ADDITIONS TO THE COUNCIL AGENDA May 12, 2021
ITEM REQUESTED PAGE *1. Bylaw 66/2020 – Temporary Road Bylaw HRC 2 *2. Bylaw 33/2021 – Mill Rate Bylaw (2nd/3rd Reading) CH 4 *3. Oilfields High School – Request for Support of Lawn Signs for DG 7 Graduating Class *4. Fire Department - Volunteer Recruitment and Retention Plan RS 8 *5. Letter from Resident – Sirocco Annexation HH 70 *6. Letter from Resident – Request to Oil 228 St JP 73 *7. Portable Electronic Speed Signs JE 74 *8. Foothills County Magazine SB/JC 77 *9. Summer Road Bans 2021 JE 122 *10. Foothills County Re-Entry Plans CT 123 *11. 226 Ave 64 St Rehab Project - Tender Results JE 130 12. Letter to Alberta Transportation Regarding Hwy 2A and 594 Ave RS 13. Dunbow Recreation Board Motion and Request to Council AA/JP 14. 32 St Truck Bylaw HRC
REMINDERS Foothills County - Town of Okotoks Intermunicipal Committee Meeting May 31, 2021 – 1:00 to 3:00 pm
Foothills County – High River Intermunicipal Committee Meeting June 3, 2021 – 2:30 to 4:00 pm BYLAW 66/2020
BEING A BYLAW OF FOOTHILLS COUNTY TO OPEN A TEMPORARY ROAD ON PRIVATE LANDS UNDER THE DIRECTION, CONTROL AND MANAGEMENT OF FOOTHILLS COUNTY
WHEREAS this Bylaw may be cited as the “Foothills County NE 35-22-05 W5M Road Project Temporary Road Bylaw.”
WHEREAS pursuant to Section 26 of the Municipal Government Act, Revised Statutes of Alberta 2000, and amendments thereto, a Council may pass a bylaw to open a temporary road or a temporary right of way on private lands; and
WHEREAS there is an existing gravel roadway on the private lands described below which is used by members of the public for access to their lands; and
WHEREAS Foothills County deems it to be in the public interest to open a temporary road on private lands to ensure that the roadway may be used by the public until a permanent road may be opened;
NOW THEREFORE the Council of Foothills County, duly assembled, hereby enacts as follows:
1. A temporary road shall be opened upon and across those private lands legally described as:
MERIDIAN 5 RANGE 5 TOWNSHIP 22 SECTION 35 QUARTER NORTH EAST EXCEPTING THEREOUT ALL MINES AND MINERALS AREA: 61.37 HECTARES (151.66 ACRES) MORE OR LESS
(hereinafter referred to as the “Private Lands”)
Such temporary road shall be approximately 10 meter wide and shall be located on and across the westerly portions of the Private Lands all as shown outlined in red in the Attached Schedule “A”.
2. Foothills County shall maintain the temporary road as is necessary from the effective date of this Bylaw.
3. The owner or occupant of the Private Lands may be entitled to compensation from Foothills County for the use of the temporary road or for loss or damage caused by the temporary road in such amount as may be agreed upon or as determined by the Land Compensation Board.
4. The temporary road shall be open until July 6, 2021, which is a period of six (6) months from the effective date of this Bylaw.
5. This Bylaw shall have effect on the date of its third reading and upon being signed.
First Reading: December 16, 2020
REEVE
CAO
Page 2 Second Reading:
REEVE
CAO
Third Reading:
REEVE
CAO
PASSED IN OPEN COUNCIL assembled at the Town of High River in the Province of Alberta this day , 20 .
Page 3 BYLAW NO.33/2021
A BYLAW OF THE FOOTHILLS COUNTY TO AUTHORIZE THE RATES OF TAXATION FOR THE YEAR 2021
WHEREAS the Foothills County has prepared and adopted detailed estimates of the municipal revenue and expenditures as required; and
WHEREAS the estimated municipal expenditures and transfers set out in the budget for the Foothills County, for the calendar year 2021 total seventy nine million seven hundred seventy eight thousand four hundred twenty three dollars ($79,778,423); and
WHEREAS the estimated municipal revenues and transfers from all sources other than taxation is estimated at twenty one million three hundred sixty one thousand seven hundred twenty three dollars ($21,361,723), and the balance of fifty eight million four hundred and sixteen thousand seven hundred dollars ($58,416,700) is to be raised by general municipal taxation; and
WHEREAS, the requisitions are:
Alberta School Foundations Fund (ASFF) Residential and Farmland $15,898,922 Non-residential $3,619,941 Machinery and equipment $0 Christ the Redeemer Separate School Division Residential and Farmland $1,766,591 Non-residential $98,516 Machinery and equipment $0 Senior’s Foundation $983,000 Designated Industrial Property Tax Requisition $40,234
WHEREAS, taxes to fund other expenditures and transfers are:
911 Call Center $197,000 Recreation $2,824,101 Fire Protection $5,843,224 RCMP $974,883
Library $455,900 General Municipal $25,714,388
WHEREAS, the Council of the Foothills County is required each year to levy on the assessed value of all property tax rates sufficient to meet the estimated expenditures and the requisitions; and
WHEREAS, the Council is authorized to classify assessed property, and to establish different rates of taxation in respect to each class of property, subject to the Municipal Government Act, Chapter M26, Revised Statutes of Alberta, 2000, and amendments thereto; and
Foothills County - BYLAW NO. 33/2021 - PAGE 1 OF 3
WHEREAS, the assessed value of all property in the Foothills County as shown on the assessment roll
Page 4 is:
Residential $6,593,489,090 Non-residential $924,769,730 Farmland $137,528,850 Machinery and equipment $191,783,630
$7,847,571,300
NOW THEREFORE under the authority of the Municipal Government Act, the Council of the Foothills County, in the Province of Alberta, duly assembled, enacts as follows:
1. That the Municipal Manager is hereby authorized to levy the following rates of taxation on the assessed value of all property as shown on the assessment roll of the Foothills County:
Tax Levy Assessment Tax Rate Mills General Municipal Residential $16,643,105 $6,593,489,090 2.524173 Farmland 1,135,514 $137,528,850 8.256551 Non-residential 6,572,690 $924,769,730 7.107380 Machinery and equipment 1,363,079 $191,783,630 7.107380 TOTAL General Municipal $25,714,388 $7,847,571,300
Other Senior’s Foundation $983,000 $7,847,527,520 0.125262 Ambulance and 911 $197,000 $7,847,571,300 0.025103 Recreation $2,824,101 $7,847,571,300 0.359869 Fire Protection $5,843,224 $7,847,571,300 0.744590 RCMP $974,883 7,847,527,520 0.124228 Library $455,900 $7,847,571,300 0.058094 Designated Industrial Property $40,234 $525,250,150 0.076600 TOTAL Other $11,318,342
ASFF Residential and Farmland $15,898,922 $6,057,861,432 2.624511 Non-residential $3,619,941 $900,268,992 4.020955 Machinery and equipment $0 $191,666,280 0 TOTAL ASFF $19,518,863 $7,149,796,704
Christ the Redeemer Separate School Division Residential and Farmland $1,766,591 $673,112,728 2.624511 Non-residential $98,516 $24,500,738 4.020955 Machinery and equipment $0 $117,350 0 TOTAL Separate School $1,865,107 $697,730,816
Foothills County - BYLAW NO. 33/2021- PAGE 2 OF 3 2. Notwithstanding the foregoing, the minimum tax on any parcel will be Forty Eight Dollars ($48.00).
Page 5 3. Administration has signed enrollment agreements with Assessed Persons who have opted to receive the Combined Assessment and Tax Notice electronically. The Notice(s) will be provided to the Assessed Person as a PDF attachment via the email address supplied by the Assessed Person. The electronic versions have the same value as paper versions and should be treated as such. It is the responsibility of the Assessed Person to provide the correct email address and to inform the County of any changes to their email address. Non-receipt is not justification for late payment and penalties will apply.
4. This Bylaw shall have effect on the date of its third reading.
First Reading May 4, 2021
______Reeve
______CAO
Second Reading:
______Reeve
CAO
Third Reading:
______Reeve
______CAO
PASSED IN OPEN COUNCIL assembled at the Town of High River, in the Province of Alberta this _____ day of______, 2021
Foothills County - BYLAW NO. 33/2021- PAGE 3 OF 3
Page 6
May 3, 2021
To Whom It May Concern:
Who would have thought a year ago we would still be in this situation…yet here we are. In light of our circumstances, we are asking for your financial support again to help celebrate our graduates of Oilfields High School. We would like to put the lawn signs up in Black Diamond that we had last year. We are asking for $250 from you to help share the cost of the signs. You can make the cheques payable to Foothills School Division and mail them or drop them off to the office at Oilfields High School attention: Katie Hein. I understand that this may be more than what we asked for last year, but we have more graduates this year. We appreciate any support you can give us in order to help recognize the significant achievement of our graduates despite not being able to give them a traditional formal ceremony. If you have any further questions, please feel free to email myself or Mr. Musgrove.
Sincerely, Christine Crane Teacher/Grad Coordinator 2021
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COUNCIL ADMINISTRATIVE REPORT Department: Foothills Fire Department
TITLE: Volunteer Recruitment and Retention Plan
Author: Rick Saulnier - Fire Chief
DATE: 31 March 2021 Presenter: ______
ATTACHMENTS: Volunteer Recruitment and Retention Plan
PURPOSE:
Recruiting new members requires a process of moving individuals through a series of phases. They may be completely unaware of what the volunteer fire service does or how it provides service to a community. Providing prospective to potential new members with a constructive recruitment and retention plan provides them with the understanding of the volunteer firefighter service.
BACKGROUND
Many rural volunteer fire departments are contending with decreasing numbers of volunteers. General social change and changes specific to firefighting have created retention and recruitment challenges for rural fire departments across the province. Some factors identified are age, time demands, government mandates, and personality conflicts as turnover triggers.
Fire service leaders must adapt to these ongoing changes/challenges and develop long-term recruitment and retention strategies that focus on these and recruit fundamentally motivated members that have the possibility for them to become future leaders.
RECOMMENDATION:
To review and support this Volunteer Recruitment and Retention Plan as a guiding factor for fire department leaders to recruit and retain new firefighters. And seeking Council support for the financial implications within the plan, such as appreciation, recognition, and incentives.
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Volunteer Firefighter Recruitment and Retention Plan
Page 9 1
Table of Contents
WHERE DO WE START? ...... 5
TAKE A MOMENT TO REFLECT ...... 5
VOLUNTEER RECRUITMENT AND RETENTION PROGRAM ...... 8
THE BENEFITS ...... 8 RESPONSIBILITY FOR RECRUITMENT ...... 8 THE ANNUAL PLAN ...... 8 EVALUATION ...... 9 RECORDS MANAGEMENT...... 9 SUPPORT FROM OUR COUNCIL ...... 9
RECRUITMENT ...... 11
WHY? ...... 11 WHO? ...... 12 YOUTH IN THE FIRE SERVICE ...... 13 WOMEN IN THE FIRE SERVICE ...... 14 ELDERS IN THE FIRE SERVICE ...... 14 VOLUNTEERS WITH DISABILITIES ...... 15 MATCHING THE ROLE AND THE VOLUNTEER ...... 16 THE MESSAGE ...... 16 DIRECT APPROACH ...... 17 ACCEPTING APPLICATIONS AND FOLLOW UP ...... 18 FAMILY AND EMPLOYERS ...... 18 ONGOING RECRUITMENT ...... 19 ADDITIONAL RESOURCES ...... 19 Fire Department Annual Recruitment and Retention Plan ...... 20 Planning and Targeting our Recruitment Efforts ...... 22
Brainstorming Worksheet: Who Do We Know? ...... 25 Open House Planning Sheet ...... 26 Template for Recruitment Ads...... 29
SELECTION ...... 30
TESTS ...... 30 INTERVIEWS ...... 30 DRIVER’S ABSTRACTS ...... 31 THE OFFER LETTER ...... 31 ADDITIONAL RESOURCES ...... 31 Sample Application Form ...... 32
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Sample Fire Department Criteria for Eligibility ...... 37 Sample Interview Questions ...... 38 Sample Invitation Letter ...... 39
ORIENTATION ...... 40
SCHEDULE AN ORIENTATION SESSION ...... 40 ADDITIONAL RESOURCES ...... 41 Sample Orientation Agenda ...... 42
Fire Department Code of Conduct: Guidelines ...... 44 Vision, Mission, Goals and Values: Guidelines ...... 46
TRAINING ...... 48
HUMAN SKILLS ...... 48 ROLE SPECIFIC TECHNICAL SKILLS ...... 49 PROBATION ...... 49 RECOGNITION AS A REGULAR MEMBER OF THE FIRE DEPARTMENT ...... 50 ADDITIONAL RESOURCES ...... 51 Sample Meeting Agenda ...... 51 Sample Fire Department Meeting Minutes ...... 52 Sample Training Night Agenda ...... 53
RETENTION ...... 54
COMMUNITY SUPPORT...... 54 LEADERSHIP ...... 54
FOSTERING DIVERSITY AND A RESPECTFUL ENVIRONMENT ...... 54 CRITICAL INCIDENT SUPPORT ...... 55 CONFLICT RESOLUTION ...... 55 HARASSMENT ...... 55 PERFORMANCE MANAGEMENT AND SUPERVISION ...... 55 EMPOWERMENT, INVOLVEMENT AND DELEGATION ...... 56 COMMUNICATION AND PROBLEM SOLVING...... 56 RECOGNITION, REWARDS, AND INCENTIVES ...... 57 EXTRINSIC REWARDS...... 60
RECOGNIZING AND APPRECIATING THE FAMILY AND SIGNIFICANT OTHERS ...... 61 ADDITIONAL RESOURCES ...... 61 Guidelines for Delegating and Empowering our Team ...... 62 Examples of Public Recognition ...... 63 Follow-up and Stay in Touch………………………………………………………………………………………………………………………….63
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The Foothills Fire Department depends on volunteers in 5 of its 6 stations within Foothills County. These are individuals who give freely of their personal time to ensure that residents are protected. They receive nominal consideration for their response and training efforts.
There are many factors that contribute to the success of a volunteer recruitment and retention plan. These include using good communications, recruitment, selection, hiring, training, and retention practices. This plan provides Firefighters, Fire Chiefs, senior administrative staff, and the County with an overview of best practices to consider in the recruitment and retention of volunteer firefighters. It was developed to assist individuals responsible for the recruitment and retention of volunteer fire service personnel. When building an effective plan, it requires effective strategies and practices for volunteer recruitment and retention that is comprehensive and flexible.
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Where do we start?
We should take a moment to reflect on our current practices. Conducting the self-assessment will assist us in identifying our fire service’s strengths and practices and consider what approach to take in relation to recruitment and retention. Once we have identified the information we need, we can then go to the specifics.
Take a moment to reflect.
The following “quick review” provides us with an overview of effective practices for volunteer recruitment and retention. It will identify the strengths of our program and provide us with ideas on how we can improve.
GENERAL
Does our fire department: Have individuals responsible for recruiting? Follow an annual recruitment retention plan? Use other resources to assist in recruitment and retention efforts?
Regularly review and update recruitment and retention tools?
RECRUITMENT
Before recruiting, does our fire department determine: Why are we recruiting? How many individuals we require? Who are we going to recruit? Communicate expectations, job descriptions and any other relevant information?
Use a variety of communication methods for recruitment?
