, 32 and 39 (3) Public Health Act, S.B.C. 2008)

GATHERINGS AND EVENTS

The Public Health Act is at: http://www.bclaws.ca/civix/content/complete/statreg/08028/?xsl=/templates/browse.xsl (excerpts enclosed)

TO: OWNERS AND OPERATORS OF BANQUET HALLS

TO: OWNERS AND OPERATORS OF VACATION ACCOMODATION

TO: OCCUPANTS OF VACATION ACCOMODATION AND GUESTS

TO: OWNERS AND OPERATORS OF PLACES, INCLUDING PREMISES SUBJECT TO THE FOOD AND LIQUOR SERVING PREMISES ORDER

TO: PERSONS WHO ORGANIZE EVENTS

TO: PERSONS WHO ATTEND EVENTS

WHEREAS:

1. On March 17, 2020 I provided notice under section 52 (2) of the Public Health Act that the transmission of the infectious agent SARS-CoV-2, which has caused cases and outbreaks of a serious communicable disease known as COVID-19 among the population of the Province of British Columbia, constitutes a regional event as defined in section 51 of the Public Health Act;

2. The SARS-CoV-2 virus, an infectious agent, can cause outbreaks of COVID-19;

3. A person infected with SARS-CoV-2 can infect other people with whom the infected person is in direct contact, through droplets in the air, or from fluid containing SARS-CoV- 2 left on surfaces;

4. The gathering of people in close contact with one another can promote the transmission of SARS-CoV-2 and increase the number of people who develop COVID-19 and become seriously ill; in particular, in recent months, social mingling coupled with the consumption of alcohol which increases risky behavior, and/or the presence of loud background sound

Page 57 of 78 ITEM C.7. which causes people to move closer together to be heard or to speak more forcefully, is associated with significant increases in the transmission of SARS-CoV-2 and increases in the number of people who develop COVID-19 and become seriously ill;

5. With schools and post-secondary institutions opening and the change of seasons bringing cooler weather, people will be interacting more and spending more time indoors which will increase the risk of the transmission of SARS-CoV-2 in the population thereby increasing the number of people who develop COVID-19 and become seriously ill;

6. For certainty, this Order does not apply to health care related events such as immunization clinics, health authority COVID-19 testing centres and blood donation clinics; workers at a worksite when engaged in their work activities; workers living at a work camp; students, teachers or instructors at a school or post-secondary educational institution when engaged in educational activities; customers in a mall or retail establishment when engaged in shopping activities or seeking services; individuals attending an episodic vending market such as a Farmers Market or a Community Market which is subject to the Vending Markets Order; individuals in a recreation centre or campground or any other place when not attending an event; or the use of any place for municipal, provincial or federal election purposes.

7. For further certainty, this Order applies to private clubs and meetings or conferences held in hotels or any other place.

8. I have reason to believe and do believe that

(i) the risk of an outbreak of COVID-19 among the public constitutes a health hazard under the Public Health Act;

(ii) because the risk of outbreaks resulting from the gathering of people and attendance at events extends beyond the authority of one or more medical health officers and coordinated action is needed to protect the public from contracting COVID-19, it is in the public interest for me to exercise the powers in sections 30, 31, 32 and 39 (3) of the Public Health Act TO ORDER as follows:

THIS ORDER REPEALS AND REPLACES MY ORDER OF SEPTEMBER 18, 2020 WITH RESPECT TO GATHERINGS AND EVENTS

Definitions in this Order:

“banquet hall” means a stand-alone premises built for the purpose of holding large social events, including banquets, generally involving many hundreds of people. It does not include the premises associated with a private club, hotel, house of worship, recreation centre, sports

Page 58 of 78 ITEM C.7. organization or other non- profit organization with a community, educational, historical, sports or similar purpose, or owned or operated or otherwise controlled by a government;

“event” refers to anything which gathers people together whether on a one-time, regular or irregular basis, including a party, worship service, ceremony or celebration of any type, reception, wedding, funeral, celebration of life, musical, theatrical or dance entertainment or performance, live band performance, disc jockey performance, strip dancing, comedic act, art show, magic show, puppet show, fashion show, book signing, reading, recitation, display, movie, film, meeting, conference; lecture, talk, educational presentation (except in a school or post- secondary educational institution); auction, fund raising benefit, contest, quiz, game, rally, festival, presentation, demonstration, sporting or other physical activity, exhibition, market or fair, including a trade fair, agricultural fair, seasonal fair or episodic indoor event that has as its primary purpose the sale of merchandise or services e.g. Christmas craft markets, home shows, antique fairs and the like;