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SELECTION
Does our fire department have a selection process that includes? An application form and job requirements? Consideration for family, employer, or significant others? ORIENTATION
Does our fire department: Conduct a formal orientation for new recruits? Does orientation include an introduction to our mission, vision and values, schedules, policies, and operating procedures? TRAINING
Does our department establish training schedules and approaches that? Has an attendance expectation? Is stimulating and fun? Is relevant and realistic? Is diverse and varied? Is scheduled in advance throughout the year? Is based on accepted industry standards? RETENTION
Does our fire department have effective leadership practices such as? Involving members in fulfilling the mission, goals and objectives and ensuring these are communicated? Resolving conflict and addressing ideas and concerns? Effective, fair, and equitable supervision? Does our fire department allow volunteers to contribute to the department in a meaningful and productive way, such as? Assigning tasks and duties fairly? Assigning tasks that are “out of the hot zone” for those who prefer or are capable of logistic and support tasks during an incident?
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Offering a variety of non-traditional tasks such as public education, prevention, and administration to those who are not interested in emergency response? Establishing and communicating attendance expectations? Using availability lists or other strategies to ensure sufficient response?
Does our fire department use a recognition program that? Identifies the type of behaviour that we would like to reward which includes all members? Establishes criteria for the performance or contribution that the department strives for? Is understandable to the volunteer and defendable for management? Is planned to be a one-time event, or a sustainable program? Recognizes the support and encouragement of significant others, families, and employers?
EVALUATION
Does our fire department: Review fire department needs to help plan future volunteer recruitment activities. Review success of previous efforts? Discuss future needs with members and Council?
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Establishing and using this recruitment and retention plan will increase the likelihood of finding and retaining the right volunteers for the right tasks. Components of this volunteer recruitment and retention program include resources and tools that support the following:
The Benefits
A coordinated, organized program demonstrates good leadership within our department, and our commitment to recognize volunteers. It will help us to identify shortfalls and availability of volunteers in the community and the number, type and quality of volunteers needed now and in the future. It will also allow us to plan for recruitment and selection, retention and succession, and training and development of our volunteers.
Responsibility for Recruitment and Retention as a Portfolio
Leaders in the fire service face many competing priorities. If responsibility for recruitment and retention is not assigned to an individual or group, the program could fall to the wayside. This may lead to reduced membership, reduced emergency response capabilities, reduced fire prevention, inspection and public education activities and a diminished pool of candidates to draw from. Recruiting and retaining volunteers does take effort. Creating a new portfolio on recruitment and retention, training the person assigned to the portfolio, and assigning specific tasks can alleviate some of the pressure on the leadership team to complete all these tasks, as well as creating opportunities for others to contribute to the growth of the department.
The Annual Plan
A good recruitment and retention plan typically follows an annual cycle. It is an ongoing process that assists us in planning and focusing our efforts. It considers different periods throughout the year involving a variety of specific events and activities.
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RECRUITMENT
RETENTION SELECTION
Ongoing Evaluation
TRAINING ORIENTATION
Evaluation
Evaluation of our recruitment and retention program is necessary to identify strengths and areas to improve. It provides useful feedback regarding our efforts and identifies what we have done well, and where we would like to improve. We should not save our evaluation for the end of the year. It should be an ongoing process which is built into all the components of our program.
When developing our evaluation, consider not only our department’s needs, but also those of the volunteers and the community. Questions to consider:
The image of the department and if the department is meeting expectations,
If the individuals volunteering are the right fit,
If membership reflects the community,
If the department’s leadership supports and encourages individuals to remain,
The retention rate; and,
The success of specific components in the program or specific strategies.
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Methods for evaluation could include: SWOT analysis (strengths, weaknesses, opportunities, and threats), community stakeholder consultation, volunteer satisfaction surveys and exit interviews.
Records Management
The management of records involves organizing and controlling documents to ensure that they are quickly and easily accessible, protected for confidentiality, accessed by only those with authority and are archived or disposed of when necessary.
Identify records that must be maintained, where they are located and who has access to them. The following information collected during selection, hiring and ongoing period may be kept in the volunteer’s personnel file:
Application,
Interview records,
Offer letter,
Orientation checklist,
Initial training checklists and assessments,
Equipment inventory,
Graduation certificate,
Oath of commitment, pledge of service or other induction paperwork,
Training records,
Supervision notes,
Performance Evaluations, and;
A record to track recognition so it is not repeated for the same goal.
Support from our Fire Board and Council members
An important consideration in our review and development of a volunteer recruitment and retention program is the support of our Fire Board and Council. Providing our decision makers with relevant information and will assist them in making an informed decision to support our recruitment and retention efforts.
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Fire Board and Council may be asked to support or endorse any number of strategies put forth by our fire department including: providing resources or expertise to determine the maximum number of volunteers retained by our department, financing recruitment efforts, financing initial and ongoing development, and financing recognition programs or incentives for volunteers.
The value of our fire departments contribution to public safety can be demonstrated through benchmarks such as inspection statistics, public education program results, or emergency response reports. We can use this information to demonstrate how current volunteers are meeting the public safety goals of the department and to enhance efforts through additional membership.
Providing our Fire Board and Council with relevant statistics and information will assist them to make informed decisions and contribute to good communications and relations between our fire service, our Fire Board and Council.
RECRUITMENT
In order to be successful in recruiting the right people for the right job at the right time, there are two questions to ask before we begin to recruit. Why are we recruiting? Who are we recruiting? Asking ourselves these questions will prepare us to focus our recruitment efforts and spend our time wisely.
Why?
Conduct an assessment to determine the needs of our fire department. This will help us answer the question “Why?”
Look at our department and its existing membership. What are its capabilities?
Do our department’s capabilities meet the needs identified?
If not, then this is the need.
Focus our recruitment efforts to address that need.
When conducting our assessment, look beyond the traditional “fire suppression” perspective. The following roles (and many others) not only contribute to a fire department’s broader mission through better administration and logistical support, but they can also enhance response capabilities, inspection programs and public education activities.
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This approach puts to use the resources that are available in our community.
Firefighting and Rescue
Emergency Medical Response Public Education, Teaching and Training Public and Media Relations Photography, Graphic Arts and Publishing
Emergency Vehicle Drivers and Operators
Fire Safety Inspections
Office Duties and Administration
Radio and Telephone Communications and Dispatch
Mechanics and Maintenance
Human Resource Administration
Information Technology
Fundraising and Events Coordination
It is also helpful to be clear regarding the roles, the skills and knowledge that we are recruiting for by providing a brief role description for each area.
Who?
In order to answer this question, we need to know and understand the availability of potential volunteers in our communities. Involving employees that work in our communities - youth, elders, families, individuals with disabilities, and various ethnic groups offer many mutual benefits. These individuals are provided with opportunities to develop skills, gain knowledge, and contribute to their community in a meaningful way. The department benefits by having a diverse and vibrant stock of resources, knowledge, skills, and perspectives that reflect the community, which in turn, further strengthens the department. This information will assist us to successfully recruit for volunteers that will meet both the departments’ needs for specific roles and the community’s need to connect and collaborate for the common good.
We can also conduct a profile of the employers in the community to identify potential employers that may support volunteerism and assist members to be able to meet time commitments.
Consider the expectations of hours requirements for our department as well, regarding hours. How many hours is the average volunteer expected to contribute to our department? If we do training once per week for 3 hours, that’s 156 hours annually. This does not include expectations for calls, Page 20 12
public education events or other requirements. Are there individuals in our community who can commit to those requirements? How can our fire department assist members to meet these expectations?
Youth in the Fire Service
By involving youth, our fire service benefits from a vibrant, energetic, enthusiastic, and motivated source of volunteers. The youth benefit by gaining valuable life skills such as problem solving, crisis management and communication, in addition to technical skills that are relevant to the particular volunteer roles. Considerations for safety and understanding the developmental stages and maturity of youth volunteers are necessary in order to establish a successful youth program. We may want to consider a minimum age requirement. Determine meaningful tasks that can be safely accomplished by youth. Identify necessary training requirements. Assess risks for each role and set limits for exposures to those risks that are appropriate to the age, skills, and knowledge of the youth. Ensure adequate supervision is available. Keep in mind that there are other opportunities, beyond suppression and emergency response that may be considered for youth volunteers.
If we are involving youth volunteers, we need to source information regarding restrictions and safety for youth.
Ensure our fire department offers an organized, efficient environment that is not too overwhelming to youth. Provide a work setting where youth are welcomed, treated with respect, and are provided with an opportunity to learn and grow.
During recruitment and retention efforts, we will need to demonstrate that the volunteer opportunity is:
Flexible and offers a choice of short- and long-term opportunities.
Meaningful, in that the volunteer is making a significant difference.
Accessible and responsive to the youth’s needs.
Educational, offering opportunities to gain valuable life skills and job-related skills.
Rewarding, identifying the types of incentives, rewards, references, and potential connections to future employers.
Enjoyable, offering a variety of training and experiences in which to learn new things and meet new people
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Gender Diversity in the Fire Service
Over the years, there has been an increase in women among the ranks of fire services. However, this number is still low in comparison to other volunteer opportunities.
The well-known physical requirements of suppression and rescue tasks can limit the potential for individuals to apply. Understandably, for safe and efficient operations, these requirements are a necessity.
Fair and equitable physical testing that is reflective of role specific tasks will ensure that we recruit all people that are capable to safely and competently completing those tasks.
Consider as well that there are many other important and relevant positions within the fire service for people who do not have the physical ability for the fire suppression role.
Childcare and family responsibilities are other common challenges. We can alleviate some of this stress by offering leaves of absence for family purposes and assisting or supporting families to find childcare options.
During our recruitment efforts, we may want to have a female representing the fire department speaking to the audience about the role of women in the fire service, the opportunities and benefits of involvement and the fire department’s commitment to addressing challenges and barriers faced by different genders.
To promote active volunteering for a long term, we should be involving our diverse group in discussions to identify their specific challenges and problem solve solutions to overcome those challenges
Elders in the Fire Service
More and more individuals will be retiring and most of them will still be healthy, active, and capable of volunteering. Now that they have the time, many will consider volunteering as a way to stay active, stay in touch and to contribute to their community.
The knowledge, skills, and experience that this population brings can be invaluable to the fire service. They will come from diverse backgrounds: labourers, professionals, sales, front line workers, management, and administration, etc.
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Despite those differences, they will have similar reasons for volunteering. Most will be seeking opportunities to be challenged, to continue to learn and grow and to use their skills and abilities to help others.
They will also have similar expectations regarding the volunteer experience. Having a variety of backgrounds, most will have high expectations for the leadership, organization, and practices of the fire service. They will have strong values and opinions and will want to be provided with opportunity to share input. They will be seeking flexibility in scheduling and possibly short-term projects that will allow them to enjoy their retirement and leisure time. They will want to be provided with opportunity to not only share their skills, knowledge, and experience, but also to continue to learn new skills and have new experiences.
If we wish to draw on this resource, we will need to demonstrate that we are responsive to those needs and expectations.
Volunteers with Disabilities
Volunteers with disabilities are not common in the fire service, partly due to the mistaken perception that the fire service is not an environment where they can excel. Fire departments that currently involve people with disabilities can tell us that this perception is far from true.
Creating inclusive and accessible volunteer opportunities can provide many mutual benefits to the fire service and the individual. This often-untapped resource is brimming with ability, knowledge, skills, enthusiasm, and commitment. The individual benefits by gaining an opportunity to gain experience, life skills and job-related abilities. In order to successfully create an environment that is welcoming, accessible and inclusive, consult with the individual to design roles using strength-based planning to capitalize on the skills of the individual, while accommodating limitations.
Matching the Role to the Volunteer
Once we have the above information, it will be easier for us to plan our recruitment. In order to effectively recruit volunteers, it may be necessary to identify our target group. Targeting our recruitment may increase our chances of success.
The following matching process illustrates how to do this.
Review our needs assessment and identify the role that needs to be filled.
Identify the skills, attributes, and knowledge that the role requires.
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Look at the profiles of community members and employers.
Target those individuals most likely to have those skills.
Use communication tools that will best attract the type of individual we are looking for.
Begin our recruitment.
The Message
Market our fire department in a manner that draws the attention of potential volunteers and clearly communicates the department’s role in bringing community members together and making the community stronger and safer.
Make the community aware of all the contributions that the fire department makes. Let the volunteer nature of the fire department be known to the community and let the community know their help is needed.
Current volunteers are a good source for marketing our department. If we welcome them, support them and train them well, they will tell others. They are the most likely to be able to explain the requirements (and benefits) of joining.
However, relying solely on word of mouth can limit the number and variety of individuals invited and involved in our department. To promote diversity and involve volunteers with different skill sets, knowledge, and perspectives, we need to rely on more than one method.
Communications should be both attention-getting and informative. They may be the first impression that a potential volunteer has of our department. The strategy must demonstrate that the position is interesting, challenging, and beneficial to both the individual and the community.
There are many recruiting strategies that our fire department can choose from. When deciding on a strategy, ask ourselves:
Who is representing the department and how will they do this?
Who is the intended audience? Is it the public or a target population?
What message is the department going to communicate?
Do I need other resources such as media, posters, and ads?
Does it talk about the benefits and rewards of joining?
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Recruitment strategies and activities can include:
INTERACTIVE MEDIA NETWORKS OTHER SOURCES
Displays Web pages and email Pre fire service classes Open houses Media (radio, print) Youth and School Volunteers Public venues Signs, brochures, flyers Employer Supported Volunteers Word of mouth Sign boards Firefighters Association Radio interviews Association of Communities Membership drives Person to person
Direct Approach
Use the direct approach to appeal to a potential volunteer. Few people will step forward on their own initiative, but they will often respond to a face-to-face request. When we approach a candidate, pay attention to how the candidate responds. Some candidates might refuse but still say that they have some interest. If so approach them again at a later date to see if they have changed their mind. Be clear about the expectations and commitments of the volunteer position. If we make things sound better than they really are, the person may get frustrated and leave the department. Develop a standard approach so that all potential volunteers are told the same things.
Accepting Applications and Follow Up
Make it easy for individuals to pursue their interest by having role descriptions and application forms readily available. Follow up with interested individuals or community volunteers.
If any member of our department has contact with someone interested in the fire service, have them forward their name and phone number to the individual(s) responsible for recruitment. Contact the interested party directly and provide an application package.
Regardless of which method has brought the individual to our doorstep, ensure that we follow up with any interested individuals who have completed the application form. An application form collects basic information, including name, address, experience, and schooling. Ensure that the application form only asks for information related to the requirements of the position.
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Using an application form signals the seriousness of the fire department’s recruitment efforts. It also starts the necessary paper trail.
All applications should be promptly acknowledged. It may be a poor reflection on the department when interested parties don’t know the status of their application until the recruit training has started without them.
Family and Employers
The fire department will expect a great deal from its volunteers. Understandably, being an active member competes with many priorities in an individual’s life. Two of those priorities are family and employment. It is important to ensure families are aware of the expectations, commitments and psychological impact that are involved in volunteering with the fire department. Information nights, handouts and meetings are ways to provide family or significant others with the knowledge they need to support the individual.
For these same reasons, it is also beneficial for the volunteer to have an informed and understanding employer. We should provide an information sheet that the employer signs to indicate that they are aware of the obligations of the volunteer and would support them in any manner possible.
Ongoing Recruitment
Successful recruitment efforts are ongoing throughout the year. This will ensure that we consistently have several interested individuals to draw from. We may want to incorporate seasonal messages to draw the attention of potential volunteers.
Additional Resources
Fire Department Annual Recruitment and Retention Plan
Planning and Targeting our Recruitment Efforts
Role Description Overviews
Brainstorming Worksheet: Who Do We Know?
Open House Planning Sheet
Template for Recruitment Ads
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Fire Department Annual Recruitment and Retention Plan
TASKS WHO IS RESPONSIBLE?
Recruitment
❑ Familiarize yourself with the annual recruit plan;
❑ Fire Chief with assistance from Officers with support and guidance
department; from Senior Administration.
. ❑ Complete the community profile; ❑ Review role descriptions to identify target population for
recruitment;
If necessary, budget approval is ❑ Complete recruitment needs sheet; acquired from Council.
❑ Review preparation checklist; ❑ Prepare or organize materials for advertising and
marketing (i.e. web pages, newspaper ads, flyers,
brochures); ❑ Verify pre-recruit open house time, date, and location; ❑ Validate department personnel, officers, firefighters and
non-operational volunteers’ attendance and roles at pre-
recruit open house; ❑ Arrange handout package including applications for pre-
recruit open house; and ❑ Have application forms available.
Selection
❑ Screen applications and determine candidates to be
Fire leadership team with assistance
interviewed; from human resources staff as ❑ Conduct screening tests as appropriate; necessary. ❑ Work with candidates to schedule interviews (date, time,
location, attendees); ❑ Conduct interviews and select candidates; and ❑ Collect all necessary paperwork and human resource
information from candidates.
Orientation
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TASKS WHO IS RESPONSIBLE?
❑ Organize and schedule recruit orientation session(s);
❑ Introduce new volunteers to other department members
or identify a contact “go to” person or mentor; ❑ Introduce recruits to the vision, mission, and values for
the department; ❑ Familiarize recruits with current policies and operating Fire Chief and Officers/members with
procedures; and assistance from human resources staff. ❑ Ensure completion of human resources paperwork.
Training
❑ Schedule initial training to help build human resource Fire Chief, Officers, Firefighters
and role specific skills;
❑ Ensure ongoing participation in regularly scheduled
training; ❑ Coordinate industry standard technical training for
volunteers; and ❑ Periodically engage volunteers on progress and
challenges.
Retention
❑ Manage performance; Fire Chief, Training,
❑ Officers and Firefighters Evaluate individual progress;
❑ Acknowledge and reward desired behaviors and
accomplishments.
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Planning and Targeting our Recruitment Efforts
Step 1 Identify the Needs
1. Identify positions.
2. For each position, identify a more specific role description.
3. Review the role description to identify the necessary skills, knowledge, and abilities (both mandatory and preferred).
Step 2 Create a Community Profile
1. Identify our community’s assets. What talents and resources relevant to the role exist in the communities?
2. Foster collaboration and partnerships with community groups or employers where possible.
3. To truly reflect the community we serve, and cast the widest net possible, look beyond the obvious. Be creative in identifying “pockets” of the population. Seek to recruit members of diverse ethnicities, genders, ages, backgrounds, education levels and physical capabilities.
Step 3 Target our Recruitment
1. Identify the number of recruits that we will need to fill the number of member positions. Is there a limit to the number of volunteers we can have?
2. Identify how the department can make the recruitment process accessible to audiences with different language and educational backgrounds.
3. Identify community partners that can help to recruit members.
4. Identify the most likely ways to provide the target population with information about the need for volunteers, community events and opportunities to contribute to not only the fire department, but the community as well. (Posters, brochures, internet, etc.).
5. Identify locations that we would encounter and or find the target member population.
6. Identify and communicate skills, experience, and/or benefits that a volunteer might gain because of volunteering? What about the department would interest and motivate them?
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Step 1 - Identify needs See Role Description Summary in this package or existing ones in our department.
Priority Need Position Key Duties Qualities, Abilities, Knowledge and Availability Required
1.
2.
3.
4.
5
Steps 2-3 Profile our Community, Target our Recruitment
Role Number Qualities, Who is in the Who to Ask? Abilities, Community that What to say to Knowledge and has these them? Availability attributes Where to find Required them? 1.
2.
3.
4.
5.
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Brainstorming Worksheet: Who Do We Know?
Identify three friends, neighbours or co-workers who are not a member of the fire service.
Skills and What can they do for the Fire How will we approach them?
Name Recommend?
Knowledge Service? What will we say?
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Open House Planning Sheet
Reason
Identify reason for open house.
General recruitment?
Role specific recruitment?
Attendance
Estimate who will be attending and numbers.
Potential recruits,
children, spouses,
Council
Invitations
Identify who will be invited and how.
Date, time, and location
Identify date, time, and location of event. Determine best time for this and where we will get
the most attendance.
Program content or topic Speaker Time Supplies
Welcome and overview * Chief Officer 5
Introduction to fire service * Chief Officer 10
Fire department expectations * Chief Officer 15
Firefighter presentation * Front line fire 10
fighters
Family/significant other presentation* Family 10
member
representative
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Questions and answers* Chief 10
Logistics Required Person responsible
☐ Computers ☐ Projector ☐ Applications ☐ Relevant literature ☐ Photograph’s ☐ Cameras for photos ☐ Refreshments ☐ Parking ☐ Signage ☐ Static displays
Personnel briefing Person responsible Prior to open house, review agenda with speakers
Program content and topic suggestions
Welcome and overview:
☐ Welcome those present. ☐ Introduce special guests, i.e., deputy chief, members of council or committee. ☐ Note the location of the fire exits and washrooms. ☐ Introduce master of ceremony if there is one and if so, turn program over to them. ☐ Explain the purpose of the presentation. ☐ Advise the recruitment process and any cut off dates for applications to be received. ☐ Explain format of evening presentation and the availability to speak to others after the program.
Introduction to Fire Service:
☐ Provide a brief biography of our service in the department and why you have stayed on as long as you have; ☐ Describe the history of the fire service in the community, ☐ Describe the department personnel complement, ☐ Describe the location of the fire stations and any history related to them, ☐ Describe the boundaries of the department and any service provided to other communities or received from other communities, ☐ Touch on council / board / committee involvement and where funding to operate the department comes from, ☐ Explain the different positions in the department and the importance of each and every one of
them;
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☐ Briefly explain any remuneration and benefits programs firefighters would be entitled to.
Fire department expectations:
☐ Elaborate on what the fire department expects from the recruit, i.e., commitment, sense of responsibility, willingness to respond when called upon, dedication to do a good job, teamwork. ☐ Explain training schedule and time commitments. ☐ Review post recruitment annual requirements relating to number of calls required to attend, minimal number of training sessions required and other duties or assignments.
What can the recruit expect from the fire department?
☐ Explain that the fire service is providing them with the opportunity to make a difference in the community. ☐ The potential to become a member of a group that can be counted upon in a time of need. ☐ The opportunity to demonstrate their personal capabilities. ☐ Respect. ☐ A fair and unbiased assessment. ☐ The opportunity to grow. ☐ Potential opportunity to use the skills and knowledge in other work environments. ☐ The opportunity to be a valuable member of the community that others will call upon in their time of need.
Firefighter presentation:
☐ What is the presenter’s current employment? ☐ Why did the presenter join the fire service? ☐ How long did it take before being accepted into the recruitment process? ☐ What if any obstacles were overcome? ☐ What satisfaction is received when helping someone. ☐ How is the time commitment handled? ☐ What opportunities presented themselves. ☐ What opportunities were missed including social and family engagements. ☐ Explain that the person you are helping out may be a family member, neighbor or a friend.
Family/significant other presentation:
☐ Describe how family commitments are handled. ☐ What opportunities were realized when partner joined the fire service. ☐ What mechanisms are available to assist in coping with the stress often associated with being in the fire service. ☐ Describe how you assist the partner after a traumatic or troubling call. ☐ Describe the pride the family has with the member being a part of the fire service. ☐ Discuss the networking that takes place within the family members. ☐ Elaborate on any department activities that assist the family.
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Template for Recruitment Ads
County Newsletter, Website, Ad:
VOLUNTEER FIRE SERVICE PERSONNEL
Foothills Fire Department is currently accepting applications for the position of Volunteer Firefighter.
The primary responsibilities of this position include:
{Provide a brief description of primary duties}.
Applicants must meet the following minimum criteria:
{List eligibility criteria}
We will be hosting an information session on {date, time, and location}.
For more information, or to pick up an application, please contact:
{List contact information}.
Slogans and Catch Phrases Be creative. Have a slogan contest. Do a website search.
Here are a few phrases pulled of the Internet.
Protect your dreams…. Volunteer Members Needed! Stop in {DATE} or call {XXX-XXXX} Need Volunteers – Will Train Volunteers Needed! Apply Inside Open 24 hours – We never close! Our family helping yours – whatever it takes. Take action…Volunteer! What have you done for your community today? Making house calls since {founding date of department} Neighbours helping Neighbours…Volunteer Today. Volunteer…It’s the experience of a lifetime.
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SELECTION
Screening helps us decide whether an individual possesses the minimum requirements for the position. We will have to decide which screening tools are appropriate and necessary to ensure individuals are the right fit for the role, and to allow individuals an opportunity to determine if the department is the right fit for them:
Application form,
Interviews,
Minimum requirements,
Physical and agility testing,
Written and oral testing,
Criminal background checks,
Medical certificates,
Driver’s abstracts,
Reference checks, and
Consideration for family, employer, and significant others.
Tests
To ensure the right fit for specific roles, we may want to consider simple tests for verbal or written communication, or other tests such as:
Communicator/dispatcher: a test requiring him or her to work in a distracting environment.
Driver: a map reading or direction test.
Administrative support person: a test that measures writing, typing, or filing skills.
Firefighter a perception test.
Interviews
Interviews are an important step in the selection process. They are a two-way exchange of information, which gives the department enough information to judge whether or not the applicant is best suited to the role. At the same time, interviews allow the applicant to make a judgment about our fire department.
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The interview provides us with an opportunity to get to know the individual better and find out information about their background, talents, skills, interests, and availability. It also allows us to clearly identify expectations and convey the norms of the fire department, up front, to determine if the individual is a good fit.
An effective interview is:
Structured: Ensure that relevant information is obtained.
Consistent: Use the same process and questions for all applicants.
Clear: Explain the interview, screening, and selection process. Describe the position and make our selection based on the requirements of the position. Know in advance what responses are considered favourable or unfavourable. Fair and transparent: Where possible, have at least two people conduct the interview.
Timely: There is nothing gained by extending an interview; fatigue and frustration may set in.
Driver’s Abstracts
For insurance and risk management reasons, completing a driver’s abstract, available from the Department of Transportation, is imperative, particularly if individuals are going to be using expensive, big, heavy, complicated emergency vehicles. This is a requirement of some insurance companies.
The Offer Letter
Those individuals selected to volunteer with our fire department require timely notification and information regarding orientation, training, and other expectations of the fire department. We can do so through a telephone conversation, followed by a written offer letter.
Additional Resources
Sample Application Form
Sample Fire Department Criteria for Eligibility
Sample Interview Questions
Sample Invitation Letter
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Sample Application Form
(Please Print)
Personal Information
Confidential when completed
Last Name Given Name Initial
Address
Telephone Cell Phone Business
What position did you apply for?
Volunteer Eligibility Requirements What hours would you be Are you legally eligible to work Do you meet Eligibility available? in Canada? Requirements? ☐ Weekdays ☐ Yes ☐ No ☐ Yes ☐ No ☐ Weekend ☐ Weeknight ☐ Other?
Are you able to understand oral Are you able to understand oral Other Languages? and written English? and written (specify official Describe: ☐ Yes ☐ No language)? ☐ Yes ☐ No
Have you ever been convicted of a criminal offence for which you have not received a pardon? ☐ Yes ☐ If Yes Describe:
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Employment Experience
Present Employer: Position:
Name: How long have you been employed there?
Address: Duties:
Telephone:
May we contact this employer? ☐ Yes ☐ No
Previous Employer: Position:
Name: How long were you employed there?
Address: Duties:
Telephone:
May we contact this employer? ☐ Yes ☐ No
Previous Employer: Position:
Name: How long were you employed there?
Address: Duties:
Telephone:
May we contact this employer? ☐ Yes ☐ No
Volunteer Experience Present Volunteer Organization: Position:
Name: How long have you volunteered there?
Address: Duties:
Telephone:
May we contact this organization? ☐ Yes ☐ No
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Previous Volunteer Organization: Position:
Name: How long did you volunteer there?
Address: Duties:
Telephone:
May we contact this organization? ☐ Yes ☐ No
Related Skills or Experience
Previous firefighting or emergency response experience? ☐ Yes ☐ If Yes Describe:
Previous military or police experience? ☐ Yes ☐ If Yes Describe:
Other experiences that may apply to this position? ☐ Yes ☐ If Yes Describe:
Related Skills Indicate skill level by circling the appropriate number and providing explanation. 1 - A trade, licence, recognized certificate, or extensive experience. 2 - Advanced skills level and/or post-secondary courses or apprenticeships. 3 - Familiarity acquired through personal experience, high school courses or related training.
Mechanics 1 2 3
Pumps, valves or 1 2 3 sprinklers Electrical systems 1 2 3
Electronic systems 1 2 3
Computer technology 1 2 3
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Breathing apparatus 1 2 3 or scuba diving
Building construction 1 2 3 or design
Blueprint reading 1 2 3
Firefighting tasks 1 2 3
Rescue procedures 1 2 3
Athletic sports or 1 2 3 skills
Languages 1 2 3
Occupational health 1 2 3 and safety
Photography 1 2 3
Fundraising 1 2 3
Office equipment 1 2 3
Typing, filing or 1 2 3 telephones
Public speaking 1 2 3
Teaching, facilitation 1 2 3 or coaching
Events coordination 1 2 3
Radio communication 1 2 3
Medical or health 1 2 3 sciences
Professional driver 1 2 3
Heavy equipment 1 2 3 operation
Other Licences and Certificates
CPR Expiry Date:
First Aid Expiry Date:
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Defibrillation Expiry Date:
Driver’s Licence Expiry Date: Class
Description Date
Description Date
Description Date
Education Background
Secondary School Name:
Post-secondary Education:
Major or Specialization:
Level or Degree Achieved
Please provide copies of all relevant licences and certificates.
Conditions of Acceptance:
I certify the information provided on this application is true and correct.
______
Signature of Applicant Date
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Personal information will be used for candidate selection purposes only and will be kept strictly confidential.
Sample Fire Department Criteria for Eligibility
1. Must provide a current criminal background check.
2. Must provide a current driver’s abstract.
3. Must pass a physical agility test.
4. Must acquire an appropriate Class 3 Licence within six months of completing the probationary period.
5. Must be willing to work in adverse conditions.
6. Must be willing to make the required number of calls.
7. Must be able to work well with others within a structured work environment.
8. Must participate in the departments’ training program and enroll in the firefighter curriculum.
9. Must be willing to be on probation for a period of one year with quarterly performance appraisals.
10. Must attend 40% of the alarms for the assigned station, 80% of assigned duty checks and 80% of scheduled training.
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Sample Interview Questions
1. Outline your education background and any training that you have received and explain how you feel it is relevant to the position that you have applied for.
2. What volunteer experience do you have? Have you been a part of a team, group, organization or do you have work experience that is similar to this position?
3. There are obvious technical skills that are pertinent to this position. Demonstrate your knowledge that you have of them and relate them to the position.
4. Commitment to the organization is extremely important to us. Tell us what you believe is the time commitment required and how you will manage it with your other commitments such as family.
5. We are, on occasion, the viewers and keepers of information that can be traumatic and must remain confidential. What have you done to prepare yourself for this eventuality and how do you believe you would handle such an event?
6. Tell us about how you spend your spare time and any sports or other physical activities you may be involved with.
7. What kinds of personal conflicts / problems might arise in a workplace and what could you do to resolve such problems?
8. Provide us with an example of a time where you faced an emergency situation. Explain the circumstances and what your actions were.
9. You were instructed by a fellow worker to perform a task that was not within their realm of authority. How would you react and if you did not receive the satisfaction you felt was required, what steps would you take to resolve it?