“organizer” means the person responsible for organizing an event and the person who acts as host at an event;

“owner” includes an occupier or operator or person otherwise responsible for a place;

“patron” means an individual who attends an event, but does not include event staff, volunteers, vendors, exhibitors, performers, presenters, the members of a team engaged in a sporting event, team managers, coaches, persons such as referees, time keepers or score keepers, and staff associated with any of the foregoing;

“physical barrier” means a barrier which is designed, installed and maintained in accordance with WorkSafeBC guidelines;

“a place” includes areas both inside and outside, a residence and premises not ordinarily open to the public, but does not include vacation accommodation or a banquet hall;

“private event” means an event only open to individuals who are known to, and invited by name by, the person by whom, or on whose behalf, the event is organized;

“vacation accommodation ” means a house, townhouse, cottage, cabin, apartment, condominium, mobile home, recreational vehicle, hotel suite, tent, yurt, houseboat or any other type of living accommodation and associated deck, garden or yard, when used for vacation purposes by the owner, tenant, guest or any other person;

Page 59 of 78 ITEM C.7. A. BANQUET HALLS:

1. The holding of an event in a banquet hall [see definition above] is prohibited.

2. For certainty, this does not include the use of banquet halls for the purpose of holding municipal, provincial or federal elections, or health care related events such as immunization clinics, health authority COVID-19 testing centres or blood donation clinics.

B. VACATION ACCOMODATION

1. No more than five individuals may be present in vacation accommodation, in addition to the occupants.

2. The owner of vacation accommodation [see definition above] must require any tenant, guest or other person using or occupying the vacation accommodation to comply with the requirement in section 1.

3. Occupants and guests must comply with the five person limit imposed in section 1.

C. PLACES NOT SUBJECT TO THE FOOD AND LIQUOR SERVING PREMISES ORDER

1. Subject to section 14, the gathering of more than fifty patrons at a place for the purpose of an event is prohibited.

2. Up to fifty patrons may attend an event in a place if the following conditions are met:

a. there is an organizer of the event;

b. access to the event is controlled;

c. the number of patrons is closely monitored;

d. there is sufficient space available to permit the patrons to maintain a distance of two metres from one another;

e. the patrons maintain a distance of two metres from one another when standing or sitting, unless they belong to the same party;

f. measures are put in place to prevent the congregation of patrons outside the place, such as by taking reservations and requesting patrons to remain in their cars or elsewhere until notified by telephone or an App that there is room for them;

g. the place is assessed for areas where patrons may congregate, and measures are put in place to avoid congregation;

Page 60 of 78 ITEM C.7. h. physical devices, markers or other methods are used to guide and assist patrons in maintaining a distance of two metres from other patrons, if they are not seated;

i. if there are tables provided for the use of patrons, no more than six patrons sit at a table, even if they belong to the same party, and there are at least two metres between the backs of the chairs at one table and the backs of the chairs at another table, unless the chairs are separated by a physical barrier;

j. if live performance is provided, or there is a presenter or a presider, there is a physical barrier between the performer, presenter or presider and the patrons which blocks the transmission of droplets from the performer, presenter or presider, or there is at least a three metre separation between the performer, presenter or the presider and the patrons;

k. If there is a self-serve food or drink station,

i. hand washing facilities or alcohol-based sanitizers are within easy reach of the station;

ii. signs reminding patrons to wash or sanitize their hands before touching self-serve food, drink or other items, and to maintain a two metre distance from other patrons, are posted at the self-serve station; and

iii. high touch surfaces at the station, and utensils that are used for self- serve, are frequently cleaned and sanitized.

l. hand sanitation supplies are readily available to patrons;

m. washroom facilities with running water, soap and paper towels for hand washing and drying purposes, or hand sanitation supplies, are available.

3. Subject to a maximum number of fifty patrons, the owner of a place in which events are hosted must calculate the maximum number of patrons who can be accommodated safely during an event, taking into consideration the requirements of this order and must document this number in the safety plan with respect to events.