10. How could you help maintain a good relationship with others in the fire hall?
11. What do you believe is the advantage of working in teams and under what type of situation would you step into a leader’s spot?
12. The position that you have applied for is obviously something you have thought about. What have you done to prepare yourself for this role?
13. Appreciating the fact that you have not had a significant amount of experience with this organization, in what role do you see yourself attempting to achieve and what steps will you take to realize this success?
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Sample Invitation Letter
{Date}
{Name of Recipient}
{Address}
{Postal Code}
Dear {Name of Recipient}.
We are pleased to invite you to volunteer in our fire department at {location}station.
We will be hosting an Information Session and Orientation on {date} at {location, at {time}.
Please find attached the initial training schedule for the next few months. Further training opportunities will be discussed after your initial introduction to our department.
We look forward to seeing you at the Orientation on {date}.
Should you have any questions, or wish to discuss this invitation further, please contact us at the telephone number or {email address}.
Thank you for considering being part of the {Name of Fire Department}.
Sincerely.
Fire Chief
{Name of Fire Department} cc. Personnel file
{Name of Volunteer}
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ORIENTATION
Our fire department will benefit from having a system to familiarize new volunteers. One of the most successful and safe approaches for developing volunteers and establishing a commitment is to initially offer them specific tasks that allow them to become involved in a limited way. Later, offer opportunities to grow into roles with more responsibilities.
Besides the tasks involved in orientation, consider how to socially integrate the individual into the department. Introduce new volunteers to other department members or identify a contact “go to” person or mentor.
Identifying current members as mentors will serve to recognize the knowledge, skill, and leadership qualities of the more experienced department members.
Schedule an Orientation Session
Conducting an orientation session is an important means of welcoming new volunteers. It is also an opportunity to give clear direction regarding departmental operations and clarify any misunderstandings right up front. It can be helpful in providing an introduction to existing policies, programs and operating procedures.
Joining a new organization and starting a new role can be overwhelming. Most people remember only a portion of the information received. For this reason, there are several principles to consider when developing our orientation.
Ensure that it is welcoming and informative,
Involve other members of the department to ensure that new members become acquainted,
Identify your priorities (corporate needs, operational needs, safety, expectations),
Limit the information to department priorities,
Deliver overviews and key messages about a topic, identifying where further information can be found (some topics can be detailed in initial training sessions), and
Provide written information, so volunteers can refer to it later.
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At a minimum, orientations cover:
Human resources paperwork (e.g., Safety and Compensation Requirements),
Mission, Vision, Values and Code of Conduct of the department,
Training and practice scheduling, and;
Applicable policies and operating procedures.
Provide an organization chart - a picture that shows the reporting relationship among all the department positions - and show the volunteer where they fit in and who is their supervisor. Provide the volunteer with a written description of their duties and the time commitment required.
As part of the human resources paperwork, we can include a Volunteer Service Agreement, or Oath of Commitment. To ensure that expectations are clearly understood, it is critical to formalize expectations and get an agreement from the volunteer regarding their commitment. A Volunteer Service Agreement is an example of such an agreement. It serves to confirm in writing the expectations both volunteer and the fire department, which were identified during recruitment, interviews, orientation, and other communications.
Additional Resources
Orientation Agenda
Organization Chart for a Fire Department
Fire Department Code of Conduct: Guidelines
Vision, Mission, Goals and Values: Guidelines
Equipment Sign-off Sheet
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Orientation Agenda
Approximately Four Hours – Scheduled after work hours or a weekend.
Approximate Time Topic Key Points Presenter Comments
(Minutes)
5 Welcome and Review housekeeping Fire Chief Coffee or Introduction (washrooms, breaks) Deputy refreshments Review agenda Officers available. Intro to key speakers Other members Council Rep 5 Municipal Welcome speech from Reeve/Chief or Municipal
Government the municipality Council Member Government
Welcome Representative
should be
scheduled well in
advance of the
orientation date.
15 Human Personal information Chief or See Relevant
Resources Human Human
Paperwork Resources Resources Forms
Representative
10 History Date department Chief Officer n/a
established Significant milestones 10 Organizational How the fire Chief Officer
Chart department fits into the
municipal organization Rank and reporting
structure of the
department 20 Mission, Vision, Mission Chief Officer Vision, Values Goals and Objectives How members’ actions
contribute to the
achievement of goals
and objectives
15 Break
15 Core Programs Geographical Area of Chief Officer A map of the area and Services coverage; Officers of coverage would o Core services; assist in o Station information explaining. o (human resources and o apparatus). 30 Expectations Code of Conduct; Chief Officer Refer to Relevant policies, Officers established o procedures, operating policies or o guidelines; operating o Attendance; guidelines (e.g. o Training;
Role in responses;
Equipment provided;
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Approximate
Time Topic Key Points Presenter Comments
(Minutes) Mentor opportunities;
Performance
expectations; Milestones and
timeframes; Progress after
probation.
10 Other Meetings Chief As established by Scheduled Fundraising Deputy the fire Events (if Fire department Training department.
applicable) events
15 Break 20 Occupational Occupational Health Safety Department Safety staff
Health and and Safety participation
Safety Requirements; should be Rights and scheduled well in
responsibilities; advance of the Potential hazards, Fire Chief or orientation date.
controls, equipment delegate and training to prevent Other seasoned
or mitigate hazards; Volunteer Fire Hazard reporting; Fighters Accident reporting and
process.
45 Overview of Distribute PPE; Fire Chief Equipment should Equipment and Review apparatus and Leads for: all be serviceable, o Apparatus equipment; Suppression; and well Review public organized and/or
education and displayed.
prevention equipment; Review administrative
supplies and
equipment.
15 Break 20 The Good, The benefits and Department Participation on
Bad and the challenges of joining – members behalf of family Ugly the good, the bad and Significant other members for
the ugly or family member current volunteers Critical Incident Stress should be
overview organized well in Coping with the advance. demands EFAP (Homewood
Health)
10 Closing Questions and Chief Officer A handout with
remarks answers and contact contact
information for future information is
inquiries. most helpful.
See Volunteer
Recruitment
brochure.
Page 49 41
Review Fire Department Code of Conduct: Guidelines
A code of conduct is a list of principles and values to guide our Fire Department members. They sometimes describe specific things that firefighters should or should not do. They can also describe the desirable conduct that volunteers should aim towards.
Our guidelines are clear and practical.
Focus on the things that are important to the members.
Make sure that the Code is understood by all of the members.
A Code of Conduct is a statement that help firefighters make the right choices.
Oath
The Fire Department may want to have new firefighters swear an oath of service. An oath is a short-form version of the Code and a verbal reminder of duty and expectations.
“As a Firefighter, my fundamental duties are to protect and save lives, and to safeguard property in the service of my community. I will set a good example in all actions and deeds. I will always conduct myself, both on and off duty, in a way that will bring honour to the department. I will never use my position for personal gain. I will obey the law and dedicate myself to the safety of the citizens of and visitors to Foothills County.”
Values
New members will be informed of the important things that describe their service to the Fire Department.
General Principles:
Members shall serve the public by performing duties with honesty, courage, and good judgment.
Members shall be polite and show respect for others, both on and off duty.
Members shall always obey the law.
Members will treat everyone fairly.
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Members will be always truthful and honest.
Members will provide equal service to all people.
Members will conduct their personal affairs in a way that does not negatively affect the performance of their duties or bring discredit to the Fire Department.
Members will avoid situations that would affect the public perception of the Fire Department.
Members will accept responsibility for their actions and for the consequences of their actions.
Members will be respectful and conscious of each member’s safety and welfare.
Professional Conduct:
Members shall always conduct themselves (on and off duty) in a manner that reflects positively on them, the Fire Department, and the community.
Members shall not report for duty while under the influence of alcohol, no consume any alcoholic beverage while on duty.
No member shall consume alcohol or drugs while on duty or in uniform that will impair their ability to perform their duties.
No member shall propose or accept personal rewards or gifts that may create a conflict of interest. Members should not make statements on Fire Department business to the media or other persons at a fire scene or any other place.
Exercise of Duty:
Every member will comply with all general orders and department rules and regulations, as the Fire Chief deems necessary.
Members shall follow the chain of command. It exists for everyone’s safety, and to help make decisions quickly and wisely.
Members shall not refuse to obey any proper direction of a superior officer.
Members shall report for duty immediately upon receiving orders to do so.
In an emergency, every member is expected to perform all duties as required of their assigned role in the department.
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No member will leave their duty without the permission of the officer in charge, either while at the emergency scene or at training.
Members shall notify the chief if they expect to be absent from duty (including training).
Members shall be honest and efficient stewards of fire department resources, including uniforms, facilities, vehicles, and equipment.
Members should keep the fire hall clean and orderly. Their safety depends on it, and its condition reflects upon the department.
Vision, Mission, Goals and Values: Guidelines
Vision
Our vision statement is a broad description of the goal of the fire department.
Mission
Our mission statement provides a brief description of the fire department’s efforts to achieve that vision. It is a broad description of the following:
Goals
Our goals are broad accomplishments to be achieved by our fire department:
▪ They are broken down into objectives and deliverables.
▪ Objectives are clear statements of specific activities/tasks that must be performed to achieve the goals. ▪ Deliverables are tangible, verifiable outcomes that demonstrate that we have met an objective. ▪ Ensure goals and objectives are smart (specific, measurable, achievable, results- focused and time-bound).
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The goals for our fire department, should be in line with the vision and mission. We need to look to the major services identified in our mission.
Ownership
Once we have identified our vision, mission, goals, and objectives, we need to communicate them clearly, and often to our membership. Post them on our walls, incorporate them onto letterhead or business cards. Recognize individuals who have contributed to achieving goals.
Another way to reinforce our goals and to illustrate how each member contributes to achieving those goals is to have everyone identify tasks that he or she does that contributes to the goals of the department.
Values
Values are beliefs that influence the way an individual or group of individuals behave. They are the foundation for our “code of ethics”. Common values in the fire service are professionalism, the pursuit of excellence, integrity, safety, generosity, contributing to the community, helping others, respect, discipline, teamwork, and fellowship. This list is limitless and is unique to each fire department and its membership.
By identifying the values of our department, we have begun to “talk the talk”. For this to really work, we and our membership need to “walk the walk”.
One way in which we can do this is to discuss these values with our members, ensuring that everyone’s understanding of the values is consistent. For each value, identify behaviours that would demonstrate that value and also behaviours that contradict that value.
We can also identify behaviours that go against the values (i.e., not wearing PPE, driving too fast during response, not following operating guidelines).
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Once we have established our vision, mission, goals, and values with our members, ensure that we reinforce them. Make them part of our performance evaluation. Recognize those individuals who are “walking the walk” and who contribute to achieving the department’s goals.
Remember, needs and circumstances do change. We need to ensure that we revisit our vision, mission, goals, and values to ensure that they continue to meet the needs of our community and the needs of our fire department.
Training
Initial training is not limited to the front-line fire suppression. It should be broader and include preliminary training for all types of volunteer positions. It is important in preparing new volunteers to deliver quality services to the community safely, skilfully, and professionally. Our training prepares individuals to perform duties as outlined in their respective role descriptions. Training should include human skills and role specific technical skills.
Human skills
Behaviour is an expression of an individual’s values and beliefs. Such is the same for our fire department’s values and beliefs. Our training program should create an environment that educates and encourages volunteers to act in the manner that allows them to succeed.
Simply stated we want to develop motivated, responsible, accountable individuals who are committed to goals, work, and learning. We want them to demonstrate this by the way they communicate, resolve conflict, and manage stress and work within the team. Our fire department’s Code of Conduct and other guidelines that identify expected behaviour and interactions would be emphasized in this component. These topics would be addressed to the general population of recruits, regardless of their designated positions.
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Role Specific Technical Skills
While each position within our department has training requirements that are distinctive to the tasks involved, answering these general questions will assist us in developing specific training. The best sources of information for this are role descriptions and a training program that is recognized as an industry standard.
Relevancy
What are the major duties of this position?
What knowledge and skills are required to competently complete those tasks?
How will these be measured?
Safety
What hazards (physical, environmental, psychological) might the individual be exposed to?
What training will prevent or mitigate the impact of those hazards?
What are the safety requirements?
Probation
Probationary periods are established so new volunteers receive ongoing supervision and coaching to ensure that they are safe and that the operations are running efficiently. They may range in duration anywhere from several months to a year.
Tasks assigned should be consistent with the knowledge and skills displayed by the individuals. As they continue to gain knowledge, skills, and experience, begin to introduce them to more challenging tasks and responsibilities.
Assign a senior member to help each new member. They can help new members become familiar with the fire department and support them during training events and other duties and make them feel part of the team.
A probationary period gives us an excellent opportunity to assess that the volunteer is suited to the position and the fire department.
Page 55 47
Recognition as a Regular Member of the Fire Department
Completing the initial training and probationary period involves a great deal of time, physical and emotional commitment. As such, individuals should be recognized formally for their efforts.
Some type of recognition such as certificates or graduation ceremonies will go a long way in motivating individuals to continue their efforts. It will also signify another level of integration and acceptance in our department.
Page 56 48
Sample Meeting Agenda
Date:
Time:
Location:
Attendance:
Current Business
Summary of responses:
Summary of training:
Future training:
Apparatus review (status and plans):
Equipment review (status and plans):
Summary of prevention and inspections:
Plans for prevention and inspections:
Summary of public education activities:
Plans for public education activities:
Administrative topics:
Occupational Health and Safety:
New Business
Review of suggestions, ideas for continuous improvement:
Review tasks, assignments, and responsibilities:
Next meeting date:
Page 57 49
Sample Fire Department Meeting Minutes
Date:
Time:
Location:
Attendees:
Regrets:
Decision, Action,
Item Discussion
Responsibility
Team Check In
Current Business Responses
Training
Apparatus
Equipment
Inspections
Public Education
Administration
Occupational Health and Safety
New Business Review suggestions, ideas for
continuous improvement
Review Tasks Assignments and
Responsibilities
Confirm Next Meeting Next Meeting Date
Page 58 50
Sample Training Night Agenda
Brief Administrative Update (15 minutes)
(Keep it brief, it’s for information, not discussion, provide or post a summary of key points)
Responses.
Prevention.
Public education.
Upcoming events.
Changes to Policy, Procedures, Operational Guidelines.
Occupational Health and Safety.
Training.
Administration.
Other announcements.
Review of Previous Training
Summarize key concepts
Current Training Topic
Icebreaker.
Review of material.
Theory (if applicable).
Skills acquisition.
Practical application of knowledge or skills.
Future Training (15 minutes)
Provide handouts, pre-course material for next training session; Confirm next training date.
Page 59 51
Retention
Recruiting and training new volunteers is just the beginning. The long-term challenge will be to create an environment in which individuals want to stay because they continue to be motivated, interested, challenged, and supported as valued members of the team.
Community Support
We need to recognize the level of service for the community. This will help us make decisions about the required number of volunteers, their roles, and their skills. Keep Council members well informed about the Fire Department so they can clearly understand and support the Fire Department’s needs.
Leadership
The tools and templates in this resource provide us with some basic leadership practices that support retention efforts. They are not intended to replace the need to develop leadership practices and operating guidelines on a broader scale.
By being a proactive, involved, and present leader, we can motivate our volunteers. Recognize their efforts and show we are grateful. Give them responsibility and provide them with the tools to do the tasks. This way they can be qualified to do everything, to the best of their ability.
Fostering Diversity and a Respectful Environment
As noted previously, in order to enhance our department by utilizing the skills and talents of a diverse population, we may bring in individuals from different backgrounds, genders, age and abilities.
Regardless of whether the diversity is a result of gender, age, ethnicity, or disability, it would benefit our department and the volunteer to consider accommodations that are necessary and suitable. These may include making physical facilities accessible, modifying work areas, restructuring tasks, and providing assistance as required.
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To involve our membership and support a diverse workplace we should consider the following:
Raise awareness of department members (disability awareness, cultural sensitivity, other interpersonal topics).
Train for specific needs.
Consider policy and budget implications.
Critical Incident Support
We must make sure that critical incident support is available to members and their families if they need it and ensure that senior Fire Department members are trained to recognize when members may need critical incident support services.
Conflict Resolution
Where there is difference, therein may lay conflict. This conflict may come in many forms, from a simple difference of opinion to a disagreement or a more complicated interpersonal conflict.
In some cases, this interpersonal conflict could escalate to harassment. In any case, having clear guidelines and expectations will assist both the leaders and the members involved to resolve the conflict in a fair, respectful and timely manner.
Harassment
Leaders in the fire department are responsible to react appropriately to harassment complaints. They also have an obligation to prevent harassment from occurring in the first place. This can be done by ensuring volunteers are aware of what harassment is and is not. Ensure that we have a complaint procedure in place to allow volunteers to feel comfortable about bringing forward any concerns as per County policy.
Performance Management and Supervision
Provide volunteers with the opportunity to learn, grow and lead through relevant training, progressive responsibilities, and challenges. Motivate them, coach them, and continue to challenge them.
A fair, firm, and flexible approach to informal and formal performance evaluation provides volunteers with meaningful information about the work they do. View it as an opportunity for the
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volunteers to know where they stand relative to the goals and objectives of their roles, and of the department. In doing so, we can challenge our volunteers to continually improve performance and personal effectiveness.
Empowerment, Involvement and Delegation
Share and distribute the workload. If we have conducted a needs assessment for our department during pre-recruitment planning, we have already begun to identify tasks and roles that need to be filled in order to further enhance the efforts of the department. We can within our department to determine if any willing individuals have the skills and knowledge required to complete the tasks. If not, look externally and recruit for that purpose.
Once we have identified the tasks and the individuals assigned, and then delegate the work, ensuring that we are communicating relevant expectations, timelines, authority, and accountability.
In this way, we can distribute the work so that each member is contributing in a meaningful way to the goals of the department, and that each member is accountable for his or her part in achieving those results.
Communication and Problem Solving
Open communication practices and ample opportunity to provide ideas and air concerns will promote a sense of belonging, involvement, and ownership. We must be prepared to act on any problems that arise. Otherwise, we run the risk of losing credibility. Although there may be reasons why we may be unable to implement the ideas, we can assure the individual that we give it serious consideration.
There are several processes that we can employ to bring complaints and issues to light, which will allow us to respond to them in a proactive and timely manner. Examples of these types of practices include:
Complaints process;
Continuous improvement forms;
Satisfaction surveys;
Agenda items in meetings and;
Problem solving and decision-making processes.
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Recognition, Rewards, and Incentives
Rewards and recognition help both the volunteers and the leaders get what they need. Recognition, rewards, and incentives range from a simple thank you to certificates of appreciation, compensation for work and official recognition such as exemplary service medals and long service investitures.
The following principles will assist us in determining the nature of the recognition that best fits the needs of the department. Establish criteria for the performance or contribution that constitutes recognizable behaviour. Identify what behaviours or actions are being rewarded and recognized. Ensure that all volunteers are eligible and that anyone that performs at the level or standards stated in the criteria receives the reward.
Identify types of behaviour that we would like to reward. For example:
Duration of service;
Attendance for training, prevention, public education activities, incident response, administration;
Achieving milestones;
Exemplary service;
Team work and
A job well done or above and beyond the call of duty, or other behaviours.
Determine what’s involved:
Cost: We want to have enough time, support and finances to sustain the reward on an ongoing basis;
Timing: In some cases, recognition should occur as close to the performance as possible in order to reinforce the behaviour we want to encourage. In others, we may want to wait for an annual event; and
Longevity: Do we make it an annual event or presentation, or will it be a one-time event.
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The following provide examples of recognition efforts. We can use these examples to enhance our efforts, or as a starting point for our own ideas.
Foster a sense of fellowship, family and belonging in the following ways:
Use a preferred name (i.e. first name, last name or nick name);
Send cards to celebrate personal or professional achievement (graduation, promotions);
Send get well or sympathy cards;
Lend a helping hand when they need it outside of the fire service (barn raising, construction, roofs, decks, moving); Provide opportunities to get together, network and celebrate fellowship through events such as banquets, lunches, awards nights and sporting events;
Make the time to have lunch or coffee with a volunteer;
Take an interest in their personal lives;
If volunteers have been absent, let them know that they were missed;
Keep them informed;
Provide caps, shirts and jackets to promote belonging and camaraderie;
Take pictures at scenes, during training, of fun times. Put them in to a slide show for banquets and special events, or put them on wall or in an album; Have reserved seating for them at special events;
Ensure they are having fun. Have competitions; encourage them to develop their skills through competitive teams (vehicle extrication, fire fit combat challenge, relays, and mutual aid events, provincial, national and international events); and
Organize social events for members and their families which help to make a family-friendly Fire Department.
To foster and promote personal and professional growth, we can:
Cultivate special interests or strengths and find opportunities to use them;
Offer training opportunities and resources;
Offer leadership opportunities;
Provide constructive and positive feedback on performance;
Provide notes of encouragement;
Show that we are watching and paying attention to what they are doing;
Debrief with them after an event;
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Provide them with a mentor;
Ask them to represent the fire department at a public event; and
Continue to offer expanded, higher levels of responsibility.
To show that we recognize and celebrate their accomplishments, we can:
Say thank you sincerely and often, either verbally, in writing or by our actions;
Say thank you for not only those big jobs, but also for small tasks;
Share their success with others; and
Create the “Wall of Fame”. Have a wall lined with portraits of volunteers, dressed in uniform. Below each volunteer, note years of service, title, accomplishments and copies of certificates.
Provide them with opportunities to contribute in meaningful ways by:
Asking for their input;
Assigning them to act as leaders in orientation or education activities;
Assign them mentor roles;
Assigning them to research and recommend new apparatus, equipment, techniques or operating guidelines; and Making a gift to a charitable cause in their name.
Recognize Tenure and Service by nominating them for:
Fire Service Merit Awards;
Outstanding Achievement Awards for Volunteerism;
Fire department awards (use a nomination form and apply criteria consistently);
Fire Service Medals and Bars; and
Municipal awards.
Let Everyone Know:
Post news articles in newsletters or on websites. Profile volunteers and highlight their contributions and achievements;
Post a “Volunteer of the Month”;
Create an Honour Roll;
Provide letters of reference;
Provide their employers with letters describing how they’ve contributed;
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Ask an elected official to support the fire department in his (or her) public statements; and
Give public recognition for the businesses that support the Fire Department, including the employers of volunteers.
Extrinsic Rewards
These rewards are tangible ways to recognize volunteers for their efforts. Some may come at a cost, so we may have to budget for them, solicit council support, and collaborate with local businesses to sponsor these through donations or partnerships.
Reduced rates on food, beverages, admission or membership from local businesses;
Gift certificates;
Attendance draws;
T shirts, ball caps, pins, pens, calendars, bumper stickers, licence plates, business cards; and Sending them to workshops or conferences.
These types of incentives and rewards do have a cost involved. If we are interested in pursuing them, we will have to consider including them in our budget, seeking support and endorsement from Council, or collaborate with businesses to make them a reality.
Expenses for costs accrued through fire department business (mileage, equipment);
Training and conference registration;
Tell members about the federal income tax rebate and provide a letter of support if needed.
Recognizing and Appreciating the Family and Significant Others
How do you thank the person who is awoken at 2 a.m. to a pager tone, who watches their loved one rush out the door into potential danger, who sits all night waiting for their return, only to spend the remainder of the early hours listening to a recap of the emergency as the volunteer firefighter tries to wind down?
How do you thank the youngster who had to wait patiently for a parent to return from a fire call, in order to finish building the new bike?
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How do you thank the individual who was left behind to oversee a mob of six-year old’s at a birthday party, by a partner who was paged out to a car accident?
How do you thank the family who has listened to the same message for the tenth time in one week as the individual rehearses for a public education event?
How do you thank the family whose regular weekend outing seems to be yet another fire department fundraising event?
The answer is simple. Thank them often, thank them with enthusiasm and thank them personally. Consider what families and friends of volunteers have actually contributed and offered to the fire service. Through their sacrifice, understanding and flexibility, they have enabled the volunteer to be available and capable of doing the work.
Guidelines for Delegating and Empowering our Team
Identify the task
Determine what tasks can be delegated. Determine the goal or objective of the task. Define if it is because of time or out of area of expertise.
Identify the individual best suited to complete this task
Identify qualities required. Identify skills required. Identify knowledge required.
Describe the task to the individual
Expectations Specific duties Timelines Communication requirements
Emphasize responsibility and accountability
This is empowerment. With this delegation comes authority and responsibility. It is an opportunity to demonstrate our trust and confidence in the individual.
Provide the tools and resources necessary to complete the task
This may include time, human resources, finances (have a budget).
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Communicate the authority and responsibility to department members
It is imperative that the rest of the department is aware of the task assigned and the authority or responsibility that comes with it. This prevents miscommunication or inadvertent sabotage to the project.
Review the work, provide positive and constructive feedback
Is it meeting or exceeding our expectations? Even if it is not quite what we envisioned, does it still meet the need? Provide guidance, be a sounding board. When reviewing the work, it is important not to over direct. If this is the case, then we need to consider if this task should have been delegated.
Once completed, thank the individual
Remember to recognize the individual’s efforts.
Examples of Public Recognition
There are many ways to recognize or thank the person, organizations and families that support the Fire Department and its volunteers. Some of the possible ways are listed below:
Write a ‘Thank You’ letter to the person or organization on behalf of the Fire Department or the local government.
Make an announcement in the local paper or County Website when a new volunteer has joined the Fire Department.
Make an announcement in the local paper or County Web site when members have achieved various certifications or milestone years of service (5 years, 10 years, 15 years, etc.)
Present a Certificate of Appreciation that can be displayed at the person’s place of business.
Publicly recognize employers who release their staff for training or firefighting with an annual announcement in the local paper or County Website.
Arrange for an annual letter of thanks to each firefighter from the Reeve and Council.
Make an announcement or presentation at a community feast or other public event.
Follow-up and Stay in Touch
Volunteer retention does not end after the volunteering is over. In fact, it is just the beginning of our volunteer management strategy. Here is how we should follow-up with volunteers:
• Thank them. Our volunteers are donating their time and skills to our organization. Make sure they know they are appreciated!
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• Illustrate their impact. Provide volunteers with data or stories that show the difference they’ve made. (Ex: If they helped with an event, let them know how much that event raised and how that money will be used). • Promote future volunteer opportunities. While we are telling volunteers how awesome they are, be sure to include any upcoming volunteer opportunities.
• Get to know more about them. If we are not able to talk about their interests before a project, this may be a great time to get to know more about our volunteers. Consider sending a survey or set up a quick phone call or meeting.
Volunteer retention and volunteer management should be about building a relationship with our volunteers. Communication is key to building relationships with our volunteers, so be sure to touch base with them often to keep our organization top of mind.
The most important thing we can do to improve our volunteer retention rate is to say, “Thank You.” And then say it again and again.
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Page 69 Page 70 Page 71 Page 72 From: Ruth Peters Date: May 5, 2021 at 10:05:45 PM MDT To: Jason Parker Subject: Rocky Mountain Ranches
Dear Members of Council
Municipal District of Foothills No. 31
I am writing to request your support to oil 288th Street from Plummers Road to our gate. My husband and I are long-time residents in the Municipality. We and the neighbours with grazing lands on both sides of 288th Street have struggled for many years with the volume of dust created by this road.
Therefore, we respectfully request approval to have this road oiled in whatever financial arrangement the Council deems fair.
Sincerely,
President
Rocky Mountain Ranches Ltd.
Page 73
COUNCIL ADMINISTRATIVE REPORT Department: Public Works
TITLE: Electronic Speed Signs.
Author: Jeff Edgington, Manager Infrastructure DATE: Jan 27,2021 Presenter: Jeff Edgington, Manager infrastructure
ATTACHMENTS: I-Safe 1 Brochure
PURPOSE:
For Council to authorize Administration to proceed with the purchase of 2 Solar powered Electronic Speed Signs.
BACKGROUND:
There have been requests from the public for the installation of electronic speed signs to help with compliance of speed limits on public Roads.
DISCUSSION:
TEM
I-Safe 1 SL (Solar) $3850 per unit
FINANCIAL IMPLICATION: Purchase of these 2 signs will come under capitol and total $7700. Installation will take place with County personnel.
RECOMMENDATION: For Council to direct administration to purchase 2 I-Safe 1 SL Digital speed signs for a total of $7700 (excluding GST and Shipping).
Page 74 atstraffic.ca | Since 1966 Page 75 Contact us today for more information. ATS Traffic - Regina ATS Traffic - Saskatoon 410A Henderson Drive, Regina, SK 806C 43 Street, Saskatoon, SK T 306.565.8808 T 306.242.4407 E [email protected] E [email protected] atstraffic.ca | Since 1966
Page 76 ADD-ON AGENDA ITEM LEGISLATIVE SERVICES REPORT TO COUNCIL MAY 12, 2021
REQUEST FOR APPROVAL
TOPIC: FOOTHILLS COUNTY MAGAZINE
REPORT PREPARED BY: Jessica Clement – Legislative Services/Communications PURPOSE OF REQUEST To consider both requests by Great West Media (Okotoks Western Wheel) and TNC Publishing for a Foothills County Magazine.
BACKGROUND
Great-West Media (Okotoks Western Wheel) proposed a partnership with the County to participate in their newly named Foothills Magazine, known previously as Okotoks Magazine. The magazine hopes to provide updates, happenings, and relevant information for municipalities within and inclusive of Foothills County.
TNC Publishing proposed a partnership with the County to create a County-focussed magazine that will include varying paid local advertisements to offset costs. TNC Publishing has provided these magazines to other municipalities in the region, including the Town of High River.
This is separate to the internally produced Foothills County Newsletter.
CONSIDERATIONS
Great West Media: • Foothills will publish 3 editions each year (April, June, and November) • Full Page ad and Full Page editorial for $1450/edition o $700 Credit per edition to be used to offset some regular advertising in the Western Wheel throughout the year
TNC Publishing costs: • The magazine is at no cost to Foothills County o The cost is supplemented by local advertisements . The local advertisements can be approved by staff • The magazine is a one-time venture
REQUEST OF COUNCIL Council is respectfully requested to consider both proposals from Great West Media and TNC Publishing. Council is also asked to consider, if approved, ideas for content.
Page 77 Great West Media Proposal 1. Great West Media Proposal and costs 2. Great West Media Sample – “The Summer Explorer” a. The Foothills Magazine has yet to be created and they provided the “Summer Explorer” as an example of the layout for the proposed Foothills Magazine
Page 78 the
Okotokiantheokotokian.com
Winter 2019 The Okotokian has long been appreciated the for its informative and entertaining profiles on local people, places and businesses that have Okotokiantheokotokian.com contributed to the life and lifestyle we enjoy in our part of the province.