4. The organizer must monitor the number of patrons present during an event and ensure that the number of patrons present does not exceed the maximum number documented in the safety plan with respect to events.

5. If an event is in a part of place which is completely separated from the rest of the place, and which has its own entrance and washrooms, there may be additional patrons present in other parts of the place who are not attending the event, if the total number of patrons present in the place does not exceed the maximum number of patrons permitted on the premises under the safety plan. Patrons attending an event in part of a place must not have contact with patrons in another part of the place who are not attending the event.

Page 61 of 78 ITEM C.7. 6. If there are one or more separate premises in a place, there may be an event in each of the premises as long as

a. patrons attending an event do not have contact with patrons attending an event in other premises in the place, or with individuals who are in the place but not in the premises in which the event is being held;

b. there is a separate entrance to each of the premises in which an event is being held; and

c. there are separate washrooms for each of the premises.

7. During an event, patrons who leave the place in which an event is being held, must not be replaced by other patrons.

8. There must be at least one hour between events during which there are no patrons present, to permit cleaning and sanitizing, and the place must be cleaned and sanitized once no patrons are present and before patrons are permitted to enter for another event.

9. Liquor service must stop at 10:00 pm;

10. At an event at which liquor is served the event must conclude and patrons vacate the premises by 11:00 pm.

11. There must be no liquor consumed on the premises by any person, including patrons, owners, operators, organizers or staff after 11:00 pm.

12. At an event at which liquor is served

a. the obligations under sections 61 (2) of the Liquor Control and Licensing Act must be complied with,

b. the directives and guidance provided by the Liquor and Cannabis Regulation Branch to ensure that patrons do not over order, overconsume or binge drink must be followed (see Liquor and Cannabis Regulation Branch website), and

c. the authority under section 61 (3) of the Liquor Control and Licensing Act must be exercised when appropriate

13. The organizer must ensure that the conditions, requirements and obligations in sections 1, 2 and 4 to13 are met.

14. The organizer must

a. collect the first and last names and telephone number, or email address, of every patron who attends an event or of every driver of a vehicle present at a drive-in event; and

Page 62 of 78 ITEM C.7. b. retain this information for thirty days, in case there is a need for contact tracing on the part of the medical health officer, in which case the information must be provided to the medical health officer.

15. If the event is a drive in, the organizer may permit more than fifty patrons to be present, if the following conditions, as well as the requirements in section 12, are met:

a. patrons only attend in a vehicle;

b. no more than fifty vehicles are present at the drive in;

c. patrons are informed that they must stay in their vehicles except to use washroom facilities, and when outside their vehicles they must maintain a distance of two metres from other patrons, and this is monitored;

d. no food or drink is sold.

16. If the organizer is not the owner or operator, the owner or operator must satisfy themselves that the organizer is aware of the requirements in sections 1, 2 and 4 to 13 or, if applicable, section 16, and has the capacity to fulfill them.

17. Patrons must comply with

a. the limitation on the number of patrons permitted to gather in section 1,

b. the distancing and other requirements in sections 2 (e) and (i), 11 and 16 (a) and (c), and

c. measures, and guidance and directions from owners, operators, organizers or staff, designed to avoid the gathering of more than the permitted number of patrons or the congregation of patrons.

D. PLACES SUBJECT TO THE FOOD AND LIQUOR SERVING PREMISES ORDER

1. The gathering of more than fifty patrons at a place which is subject to the Food and Liquor Serving Premises Order for the purpose of an event is prohibited.

2. Subject to a maximum number of fifty patrons, the owner of food and liquor serving premises in which events are hosted must calculate the maximum number of patrons who can be accommodated safely during an event, taking into consideration the requirements of this order and must document this number in the safety plan with respect to events.

Page 63 of 78 ITEM C.7. 3. The organizer must monitor the number of patrons present during an event and ensure that the number of patrons present does not exceed the maximum number documented in the safety plan with respect to events.