Breaking FOOTHILLS Bread evolution of everything Okotokian is the next wasnatural - with Authenticity proves recipe for success
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Foothills is for, and about, the people who live in the FOOTHILLS Municipal Government towns, hamlets and rural districts within the Foothills Advertising Package region. It will help to connect those who live in Okotoks and High River with their neighbours in Turner Valley/ Foothills will publish 3 Editions each year (April, June and November). Black Diamond, Millarville and the miriad of communities, acreages and ranches throughout the county. Municipal Governments (and arms-length organizations) can access a: Our readers are the constituents of the municipal • Full Page Editorial Feature (municipality-supplied copy/ communities we reach with Foothills.....and we want pictures) FREE with every Full Page advertisement in to give those municipalities a unique way to reach our Foothills Magazine. readers. • Be part of multiple editions and SAVE even more!
One Edition Two Editions Three Editions Contact: Viktoria Steele $1750/2 Pages $1590/2 Pages $1450/2 Pages 403.560.1762 Next Edition Published: May 12, 2021 Deadline: April 26 [email protected]
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Page 81 2020.07.16July 2020, Summer Explorer 3 Table of Contents 05 Explore summer in Banff and Canmore 29 Airdrie continues to develop as a tourist destination Scott Strasser 07 A beginner’s guide to backcountry trekking Jordan Small 31 Dining options abound in Airdrie Kate F. MacKenzie 10 Tips and tricks for picnicking in the mountains Jenna Dulewich 34 From hiking to history, Rocky View County offers a variety of attractions Worth the wait: Explore Canmore Kananaskis this summer 17 Jordan Stricker Tourism Canmore Kananaskis 35 Explore summer in Okotoks and Foothills 18 Cozy mountain cabins transport you back in time Tanya Foubert 37 Connecting the links in the Foothills Krista Conrad 20 Find a new adventure in Banff National Park Banff & Lake Louise Tourism 38 Brewers show their craft in the Foothills Bruce Campbell 22 The negative impact of stress on skin health Carmen Edwards Skin RNI 40 Things only locals know about the Foothills Foothills Tourism 23 Explore summer in Cochrane 42 Hitting the trails for world-class hiking 25 Capturing the Cochrane feeling Okotoks Western Wheel Staff Cochrane Eagle Staff Summer Explorer is a co-publication of the Rocky Mountain Outlook, Cochrane Eagle, Airdrie City View and the Okotoks Western Wheel, all of which are Great West Newspapers, LP community newspapers. 26 Ghost Lake offers the perfect escape on a hot summer day Content and images may not be used or published without the consent of our publishers. For advertis- Cochrane Eagle Staff ing inquiries in our network of community newspapers or if you have story ideas for future publications please contact Jason Lyon at [email protected] 26 Spray Lakes Sawmills Family Sports Centre boasts activities Contributors: Tanya, Foubert, Jordan Small, Jenna Dulewich, Evan Buhler, Tourism Canmore Kananaskis, Banff & Lake Louise Tourism, Carmen Edwards Skin RNI, Chelsea Kemp, Tourism Cochrane, Tourism for any age Foothills, Ben Sherrick, Scott Strasser, Kate F. MacKenzie, Jordan Stricker, Krista Conrad, Bruce Campbell, Cochrane Eagle Staff Brent Calver Sales : Jason Lyon, Cheryl Fraser, Marty Clarke, Lois Jones, Al Jones, Kim Smith, Rod Songhurst, Viktoria Steele 27 Explore summer in Airdrie and Rocky View County Front cover: Norquay guide, Aurelie Belanger overlooks a cliff along a section of the Ridgewalker Trail at the Mount Norquay via ferrata. EVAN BUHLER RMO PHOTO
Page 82 OkotoksOkotoks — — Bragg Foothills Creek 2020.07.16July 2020, Summer Explorer 37 Connecting the links in the Foothills KRISTA CONRAD
oothills fairways are open for business and prepared to offer their patrons a safe and unique Fgolf experience for 2020. From within Okotoks’ town limits to the river valley on its outskirts to the mountain views in Turner Valley, there’s something for golfers of every ability. COVID-19 restrictions are in place at golf courses, including spaced out tee times to ensure physical dis- Golfers traverse the bridge to the signature island green hole at Okotoks’ River’s Edge Golf Club. OKOTOKS WESTERN WHEEL FILE PHOTO tancing, extensive sterilization of golf carts and public surfaces, and minor changes to play such as golfers are adequately spaced for an enjoyable pre-or-post golf for 2020, golfers can pick up a fresh wrap or sandwich not being permitted to remove the pin at the green. snack or beverage. from an outdoor service cart and enjoy the course’s Visit www.darcyranchgolf.com for more informa- patio. D’Arcy Ranch Golf Club tion or to book a tee time. Visit www.riversedgegolfclub.com for more infor- mation. Nestled in the hills of Okotoks’ northwest end, River’s Edge Golf Club D’Arcy Ranch Golf Club is a links-style, fully public Turner Valley Golf Club course offering play in a tree-lined ravine, along Located just east of Okotoks, River’s Edge Golf Club escarpments and natural slopes, in a country-style offers 18 holes along the Sheep River, featuring three Located in the foothills, between Black Diamond setting home to various wildlife. tree-lined river valley holes and a 360-degree island and Turner Valley, the Turner Valley Golf Club doesn’t “It’s challenging for experienced golfers and yet green. compare to other courses in the region with its topog- quite enjoyable for beginner golfers,” said Barb Binkley, “Those are our big feature holes,” said general raphy and breathtaking mountain views. tournament and event co-ordinator at D’Arcy Ranch. manager Mike Engelhardt. “It’s absolutely gorgeous “There’s not another golf club like it in the area,” “There’s something for everybody.” down there.” said general manager J.D. Scheller. “It’s really the only The golf club is running a popular junior-parent River’s Edge sets itself apart as the only year-round course in this part of the Foothills.” package for 2020, with juniors golfing for free after 6:30 facility in the region, boasting four high-end full-swing Having been established in 1930, Turner Valley p.m. to encourage family activity on the course. golf simulators fit for teaching, fitting clubs, or just Golf Club is celebrating its 90th anniversary this year. While the on-site restaurant, Jerry’s at D’Arcy having fun during inclement or winter weather. LINKS CONTINUED ON PAGE 47 Ranch, is open with limited seating, the patio tables While the restaurant is not operating at full capacity
Page 83 38 Summer Explorer,, 2020.07.16July 2020 OkotoksOkotoks — — Bragg Foothills Creek Escap E to thE Foo t hills
Hard Knox Brewery bartender Nicole Poffenroth pours a pint of IPA. BRENT CALVER OKOTOKS WESTERN WHEEL PHOTO
Emerald Building Overnight Rooms Brewers show their craft in the Foothills
BRUCE CAMPBELL “It’s an all-around balanced beer, very refreshing that can be drank year-round.” person can build up a thirst He said the beer hold its own with a visiting the Foothills and sur- variety of foods — ideal for the barbecue A rounding area. season as well as winter. And nothing wets the whistle more The brewery’s pilsner took the silver than a craft beer. medal in its category for best in Canada The Okotoks-Black Diamond/ at the 2019 worlds. Turner Valley area offers a variety of As of July 1, Brauerei Fahr had eight award-winning craft beers. beers on tap, as well as lemonade. It also Jochen Fahr decided to open his has a non-alcoholic beer. Opal Restaurant award-winning brewery, Brauerei Fahr, There is a small taproom at the brew- Fine Dining in Turner Valley because it reminded ery. However, due to COVID-19, to have him of home. a beverage at Brauerei Fahr, there is only “I grew up in the foothills of the outside seating. Alps and it looks very much like Turner The brewery is located at 123 Valley where I grew up,” Fahr said. Kennedy Dr., S.E. in Turner Valley. The brewery has been in Turner For more information go to Brauerei Valley since 2017 and it has collected Fahr Facebook. awards ever since. Just four kilometres to the east of Fahr Hefe won best in Canada Fahr is another award-winning brewery. for wheat ale in the 2019 World Beer Hard Knox Brewery has been in Awards. More recently, Hefe won the Black Diamond for two years and it has 2020 best German and Belgian style a plethora of awards for its beer in that wheat beer in the Alberta Beer Awards. short time. “That’s our flagship beer, hands- down it is our top seller,” Fahr said. CRAFT CONTINUED ON PAGE 47
CUSTOM WINE Gazebo NOW IN OKOTOKS Burgers + Beer Relax MADE IN STORE Unwind OR AT HOME stay dine Hotel: 403-931-0100 Dining: 403-931-0126 www.azuridgehotel.com 1069, 200 Southridge Drive [email protected] (403) 982-7466 www.vintnerscellarfoothills.ca LEARN MORE Page 84 Okotoks — Foothills July 2020, Summer Explorer 39
The Saskatoon Farm is Paradise in the Prairies. This hidden oasis boasts a Greenhouse, Bakery, Mexican Fusion Cafe, Farmers Market, Tortoise sanctuary, and over 5,000 square feet of Shopping for you to explore. Open 9-5 daily 7 days a week! Call us at 403.938.6245
Check us out on Facebook and Instagram @saskatoonfarm. And make sure to like our newest addition to the farm - The Buffalo Room, for unique shopping. On Instagram @buffalo.room www.saskatoonfarm.com Page 85 40 Summer Explorer,, 2020.07.16July 2020 OkotoksOkotoks — — Bragg Foothills Creek Things only locals know about the Foothills FOOTHILLS TOURISM can’t claim to be a true local unless you’ve explored the High Country on t’s good to be a local. horseback. The Foothills area surrounding If trail rides are not your speed, there ICalgary is an undiscovered paradise are many barns that offer private or of scenery, recreation, fantastic food and group lessons before you mosey down not-soon forgotten experiences. With the trail. something for everyone, come take a tour in Calgary’s backyard. Hooked on a feeling There is no denying, Foothills is home to Sip on distilled or fermented some world-class fishing. beverages from Eau Claire Step outside your backdoor and and Spirit Hills you’ve got the Sheep and the Highwood rivers. Foothills is home to makers of world- No self-respecting local will tell you renowned wines and spirits. their favourite fishing hole, but the thrill It must be something in the water, is in the hunt. combined with Albertan entrepreneur- There are two great apps those in- ial know-how, because there is nothing the-know use: AlbertaRELM, which is better than a glassful (or two) of local tied to the WIN cards, and Alberta liquors. Eau Claire Distillery co-founder David Farran in the tasting room at the facility in Turner Valley. Rivers, which gives you all the data A stop in at Spirit Hills Winery, FOOTHILLS TOURISM PHOTO on conditions, flooding and monitoring near Millarville or Eau Claire Distillery at MotoBurrito. lection of props from the locally filmed stations. in Turner Valley for a tasting, lifts the and longest-running Canadian series is If gear is what you need, check out spirits and inspires. Museum of the Highwood certain to delight. Rollick Co. in Black Diamond or Flys Etc. in High River. Get out for rip on your With exhibits and archives spanning motorbike the past 125 years, the Museum of the Live Alberta’s cowboy spirit For art lovers Highwood in downtown High River fits This is no secret: the whole of the the bill as a gem. Earn your swagger with a day in the Art-loving locals know these hills are Foothills is well known to motorcyclists The museum plays caretaker to saddle. brimming with artists. as one of the best cruising routes around. several artifacts once owned by the The west was conquered on horse- Weaving, pottery, painting, writing The best biking duds are found at the Canadian author and one-time High back and there is no better way to spend and photography are all for sale and on Bragg Creek Leather Shop and if it’s a Riverite, W.O. Mitchell. a day than in a line of horses out on the display amidst the stunning backdrop of tune up you’re after, Motörrad in Turner If you are a fan of the television trail. the Eastern Slopes. Valley is a drive-up shop with great show Heartland, then the Museum of Anchor D Outfitting is the premier Mexican-inspired eats, while you wait, the Highwood is a must see. Their col- trail guide ‘round these parts and you LOCALS CONTINUED ON PAGE 44
GOLFING VACATION AT You Gotta D'ARCY RANCH Eat HErE! 400.00 PER PERSON all day Book Now for breakfast & Thursday, Friday , lunCh Saturday and Sunday* all made from scratch, featuring: • The Best Eggs Benedict Package includes • Award Winning Burgers 4 Rounds with Cart • Fish & Chips Fridays & $100.00 • Liver & Onions Tuesdays Food Voucher dine & take Out Monday to Friday 8am to 2:30pm Ask about adding in a Saturday & Sunday 8am to 3:30pm golf lesson each day. ChuCkwagon *tee times after 11AM Cafe Call 403-938-5522 105 Sunset Boulevard, Turner Valley 403-933-0003 Page 86 Okotoks — Foothills July 2020, Summer Explorer 41
family FUN in Calgary’s Backyard
Find family fun in the Foothills at Granary Road, Kayben Farms, Anchor D Guiding & Outfitting, and The Saskatoon Farm.