4. If the event is a private event, Part C applies.

5. If the event is open to the public the following conditions apply:

a. sections 2 (a), (b), (j) and (k); and 7 to 13 of Part C apply;

b. patrons must be able to maintain a distance of two metres from other patrons unless they are separated by physical barriers;

c. if patrons remain on the premises, other than tasting rooms with a liquor manufacturer licence, after being served or serving themselves, there must be sufficient seating for them, whether at tables, booths or counters, and patrons must be seated;

d. in licensed premises, other than cafeterias, private clubs or tasting rooms with a liquor manufacturer licence, patrons must be assigned to a table, booth or counter and shown to their seats and patrons must stay in the seat assigned to them and must not move from table to table;

e. liquor may only be served to patrons who are seated, other than in cafeterias, private clubs or tasting rooms with a liquor manufacturer licence;

f. patrons must remain seated in all premises, other than cafeterias, private clubs or tasting rooms with a liquor manufacturer’s licence, except to use a self- serve food or non-alcoholic drink station, use washroom facilities or leave the premises;

g. there must be a sufficient number of staff at premises, other than cafeterias, private clubs or tasting rooms with a liquor manufacturer’s licence, to ensure that patrons remain seated;

h. there must be a sufficient number of staff at premises, other than cafeterias, private clubs or tasting rooms with a liquor manufacturer’s licence, to ensure that patrons do not congregate in areas of the premises;

i. patrons who are not in the same party must be seated two metres apart from one another, unless they are separated by a physical barrier;

j. there must be no more than six patrons seated at a table or booth, even if they belong to the same party;

k. there must be a distance of two metres between the backs of the seats of patrons seated at adjacent tables or booths, even if members of the same party are seated

Page 64 of 78 ITEM C.7. at adjacent tables or booths, unless the adjacent tables or booths are separated by physical barriers;

l. there must be two metres between patrons seated at a counter, unless the patrons are in the same party or they are separated by physical barriers;

m. if a party of patrons is seated at a counter, there must be no more than six members of the party seated less than two metres apart from one another, unless they are separated by a physical barrier from other members of the party who are seated adjacent to them at the counter;

n. measures must be put in place to prevent the congregation of patrons outside the premises, such as by taking reservations and requesting patrons to remain in their cars or elsewhere until notified by telephone or an App that there is seating available for them on the premises;

o. the premises must be assessed for places where patrons may congregate, and measures put in place to avoid congregation;

p. physical devices, markers or other methods to guide and assist patrons in maintaining a distance of two metres from other patrons if they are not seated must be used.

q. the premises must be monitored, and patrons reminded to maintain a distance of two metres from one another.

r. if there are physical barriers between tables or booths or seats at a counter, the tops and bottoms of the physical barriers must be positioned so that the physical barriers block the transmission of droplets produced by breathing, talking, coughing or sneezing between patrons who are seated at adjacent tables, booths or seats at a counter;

s. dance floors must be closed with physical barriers or occupied with tables;

t. patrons must not sing, engage in Karaoke or dance on the premises;

u. jam and open mic sessions must not be held on the premises;

v. background music and any other background sounds, such as from televisions or other electronic sound producing devices, must be no louder than the volume of normal conversation;

w. if background music is provided by a live performer or performers or a disc jockey, a physical barrier must be installed between the performers or disc jockey and the patrons which blocks the transmission of droplets produced by performers

Page 65 of 78 ITEM C.7. or disc jockey, or there must be at least a three metre separation between performers and patrons;

6. The organizer must ensure that the conditions in section 5 are met.

7. If the organizer is not the owner or operator, the owner or operator must be satisfied that the organizer is aware of the requirements which apply to the event and has the capacity to fulfill them.

8. Patrons must comply with

a. the limitation on the number of patrons permitted to gather in section 1,

b. the distancing and other requirements in sections 5 (d), (f), (i), (j) (k), (l), (m), and (t) and sections 10 and 11 in Part C, and

c. measures, and guidance and directions from owners, operators, organizers or staff, designed to avoid the gathering of more than the permitted number of patrons or the congregation of patrons.

This Order does not have an expiration date.

You are required under section 42 of the Public Health Act to comply with this Order. Failure to comply with this Order is an offence under section 99 (1) (k) of the Public Health Act.

Under section 43 of the Public Health Act, you may request me to reconsider this Order if you:

1. Have additional relevant information that was not reasonably available to the me when this Order was issued,

2. Have a proposal that was not presented to me when this Order was issued but, if implemented, would (a) meet the objective of the order, and (b) be suitable as the basis of a written agreement under section 38 [may make written agreements]

3. Require more time to comply with the order.

Under section 43 (6) an Order is not suspended during the period of reconsideration unless the health officer agrees, in writing, to suspend it.