@explorefoothills @tourfoothills #ExploreFoothills #CalgarysBackyard foothillstourism.com Page 87 42 Summer Explorer,, 2020.07.16July 2020 OkotoksOkotoks — — Bragg Foothills Creek Hitting the trails for world-class hiking out-and-back hike has a high gradient OKOTOKS WESTERN on an old road. The Elbow Lake trail WHEEL STAFF is also the only one in Peter Lougheed Provincial Park that allows for eques- olling hills, mountain vistas and trian usage. scenic waterways are just a walk Raway. Brown Lowery With Kananaskis, Bragg Creek and the Sheep River areas at its doorstep, Plummers Rd W, just east of Highway Okotoks, Black Diamond, Turner Valley 762 in the Millarville area. Hikers traverse a valley in picturesque Kananaskis Country. and Foothills County is a great place to One of the most accessible hikes, easy BRENT CALVER OKOTOKS WESTERN WHEEL PHOTO plan a hike with a bevy of offerings for to get to from Highways 549, 762 and all skill levels from beginners, interme- the Cowboy Trail, the Brown Lowery diates and experts. Provincial Park is somewhat of a hidden For beginners there are four hikes gem. that standout. The 6.6 km loop has a 229m-eleva- tion gain and is a hit for its scenic views Sandy McNabb of the rolling hills in High Country along with bird watching and dog walk- Located about 20 minutes west of Turner ing opportunities. • Family Friendly Valley on Secondary Highway 546. One of the most popular hikes in the Ptarmigan Cirque • Award Winning Pizza area, Sandy McNabb is easy to access • Take Out and Dine In with a lot of parking available. The hike At the top of Highwood Pass, on itself is flat, with markings throughout Secondary Highway 541, west of • Licensed Premises and offers a number of trails to choose Longview. • Gluten-Free Options from. If you want breathtaking views of a high-alpine area from a short, kid- • Friendly Service Elbow Lake friendly hike the Ptarmigan Cirque is a great choice. The 4.3 km loop has At Bragg Creek Shopping Centre Past the Highwood Pass on Secondary steep sections and an elevation gain of TAKEOUT FEATURE Highway 541. 355 metres. There can still be snow at Phone 403-949-3800 Every 2nd Pizza at Half Price A steep hill leads to a pristine mountain lake. The 1.4 km one-way, HIKES CONTINUED ON PAGE 43 Email: [email protected]
Page 88 OkotoksOkotoks — — Bragg Foothills Creek 2020.07.16July 2020, Summer Explorer 43
Mike Rossier leads the Sheep River Ramblers hiking group into Windy Point in Kananaskis Country. BRENT CALVER OKOTOKS WESTERN WHEEL PHOTO
HIKING CONTINUED FROM PAGE 42 popular locales. high elevations in the summer so come Powderface prepared and also watch for mountain goats in the area. Parking at West Bragg Creek parking lot. For intermediate hikers there’s no A very steep start for the well-known shortage of options in the area. trail that is about a 20 km round trip. The end of the out and back has a bril- Grass Pass liant 360-degree view of the mountains. Located at the Sentinel Recreation park- Kananaskis Lakes ing lot, on Secondary Highway 541 just inside the Kananaskis entrance. Located on the other side of the The Grass Pass & Bull Creek Hills Highwood Pass on Highway 40. trail is 15.8 km in distance in a loop Not for the faint of heart, this walk BEAVER DAM NURSERY route with 865m-elevation gain. The around the Upper Kananaskis Lake is south-facing slope limits the amount of about 16 kilometres and takes roughly snow on the track, which can be quite five or six hours. It’s not especially steep, The best-kept secret steep at times. so the flat route allows for hikers to take in the expansive views throughout. Pickle Jar lakes in Okotoks Serving the Junction-Fire Lookout Located at Lantern Creek parking lot on community for over Highway 40, about a 20-minute drive Park at Indian Oils, just past Sandy past the Highwood House store. McNabb. Good footwear is required for steep This all-day hike starts at Indian Oils 41 years! passages, but the juice is worth the with an eastern trek o the south side of squeeze with terrific scenery during the the Sheep River leading to Junction Fire ascent and four lakes at the top to view. Lookout Road. The 24-km route is up a The return-trip is approximately 10 km. mountain, but the trail is largely on an Evergreens • Perennials • Shrubs Expert hikers will get tested at three old road so the traction is pretty good. Trees The NEW Mr. Spud Cafe Vines & Small Fruits • Cedar Mulch Alberta’s Bagged Soils Best Fish & Chips Pickup, Dine In, and Delivery. Assorted Fertilizer • Landscape Fabric Breakfast • Lunch • Dinner Tues to Sat: 9:00am to 8:00pm Much more Popular Menu Items include: • Breakfast All Day - Eggs, Hamburger Steak, French Toast, Bacon, Ham, Sausage, Assorted Omelettes • Hearty foods include: Famous Fish & Chips, Fries and 354152 76 St E, Okotoks, AB T1S 1A7 Poutine, Burgers featuring Bacon Mushroom Cheese • Asian favorites: Dumplings, Spring Rolls, Wor Wonton Soup • Soup and Sandwiches of many types, just ask Phone 403-938-4394 • Kids Menu Items www.beaverdamnursery.ca 26 McRAE STREET OKOTOKS • 403.938.1777 Page 89 44 Summer Explorer,, 2020.07.16July 2020 OkotoksOkotoks — — Bragg Foothills Creek Learn how to be a blacksmith for the day LOCAL CONTINUED FROM PAGE 40 Brown Lowery Provincial Park, tucked off Highway 762, may be one of Home to The Most Beautiful Art the smallest parks in the province, but Tour and a multitude of galleries in boasts some of the nicest trails – just Bragg Creek, Black Diamond, Okotoks, perfect for a leisurely family stroll. High River and Nanton, a drive will net In Black Diamond, you will find an you a new appreciation of Alberta’s art- exceptional riverside off-leash park, as ists no matter what their medium. well as the Friendship Trail that leads pedestrians to Turner Valley. Be a foodie Lace up your walking shoes and hit You won’t starve in the Foothills. the paths. It seems like everywhere you look there’s another eatery. Familiar favou- John Ware Ridge rites are the Hitchin’ Post Drive-In in On the very western edge of the Foothills, High River, Rancher’s Corner at the right before Kananaskis Country, stands junction of Highways 22 and 549 East, John Ware Ridge. Little Fast + Fresh in Okotoks and the Named after the former slave turned new Root 22 in Longview. Alberta cowboy, John Ware Ridge is a Find your own favourite, or just ask reminder of a history rich in lore, tall a local. tales and amazing people. A cairn in honour of the cowboy sits Take a farm tour or at the base of the hill. blacksmith for a day Get there by turning south at the This is ranch country. junction of Highways 549 West and 762. Agriculture was and still is a way of Drive the winding, dirt roads until you life for many in the Foothills. reach the end and you’ll find the cairn. Knowing where your food comes from is a gift and there are lots of pro- Family outing at Granary Road MINORS WELCOME ducers around who are happy to show Bring everyone for a Foothills experi- off their operations. ence you won’t soon forget. ORIGINAL JOE’S OKOTOKS Grazed Right, a cattle ranching fam- Granary Road is a brilliant mix of #150, 28 Southridge Drive, Okotoks, AB • 403-938-7001 ily-business near Black Diamond, offers dining, shopping, a public market and farm tours, as does the self-proclaimed SUN - THURS 11:30am - 10pm • FRI & SAT 11:30am - 12am massive outdoor park all on one gor- Garlic Queen of Forage and Farm near geous, grassy site. The outdoor park is Happy Hour every day 3pm-6pm & 9pm-close Millarville. the perfect place to let children run and Another fantastic farm tour is at learn and play. Chinook Honey off Highway 7. Learn all Seriously, this is no ordinary park. about keeping bees and the harvesting of There’s a four-storey tall ant farm, a local honey. spider web made of ropes to climb, a pet- If you are looking to get deep into ting zoo and way more to keep everyone homesteading and lost arts, Stone Wood enthralled for hours. & Steel is the local blacksmith shop and they offer classes and workshops in the Learn to garden metallurgic arts. Gardening beneath the arch is not for Hidden parks for the faint of heart. skateboarding, hiking or dog Wild weather, late springs and cruel walking winters take their toll on any gardener. Luckily, there are many experts in The Foothills can get busy, but they are the Foothills ready to lend and ear and rarely crowded. offer advice on what grows best in this With so many parks, natural areas tricky area. and recreational spaces, it’s not hard to Check out Vale’s Greenhouses, find a piece for yourself. Kayben Farms, Beaver Dam Nursery or Okotoks boasts a phenomenal skate Country Depot for great selection and park and the small towns that pepper the insider advice. hills have so many parks for children to play and adults to sit and relax. LOCALS CONTINUED ON PAGE 46
Serving Traditional Fish & Chips with an Organic Twist Dine In, Take-Out, and Patio 2 Locations: Calgary and Okotoks Open Wednesday to Sunday Organic Potatoes Wild Caught Fish • Non GMO Oil
94 Elizabeth Street, Okotoks | 587.757.9995 | www.thebritishchippy.com Page 90 OkotoksOkotoks — — Bragg Foothills Creek 2020.07.16July 2020, Summer Explorer 45
Crafted to be Alberta’s finest Traditional German Beer.
0.4959
Visit our taproom in the heart of Turner Valley, Alberta. The perfect place after an adventure in the beautiful Rockies or a day trip while exploring Alberta! Our beer is crafted to perfection in accordance with German Purity Laws. Made with only four traditional ingredients, Fahr Beer is guaranteed to leave you refreshed and wanting more! Try our Radler, the official beer of summer, or our latest Non-Alcoholic beer!
Beer So Good, It’s Award winning!
James Greisinger of Stone Wood & Steel near Millarville offers classes and workshops in the metallurgic arts. FOOTHILLS TOURISM PHOTO
Dine In, Pick Up + Delivery: 46 McRae Street, Okotoks www.heartlandcafe.ca 403 995 4623
Heartland Cafe & Restaurant
Page 91 46 Summer Explorer, 2020.07.16July 2020 OkotoksOkotoks — — Bragg Foothills Creek Trails, food and views LOCAL CONTINUED FROM PAGE 44 See it all at the Leighton Arts Centre Up the winding back roads, you’ll find the Leighton Art Centre. Perched atop a hillside with a view of the sur- rounding foothills and a 300-mile view of the Rocky Mountains, you will find the house Alfred Crocker Leighton built as a home for himself and his wife. If the views aren’t enough, the Leighton Art Centre hosts exhibits by outstanding Alberta artists. Come for the scenery as Alfred Leighton did and stay to admire the artwork and browse in the gallery. Trails at West Bragg Creek Bragg Creek is well known for its hiking, biking and equestrian trails off Highway 66, but the locals know the best place to find solitude in nature is at West Bragg Creek. Head west past the townsite and across the bridge over the Elbow River, then turn left and head for the hills. The scenery at the Leighton Arts Centre is as pretty as a picture. FOOTHILLS TOURISM PHOTO Fine dining Azuridge Longview Steak and Bavarian Inn At the Bavarian Inn, locals tuck-in for a German Locals know to spend at least the afternoon and feast prepared with modern flair. Almost hidden in the possibly the entire day, if hitting the shops is your Three restaurants have made an experience out of pair- spruce and pines of Bragg Creek, the Bavarian Inn’s activity of choice. ing gorgeous settings and fine dining: the Longview charm and flavour is a cozy delight to be experienced. Steakhouse, Azuridge and the Bavarian Inn. Reservations at all three are a must. Take a drive They didn’t name it Longview for nothing and the view from the Longview Steakhouse is nothing short Shopping – so much shopping! Any direction is sure to supply enough natural beauty of spectacular. to fill your eyes and your heart. If being treated like royalty makes you smile, this It would take weeks of dedicated effort to hit every From Highway 549, to Highway 762 into Bragg family-run restaurant is just the ticket. shop around; from feed stores to footwear, every town Creek or Plummers Road to the 546 into Bluerock At Azuridge, south of Priddis, it’s not only the view has so much on offer. Provincial Park, wherever your car takes you is a that will stun. This former residence has architecture Don’t overlook any of them because you never wonder. that turns heads and drops jaws. know what treasures you will find inside. So grab a map, fill up on gas and get going. HOT SUMMER GUIDE A Digital provincial Tourism Guide published by Great West Newspapers on 9 digital news sites in Alberta!
Seen by over 500,000 readers every month! Contact your Media Sales Specialist at
A variety of Marketing Packages available for tourism-related businesses and organizations – tailored to meet your individual needs and budgets! to find out more! Page 92 OkotoksOkotoks — — Bragg Foothills Creek 2020.07.16July 2020, Summer Explorer 47 Breweries offer a welcoming space to relax and learn about beer
CRAFT CONTINUED FROM PAGE 38 sit in and relax and have a nice time,” said Hub Town Its signature beer, Black Diamond Blonde, won best co-founder Mark Watts, who compared it to Cheers. in class at the Alberta Beverage Awards. Most recently Co-founder Lisa Watts – Mark’s better half — its Grunt Work Amber Ale took third place in the agreed. Alberta Beer Awards. “There’s no pretence, you don’t have to know any- “Those are our top selling beers and lot of people thing about beer you just have to come in and we will have made them their go-to beers,” said Hard Knox treat you like we have known you for years,” Lisa said. founder Pamela Lyken. However, unlike Cheers it’s not in a basement. The Crystal Ridge Golf Club Growing up in the nearby Millarville area, Pamela taproom and lounge are in a spacious indoor area, and her brother Cory thought Black Diamond would which has garage doors that opens up onto a patio be an ideal spot to set up their brewery. along downtown Okotoks. “This is our stomping ground and knowing Black In the future, a rooftop deck is planned for Hub 18 holes of mini golf also an option Diamond is a nice tourist town, it’s location, the Town. But there’s more to a taproom than friendly gateway to the Kananaskis or to Crowsnest, we knew staff – beer is also kind of important. LINKS CONTINUED FROM PAGE 37 this would be a good location for a Mark and Lisa both earned their destination brewery,” Pamela said. American Brewers Guild in Vermont Restrictions due to COVID-19 mean fewer tables in Just a stone throw from the popu- — a hotbed for craft beer. the lounge and patio, but the restaurant is still serving lar Cowboy Trail, Hard Knox is a “We also get a lot of “We have some core beers, that those who choose to have a meal on-site. popular place for motorcyclists or we always have 1882 (a golden lager) Visit www.turnervalleygolf.com for further infor- cyclists to take a break. cyclists and hikers.” and the Irish Red, and there are a few mation or to book a tee time. “We have designated parking for that we just keep recycling through,” motorbikes and they really appreciate Pamela Lyken Lisa said. Crystal Ridge Golf Club that,” Lyken said. “We also get a lot of Hard Knox Brewery There are pints and sleeves Crystal Ridge Golf Club, a nine-hole championship cyclists and hikers.” that can be drank on the premises. golf course, is located in the northeast end of Okotoks There’s plenty of space for cyclists, Growlers – a 64-ounce hillbilly like and features mature trees and meandering streams and bikers, shoppers and tourists. jug — are available to take home as lakes on each hole. It has a picnic style outdoor area, which is ideal for are the 32-ounce can crowlers. The course includes up to eight tee boxes per hole, the spring, summer and fall. As for food, it’s BYOF – bring your own food. While making it approachable for players of any skill level. The brewmaster is David Karran from Okotoks, there are chips and chocolate bars available, patrons These multiple options also allow golfers to choose a who was in the oil patch before attending Olds College are invited to bring in food from many of the fine different tee box on the “back nine,” making it possible to learn how to make beer. restaurants in the surrounding area. to turn the nine-hole course into an 18-hole experience Hard Knox sells refillable 64-ounce growlers and For more information about Hub Town go to that plays differently the second time around. 32-ounce howlers. For sit down it sells 16-ounce, hubtownbrewing.com In addition, Crystal Ridge Golf Club offers 8-ounce and 5 ounce glasses of beer. Another brewery in the area is High River Brewing MaxMan’s Mini Golf, an 18-hole course fun for the For more information go to hardknoxbrewery.com Company — which assisted Hub Town when it was entire family. Hub Town Brewery has become a prime location to starting out. Crystal Ridge aims to provide a friendly and social grab a beer in downtown Okotoks on Elizabeth Street. While these are destination sites, the key is getting atmosphere with quality service and a beautiful course. “This is a place where everybody fits in and can just home. Please don’t drink and drive. Visit www.crystalridgegolf.com for more information.
Page 93 TNC Publishing Group Proposal 1. TNC Publishing Group Proposal and costs 2. TNC Publishing Group original proposal to Leslie Lambert 3. TNC Publishing Group – Town of Vermilion
Page 94 #1, 6923 Farrell Road S.E. Calgary, Alberta, T2H 0T3 publishing distinctive magazines since 1972 May 4,2021
Foothills County (00205) 309 Macleod Trail SW Box 5605 High River, Alberta T1V 1M7
Attention: Jessica Clement, Communications / Legislative Services
Hello Jessica;
This letter is a follow-up to our Zoom meeting of Monday May 3, 2021. TNC Publications, an industry leader in business, corporate, community and trade magazine publishing. I have enclosed a example of our work, in this case, “Community of Vermilion”, an community-specific magazine geared to the Town of Vermilion and the surrounding area.
The magazine’s purpose is to showcase the Town of Vermilion, while providing pertinent and informative editorial related to the community, there by having retention value and keeping the town's name in front of their target market for a longer period of time. The magazine is printed in full-colour, using high-gloss heavy stock paper, so it will withstand a lot of handling while retaining its original high quality. We also supply the entire magazine as a PDF at no cost, for you to down load the entire magazine to your website.
The magazine is entirely co-sponsor supported – there was no cost to the Town of Vermilion to participate in this marketing venture. We did all the legwork to secure the co-sponsors’ support of the magazine with the approval of community on every advertiser. This way, Town of Vermilion gets their message and brand promoted and the co-sponsors get exposure to their target audience. It’s a win-win for all parties.
Please call or email me at your convenience, to set a date and time to discuss the possibilities further.
Sincerely,
Brian S. Graham, Publisher enclosed
Page 95
February 5, 2019
Foothills County 309 Macleod Trail SW Box 5605 High River, Alberta T1V 1M7
Attention: Leslie Lambert, Communications Coordinator
Dear Leslie;
Thank you once again for giving TNC Publishing Group the opportunity to publisher an a high quality magazine both in print forma and digitally for Foothills County, beginning in the Spring of 2019.
The editorial and photography within this publication would reflect the many aspects Foothills County has to offer, utilizing all their resources, that they have at their disposal.