If you fail to comply with this Order, I have the authority to take enforcement action against you under Part 4, Division 6 of the Public Health Act.

Page 66 of 78 ITEM C.7. You may contact me at:

Dr. Bonnie Henry, Provincial Health Officer 4th Floor, 1515 Blanshard Street PO Box 9648 STN PROV GOVT, Victoria BC V8W 9P4 Fax: (250) 952-1570 Email: [email protected]

DATED THIS: 9th day of October 2020.

SIGNED: ______Bonnie Henry MD, MPH, FRCPC Provincial Health Officer

DELIVERY BY: Posting to the BC Government the BC Centre for Disease Control websites.

Enclosure: Excerpts of the Public Health Act and the Liquor Control and Licensing Act.

Page 67 of 78 ITEM C.7. ENCLOSURE

Excerpts of the Public Health Act [SBC 2008] c. 28

Definitions

1 In this Act:

"health hazard" means

(a) a condition, a thing or an activity that (i) endangers, or is likely to endanger, public health, or (ii) interferes, or is likely to interfere, with the suppression of infectious agents or hazardous agents, or (b) a prescribed condition, thing or activity, including a prescribed condition, thing or activity that (i) is associated with injury or illness, or (ii) fails to meet a prescribed standard in relation to health, injury or illness;

When orders respecting health hazards and contraventions may be made

30 (1) A health officer may issue an order under this Division only if the health officer reasonably believes that

(a) a health hazard exists,

(b) a condition, a thing or an activity presents a significant risk of causing a health hazard,

(d) a person has contravened a term or condition of a licence or permit held by the person under this Act.

(2) For greater certainty, subsection (1) (a) to (c) applies even if the person subject to the order is complying with all terms and conditions of a licence, a permit, an approval or another authorization issued under this or any other enactment.

General powers respecting health hazards and contraventions

31 (1) If the circumstances described in section 30 [when orders respecting health hazards and contraventions may be made] apply, a health officer may order a person to do anything that the health officer reasonably believes is necessary for any of the following purposes:

Page 68 of 78 ITEM C.7. (a) to determine whether a health hazard exists;

(b) to prevent or stop a health hazard, or mitigate the harm or prevent further harm from a health hazard;

(d) to bring the person into compliance with a term or condition of a licence or permit held by that person under this Act.

(2) A health officer may issue an order under subsection (1) to any of the following persons:

(a) a person whose action or omission

(i) is causing or has caused a health hazard, or

(ii) is not in compliance with the Act or a regulation made under it, or a term or condition of the person's licence or permit;

(b) a person who has custody or control of a thing, or control of a condition, that

(i) is a health hazard or is causing or has caused a health hazard, or

(ii) is not in compliance with the Act or a regulation made under it, or a term or condition of the person's licence or permit;

(i) a health hazard is located, or

(ii) an activity is occurring that is not in compliance with the Act or a regulation made under it, or a term or condition of the licence or permit of the person doing the activity.

Specific powers respecting health hazards and contraventions

32 (1) An order may be made under this section only

(a) if the circumstances described in section 30 [when orders respecting health hazards and contraventions may be made] apply, and

(b) for the purposes set out in section 31 (1) [general powers respecting health hazards and contraventions].

Page 69 of 78 ITEM C.7. (2) Without limiting section 31, a health officer may order a person to do one or more of the following:

(a) have a thing examined, disinfected, decontaminated, altered or destroyed, including

(i) by a specified person, or under the supervision or instructions of a specified person,

(ii) moving the thing to a specified place, and

(iii) taking samples of the thing, or permitting samples of the thing to be taken;

(b) in respect of a place,

(i) leave the place,

(ii) not enter the place,

(iii) do specific work, including removing or altering things found in the place, and altering or locking the place to restrict or prevent entry to the place,

(iv) neither deal with a thing in or on the place nor dispose of a thing from the place, or deal with or dispose of the thing only in accordance with a specified procedure, and

(v) if the person has control of the place, assist in evacuating the place or examining persons found in the place, or taking preventive measures in respect of the place or persons found in the place;

(d) keep a thing in a specified place or in accordance with a specified procedure;

(e) prevent persons from accessing a thing;

(f) not dispose of, alter or destroy a thing, or dispose of, alter or destroy a thing only in accordance with a specified procedure;

(g) provide to the health officer or a specified person information, records, samples or other matters relevant to a thing's possible infection with an infectious agent or contamination with a hazardous agent, including information respecting persons who may have been exposed to an infectious agent or hazardous agent by the thing;

(h) wear a type of clothing or personal protective equipment, or change, remove or alter clothing or personal protective equipment, to protect the health and safety of persons;

Page 70 of 78 ITEM C.7. (i) use a type of equipment or implement a process, or remove equipment or alter equipment or processes, to protect the health and safety of persons;

(j) provide evidence of complying with the order, including

(i) getting a certificate of compliance from a medical practitioner, nurse practitioner or specified person, and

(ii) providing to a health officer any relevant record;

(k) take a prescribed action.

(3) If a health officer orders a thing to be destroyed, the health officer must give the person having custody or control of the thing reasonable time to request reconsideration and review of the order under sections 43 and 44 unless

(a) the person consents in writing to the destruction of the thing, or

(b) Part 5 [Emergency Powers] applies.

May make written agreements

38 (1) If the health officer reasonably believes that it would be sufficient for the protection of public health and, if applicable, would bring a person into compliance with this Act or the regulations made under it, or a term or condition of a licence or permit held by the person under this Act, a health officer may do one or both of the following:

(a) instead of making an order under Division 1, 3 or 4, enter into a written agreement with a person, under which the person agrees to do one or more things;

(b) order a person to do one or more things that a person has agreed under paragraph (a) to do, regardless of whether those things could otherwise have been the subject of an order under Division 1, 3 or 4.

(2) If, under the terms of an agreement under subsection (1), a health officer conducts one or more inspections, the health officer may use information resulting from the inspection as the basis of an order under this Act, but must not use the information as the basis on which to

(a) levy an administrative penalty under this Act, or

(b) charge a person with an offence under this Act.

Page 71 of 78 ITEM C.7. Contents of orders

39 (3) An order may be made in respect of a class of persons.

Duty to comply with orders

42 (1) A person named or described in an order made under this Part must comply with the order.

(2) Subsection (1) applies regardless of whether the person leaves the geographic area for which the health officer who made the order is designated.

Reconsideration of orders

43 (1) A person affected by an order, or the variance of an order, may request the health officer who issued the order or made the variance to reconsider the order or variance if the person

(a) has additional relevant information that was not reasonably available to the health officer when the order was issued or varied,

(b) has a proposal that was not presented to the health officer when the order was issued or varied but, if implemented, would

(i) meet the objective of the order, and

(ii) be suitable as the basis of a written agreement under section 38 [may make written agreements], or

(2) A request for reconsideration must be made in the form required by the health officer.

(3) After considering a request for reconsideration, a health officer may do one or more of the following:

(a) reject the request on the basis that the information submitted in support of the request

(i) is not relevant, or

(ii) was reasonably available at the time the order was issued;

(b) delay the date the order is to take effect or suspend the order, if satisfied that doing so would not be detrimental to public health;

Page 72 of 78 ITEM C.7. (4) A health officer must provide written reasons for a decision to reject the request under subsection (3) (a) or to confirm or vary the order under subsection (3) (c).

(5) Following a decision made under subsection (3) (a) or (c), no further request for reconsideration may be made.

(6) An order is not suspended during the period of reconsideration unless the health officer agrees, in writing, to suspend it.

(7) For the purposes of this section,

(a) if an order is made that affects a class of persons, a request for reconsideration may be made by one person on behalf of the class, and

(b) if multiple orders are made that affect a class of persons, or address related matters or issues, a health officer may reconsider the orders separately or together.

(8) If a health officer is unable or unavailable to reconsider an order he or she made, a similarly designated health officer may act under this section in respect of the order as if the similarly designated health officer were reconsidering an order that he or she made.

Review of orders

44 (1) A person affected by an order may request a review of the order under this section only after a reconsideration has been made under section 43 [reconsideration of orders].

(2) A request for a review may be made,

(a) in the case of an order made by a medical health officer, to the provincial health officer, or

(b) in the case of an order made by an environmental health officer, to a medical health officer having authority in the geographic area for which the environmental health officer is designated.

(3) If a review is requested, the review is to be based on the record.

(4) If a review is requested, the reviewer may do one or more of the following:

(a) delay the date the order is to take effect or suspend the order, if satisfied that doing so would not be detrimental to public health;

(b) confirm, vary or rescind the order;

Page 73 of 78 ITEM C.7. (c) refer the matter back to the person who made the order, with or without directions.

(5) A reviewer must provide written reasons for an action taken under subsection (4) (b) or (c), and a person may not request further review of an order.

Offences

99 (1) A person who contravenes any of the following provisions commits an offence:

…

(k) section 42 [failure to comply with an order of a health officer], except in respect of an order made under section 29 (2) (e) to (g) [orders respecting examinations, diagnostic examinations or preventive measures];

Excerpts of the Liquor Control and Licensing Act [SBC 2015] Chapter 19

Conduct at event site or in establishment, service area or liquor store

61 (2) A licensee or permittee or an employee of either must not (a) sell or serve liquor to an intoxicated person or a person showing signs of intoxication, or (b) allow (i) a person in a service area to become intoxicated, (ii) an intoxicated person to enter or remain in a service area, (3) A licensee or permittee or an employee of either may, (a) if he or she believes a person is intoxicated, (i) request that the person leave a service area, or (ii) forbid the person from entering a service area,

Page 74 of 78 ITEM C.7. C8 Date: 07/10/2020 To: Central Cariboo Joint Committee And To: John MacLean, Chief Administrative Officer From: Lore Schick, Deputy Corporate Officer/Executive Assistant Date of Meeting: Central Cariboo Joint Committee_OCT28_2020 File: 215-01

Short Summary: 2021 Meeting Schedule

Voting: -

Memorandum: The following meeting schedule for 2021 is proposed for your consideration, in accordance with past practice:

Wednesday, January 27, 2021 (agenda and minutes to be prepared by CRD) Wednesday, February 24, 2021 (agenda and minutes to be prepared by CRD) Wednesday, March 24, 2021 (agenda and minutes to be prepared by CRD) Wednesday, April 28, 2021 (agenda and minutes to be prepared by CRD) Wednesday, May 26, 2021 (agenda and minutes to be prepared by CRD) Wednesday, June 23, 2021 (agenda and minutes to be prepared by COWL) Wednesday, September 22, 2021 (agenda and minutes to be prepared by COWL) Wednesday, October 27, 2021 (agenda and minutes to be prepared by COWL) Wednesday, November 24, 2021 (agenda and minutes to be prepared by COWL)

Meetings are generally scheduled for 5:30 on the fourth Wednesday of each month, excluding July, August, and December.

Attachments: None

Financial Implications: n/a

Policy Implications: n/a

Page 75 of 78 ITEM C.8. pg. 1 Alignment with Strategic Plan: ☐ Communication: Facilitate communication strategies throughout the entire Cariboo Regional District that meet the needs of residents, community stakeholders, and other levels of government.

Planning: Intentionally plan services and activities of the CRD to prepare for future needs of residents and ☐ community stakeholders.

Economic Sustainability: Foster an environment to ensure the economic sustainability of CRD communities ☐ and the region.

☒ Governance: Ensure that CRD governance policy and practices are intentional, transparent, and respectful.

Click here to enter text.

CAO Comments: Click here to enter text.

Options: 1) Endorse recommendation 2) Receipt and other action

Recommendation: That the agenda item summary from Lore Schick, Deputy Corporate Officer/Executive Assistant, dated October 7, 2020, regarding the Central Cariboo Joint Committee meeting schedule for 2021, be received. Further, that the following meeting schedule for the Central Cariboo Joint Committee be endorsed, with meeting start times to be 5:30 p.m.:

Page 76 of 78 ITEM C.8. pg. 2

Page 77 of 78 Central Cariboo / City of Williams Lake Joint Committee C9 ACTION PAGE

Meeting Date: October 28, 2020

Project Summary of Action Required Delegation Status # Resolution 1. That the Joint Committee move to request a meeting with the Museum of the Cariboo Chilcotin City Staff re City Staff are Society and First Nations, along with the City and Cariboo Regional District, to investigate any Invitation to working on a options or opportunities for a regional Museum funding formula to build and operate a regional January CCJC meeting date – Museum. (CCJC Oct 25, 2017 mtg) Mtg TBD, if required. - Sept 18/19 CCJC Mtg, per members 2. That the Cariboo Chilcotin Conservation Society's proposal, for a Water Wise/Salmonid themed Develop terms City/CRD Staff CCCS Art Project semi-permanent art exhibit to be installed in the West Fraser Aquatic Centre, be supported in and policy Complete. principle, and that staff develop terms for the Committee's consideration. Still further, that staff develop a Public Art Policy for the Cariboo Memorial Recreation Complex. (CCJC Jan 24, 2018 Public Art Policy mtg) – date TBD. 3. That the "Short History of Air Quality and Community Health Controversies in Williams Lake, Form Committee CRD/City staff *Update from BC" and draft letter to the Minister of Energy and Mines and Petroleum Resources, submitted by Director Delainey Rail Ties Be Wise, be received. Further, that the City of Williams Lake and Cariboo Regional & Councillor District initiate the formation of a new Airshed Committee for the Central Cariboo community at Bonnell at Sept large, consisting of the current committee membership, with an invitation to participate being CCJC Mtg. extended to the Williams Lake and Soda Creek Indian Bands. (CCJC April 24, 2019 mtg)

4. That staff bring forward a report itemizing energy saving projects at the Cariboo Memorial Prepare report City staff Ongoing Recreation Complex, before the end of the year. (CCJC April 24, 2019 mtg)

5. That Staff be requested to meet with the Williams Lake Cycling Club and Cariboo Mountain CRD/City staff Ongoing Bike Consortium regarding continued support for the mountain biking trail networks in the Central Cariboo. (CCJC October 23, 2019 mtg) 6. That the letter from the Rotary Club of the Williams Lake Daybreak dated June 9, 2020, Draft funding CRD / City together with their original letter dated November 26, 2019, advising that the 2020 Stampede agreement and staff Parade event has been cancelled due to the COVID-19 pandemic and requesting consideration report to Sept 16/20 CCJC. of event funding for the 2021 event and future years, be received; and further, that Staff meet with the Daybreak Rotary Club and bring a report back to the September 16, 2020 Central Cariboo Joint Committee Meeting with a draft multi-year funding agreement and options for funding sources. (CCJC June 24, 2020 mtg) ITEM C.9.

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Project Summary of Action Required Delegation Status # Resolution 7. That the verbal update from Ian James, Director of Community Services, City of Williams Discussion at July CRD / City Lake regarding the 2024/2026 BC Winter and Summer Games bid opportunities and amended CRD Board Mtg, staff deadlines be received; and further, this item be referred to the Cariboo Regional District’s and update to Sept 16/20 CCJC. Board for further discussion and to gauge regional interest and possible collaboration(s) and Staff report back to the September 16, 2020 Central Cariboo Joint Committee Meeting with an update and possible bid options. (CCJC June 24, 2020 mtg) 8. Air Quality Roundtable Update – That this item be referred to Staff for a report back to the City staff Joint Committee outlining the history of the Williams Lake Air Quality Roundtable for further discussion. (CCJC Sept 16, 2020 mtg) 9. That the agenda item summary from Darron Campbell, Manager of Community Services, dated Referral to Central CRD staff September 10, 2020 regarding a proposed three-year contribution agreement with the Rotary Cariboo Rural Club of the Williams Lake Daybreak and the City of Williams Lake in the amount of $10,000 Caucus grants for assistance process per year to deliver the annual Stampede Parade be received and referred to Central Cariboo Rural Caucus’ Grants for Assistance process for consideration of funding for the 2021 event. (CCJC Sept 16, 2020 mtg) 10. That pursuant to the report of Guillermo Angel, Events & Marketing Coordinator, City of Application due City staff; Williams Lake dated September 11, 2020, Joint Committee endorse an application by the City date = Oct. 1/20 of Williams Lake to the Investing in Canada Infrastructure Program (ICIP) BC's 'Community, CRD staff re CCRecreation Culture & Recreation Infrastructure Fund' for the arena dressing room expansion project at the Capital Plan Cariboo Memorial Recreation Complex; and further, that the matching funds be identified in inclusion for the Central Cariboo Recreation capital plan. (CCJC Sept 16, 2020 mtg) matching funds

ITEM C.9.

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