The responsibilities between the two parties are a follows:
Foothills County responsibility:
• Creative a specific objective and editorial direction for the magazine. • Furnish a list of recommended business's and partners as potential advertisers. • Write a letter of introduction to each individual prospective advertiser. • Phone a few selected advertisers and make appointments for the representative, if the representative requires such assistance. • Supply editorial and photography by the agreed upon deadline date. • Be supportive, if asked and recommend the program to any prospective advertiser. • Distribution of the magazine would be the responsibility of Foothills County.
TNC Publishing responsibility:
• TNC representative is to sell advertising to agreeable prospective parties. • Creative, design, layout and production of the magazine. • Draft a rough mock-up designed jointly by Foothills County and TNC.
Page 96 • TNC will produce proofs to Foothills County for final approval. • Once approved, TNC will send the magazine to press for printing. • Provide advertising layout/design services if requested. • Adhere to timelines/deadlines set out jointly by Foothills County and TNC. • Print the magazine once the final proof has been approved. • TNC to supply the complete magazine as a PDF to Foothills County for online use. • TNC is to ship the completed magazine to Foothills County in bulk.
TNC is committed to producing a quality publication using their years of experience, as well as provide Foothills County with a team of qualified professionals that otherwise might be a challenge to assemble on its own with the financial burden that entails. The magical ingredient to this proposal is TNC will provide this at no cost to Foothills County, as the advertising revenue will cover these expenses. The advertising rates will be set realistically and competitively to ensure success.
All of us at TNC Publishing Group are excited to begin this project immediately and look forward to working yourself. After Foothills County careful consideration of this proposal, I would be prepared to meet with yourself to address any questions and finalize an agreement.
Sincerely,
Brian Graham
Brian S. Graham, Publisher
6923 Farrell Road SE Calgary, Alberta T2H 0T3 403-203-2063 888-822-8112 [email protected]
Page 97 Page 98 SPECIALIZING IN THE FABRICATION OF ABOVE-GROUND STEEL STORAGE TANKS INCLUDING DESIGN, BLASTING, PAINTING, COATING & INSULATION SERVICES.
Leading Manufacturing Group has a totally self-contained fabrication facility in Vermilion, AB which allows us to build tanks up to 23’ 6” diameter, and 50 feet in height, in a quality controlled indoor environment.
The shop has four 20-ton cranes, and several 5- & 10- ton, with 50' under the hook. Our 3 yard cranes have a capacity of up to 100 ton. Our environmentally and applicator friendly finishing shop allows us to blast, paint & coat.
Leading Manufacturing Group has a very experienced tank drafting department, capable of offering quick drawing turn-around. Add that to the fact that both plants are capable of running 24-7, and can offer some of the best delivery schedules in the marketplace.
www.leadingmanufacturing.comPage 99 Join us
SPECIALIZING IN THE FABRICATION OF ABOVE-GROUND STEEL STORAGE TANKS ECONOMIC DEVELOPMENT INCLUDING DESIGN, BLASTING, PAINTING, COATING & INSULATION SERVICES. We welcome your business. The Town of Vermilion places a high With developments in Industrial, We like to shop locally in Vermilion priority on Economic Development – Highway Commercial and Residential where familiar faces greet customers but just like you, we know that there is and Vermilion’s high speed internet within an array of businesses includ- more to life than business. service ‘V-Net’ the Town of Vermilion ing pharmacy, clothing, furniture, Vermilion has a quality of life that is is ready and open for new investment. hardware/lumber, agricultural second to none. We have the best of Many of our existing businesses are dealerships, oilfield companies, both worlds – big-city amenities with family owned and operated with some boutiques and restaurants. Our small-town friendliness and security. of these businesses over one hundred residents are outstanding citizens Strategically located along the years old. donating their time, talents and picturesque Vermilion River at the finances to local boards, cultural main intersection of Yellowhead In Vermilion we offer groups, committees and sports teams. Highway #16 and Buffalo Trail ‘New Ideas for Living’ and Vermilion is so active it is hard not to Highway #41, Vermilion is a hub New Ideas for Business. get involved. within the Alberta Eastern Trade Our Economic Development office Corridor. Two hours east of Vermilion offers quality parks gives personal attention to make Leading Manufacturing Group has a totally self-contained fabrication facility in Vermilion, AB which allows us to build Edmonton, Alberta and the Edmonton including the Vermilion Provincial sure you get what you need to locate tanks up to 23’ 6” diameter, and 50 feet in height, in a quality controlled indoor environment. International Airport and only 30 Park, Heritage Park, recreational and in Vermilion. For more information minutes to Lloydminster, AB/SK, cultural facilities and programs about our ideal business community, Vermilion has become and is complimented by well designed contact us today! The shop has four 20-ton cranes, and several 5- & 10- ton, with 50' under the hook. Our 3 yard cranes have a capacity recognized as a strong and effective neighborhoods and crescents, along Mary Lee Prior, Economic Development of up to 100 ton. Our environmentally and applicator friendly finishing shop allows us to blast, paint & coat. service centre. with a mix of commercial and Phone: 780.581.2419 or 780.853.7747 Our local economy is based primarily industrial businesses. We also offer Email: [email protected] Leading Manufacturing Group has a very experienced tank drafting department, capable of offering quick drawing on three key sectors - agriculture, the outstanding medical services. www.vermilion.ca oil and gas industry and education. turn-around. Add that to the fact that both plants are capable of running 24-7, and can offer some of the best delivery schedules in the marketplace. Project Co-ordinator: Mary Lee Prior, Community Economic Development Coordinator Publisher: TNC Publishing Group For additional inquiries call 1.888.822.8112 Marketing Director: Diana Beanblossom Vermilion Economic Development #1, 6923 Farrell Road S.E. 5021 - 49 Avenue, Vermilion, Alberta T9X 1X1 Art Director: Anne Allen Marketing: Eva Stefansson Calgary, Alberta T2H 0T3 Phone: 780.581.2419 Fax: 780.853.4910 A Division of TNC Publishing Group Email: [email protected] Accounting & Administration: Nancy Salatino http://tncpublishing.com @NewIdeas4Living The Vermilion Business and Community Profile is PRINTED IN CANADA. All rights reserved. Reproduction in whole or in part is prohibited without /TownofVermilion published by TNC Publishing Group in conjunction with and for the Town of Vermilion. The publisher accepts no prior written permission from the publisher. Download responsibility for advertising claims, the safe arrival of vermilion.communityapps.ca unsolicited manuscripts, transparencies, illustrations or Explore Vermilion other materials: however inquiries are welcome. www.leadingmanufacturing.com Page 100 www.vermilion.ca 3 WELCOME TO VERMILION
Mayor’s Message Our picturesque community boasts Industrial, commercial and residential murals, unique gardens and an outdoor investment opportunities are all community oven all part of our award immediately available. We continue winning brand “New Ideas for Living”. to enhance our award-winning Our community hosts a vast array business attraction and retention of year-round activities in our parks, programs promoting strong walking trails and outstanding economic development. Our council recreational opportunities including and business community are strong the Vermilion Provincial Park adjacent promoters of economic activity with to the town boundaries. Our energetic the town and surrounding region. arts and culture scene which includes Tempted to learn more about our Caroline McAuley, Mayor many festivals and events and our Good community? Visit our webpage at Life Institute will ensure there is always www.vermilion.ca or better yet, something happening in town! download our Explore Vermilion App Welcome to Vermilion, a town to keep informed on all the latest like none other. Our dynamic “Vermilion has a broad vision happenings in town. and vibrant community offers a for a thriving unique blend of strong economic and sustainable future.” We encourage you to learn more development, dedicated about our community and the community partnerships and a Are you interested in working in a services we offer. So come and vibrant arts, recreation and culture dynamic and prosperous economic discover one of Alberta’s best kept scene. Nestled at the crossroads community? Vermilion has a broad secrets... Come for a day, a week and of Highway 16 and 41 we are vision for a thriving and sustainable stay for a lifetime. Vermilion - New in the heart of the agricultural future and is deeply invested in Ideas For Living! supporting businesses that share this and oil industries experiencing Caroline McAuley, Mayor strong growth in our residential, vision. industrial and commercial sectors.
GOOD LIFE INSTITUTE
About Us Love from Around the World Art in the Park We believe that people can live February September Embrace an evening themed around Join us for a fun-filled day for the fuller, happier, healthier and cultures from around the world, featuring whole family at the Heritage Park as more productive lives through a three course meal, entertainment and we feature painting classes, artisan educational experiences in a learning opportunities. vendors, lunch, and cinnamon buns pristine, natural setting away from from the brick oven. the hustle and bustle of everyday The Race Vermilion life. Discover your passion: Learn it, March Savor Live it, and Take it to the next level Gather a team of 4 individuals to November right here in Vermilion, Alberta. participate in mental and physical Succulent, stylish and sophisticated, NEW IDEAS FOR LIVING! challenges throughout the town of Savor is an evening of wine, scotch, Vermilion. beer and food tastings. The Good Life Institute has developed five events that focus Taste of Vermilion www.TheGoodLifeInstitute.ca on highlighting what our local June Phone: 780.581.2410 community has to offer along with Operating alongside the Canada Day Email: [email protected] our businesses, organizations and activities, we feature an evening of food Facebook:/TheGoodLifeInstitute clubs. Our top-notch events that tasting from differing local vendors, a Twitter: @GoodLifeInst we have scheduled are: beer garden, and entertainment, followed by an outdoor movie and fireworks.
4 BUSINESS & COMMUNITY PROFILE Page 101 LOCATION
Vermilion, Alberta, Canada The Town of Vermilion is strategically located on the crossroads of Yellowhead Highway #16 and Buffalo Trail Highway #41. Vermilion is a corner- stone within Alberta HUB and the Eastern Alberta Trade Corridor between the high population centre of Edmonton, the City of Lloydminster and the Saskatchewan border, and the resource rich areas of Northeastern Alberta. With Highway #41 descending south to the U.S. border, Vermilion sits on two main transportation routes that host a number of vital supply chains to the region. Vermilion is a key member of Alberta HUB with Alberta HUB being a partner in the Eastern Alberta Trade Corridor. The Eastern Trade Corridor is part of the Ports to Plains Alliance which is a 2300 mile highway system from the Gulf of Mexico through the United States to the Alberta HUB region.
Page 102 www.vermilion.ca 5 Visit us
MUNICIPAL GOVERNMENT SERVICES
TheWater: Alberta Central East (ACE) Regional InWaste an effort Management: to divert more material TelephoneTelephone, service Power is providedand Gas: by Telus, Water System is connected to the Town of from the landfill, the Town of Vermilion electrical service and natural gas are Vermilion’s system. This regional system introduced curbside collection of provided by Atco. includes over 350 km of pipeline that Recycling, Organics, and Garbage. feeds potable water from a reservoir and Curbside options for collection of all 3 Internet Providers pumping station in Vegreville to Vermilion. waste streams will also be available to V-Net, Telus, Shaw, MCSNET, & CCI The water is from the North Saskatchewan industrial, commercial, and institutions. River and treated by EPCOR Utilities Inc. Town of Vermilion forces will continue VermilionPolicing: is policed by the Royal to collect garbage which is hauled Canadian Mounted Police which Sewage: to the Vermilion Transfer station and provides services for this rural Sewage is collected in a mechanical then land filled at the Beaver Regional detachment as well as highway patrol. extended aeration plant with polishing Landfill located near Ryley, Alberta. Our municipal bylaws and traffic pond that then flows continuously into Co-mingled curbside collection of enforcement is complemented with a the Vermilion River. This facility meets recyclables is completed by a private dedicated Town Peace Officer. and is operated to a current standard contractor who collects, sorts and that meets the requirement of Alberta market all acceptable recyclables. In FireOur community Dept: is protected by a 30 Environment. Vermilion is constructing a future a curbside organics collection person volunteer Fire Department & new Membrane Bio-Reactor Facility that program will be kicked off with plans enhanced with a beneficial partnership will exceed the new regulations of Alberta for a compost pad developed near with the County of Vermilion River. Environment and Environment Canada the Vermilion Transfer Station. Please as well as provide the additional capacity visit vermilion.ca/wastematter for Health Services: needed to accommodate future growth. additional information. See Page19.
Town of Vermilion Family & Community Support Services Public Library Phone: 780.853.5358 Fax: 780.853.4910 (FCSS) Phone: 780.853.4288, 5001 - 49 Ave. 5021 - 49 Ave. Vermilion, AB T9X 1X1 Phone:780.581.2413 www.vplibrary.ca Email: [email protected] Website: www.vermilion.ca Email: [email protected] Finance & Administration Regional Waste Transfer Station Town Manager Phone:780.581.2400 Phone: 780.853.4572, Pare Drive (North) Phone:780.581.2403 Fire Alarm Only RCMP Arena 911 Phone: 780.853.4441, 5115 - 50 Ave. Phone: 780.853.2838, 5514 College Drive Fire Department (Office) Senior Support Program Community Economic Development Phone: 780.853.5883, 5010 Railway Ave. Phone: 780.581.2414 Phone:780.581.2419 Midtown Medical Clinic Stadium Community Services Phone: 780.853.2809, 5706 - 50 Ave. Phone: 780.853.5546, 5510 College Drive Phone:780.581.2402 Planning and Development Transportation & Utilities Curling Rink Phone:780.581.2404 Phone: 780.581.2415 Phone:780.853.5638, 5510 College Drive
6 BUSINESS & COMMUNITY PROFILE Page 103 Funerals • Pre-Arranging • Monuments RESIDENTIAL • COMMERCIAL • OILFIELD • INDUSTRIAL Memorials • Payment Options • Cemetery Services Ferbey Sand and Gravel Ltd. is a family business providing quality service & aggregate supplies. The company started in 1959, and incorporated in 1976. Our office, shop and supply yard is located in the Town of Vermilion.
Equipment: Jaw & Cone Crusher • Screening Plants • Compacting Equipment Loaders & Graders • Dump Trucks & Trailers • Excavators Fields of Expertise: Gravel Crushing & Processing • Sand Screening Grading & Excavation • Hauling Sand & Gravel Snow Removal • Free Quotes Upon Request 4824-51 Avenue • P: 780-853-5100 • www.lakelandfuneralhome.ca A Division of The Caring Group Serving all faiths & cultures
4509 - 47 Ave., Vermilion, AB T9X 1H9 • P: 780-853-4960 • F: 780-853-4849 Laurence: 780-853-0445 • Jason: 780-853-3777 • [email protected]
780.846.2244 www.vermilion-river.com
The County of Vermilion River advantages include excellent transportation access, thriving entrepreneurial spirit and numerous development opportunities. A centre for Agriculture and Oil & Gas, we are home to 8,267 skilled, innovative and dedicated residents. We welcome you to make the County your new home! SUSTAINABLE. VIBRANT. DIVERSIFIED.
All colleges say they are educating the leaders of tomorrow. AT LAKELAND, YOU LEAD TODAY.
That’s what makes a Lakeland College education different. Find out what it means to take the lead.
Visit lakelandcollege.ca/lead
Page 104 www.vermilion.ca 7 Shop Locally
BUSINESS RESOURCES
BizPal Ministry of Labour Starting a Business www.newideasforliving.ca/bizpal/ Interested in starting a business? Government of Alberta A free and innovative tool that provides Phone: 780.581.1123 You’re not alone. A number of entrepreneurs with simplified access to https://www.alberta.ca/labour-and- resources are available to help you. information about permits and licences. immigration.aspx Guidance, resources and information Business Incentive Programs BDC (Business Development for job-seekers and employers. Details on the Town of Vermilion’s Bank of Canada) Business Incentive Programs can be Phone: 1.877.232.2269 Start Up Lloydminster found on our website www.vermilion. www.bdc.ca Phone: 1.888.299.7652 www.startuplloyd.com ca under the Economic Development Financing, capital and consulting Support for entrepreneurs by offering tab. services to help grow small/medium-size enterprises. business coaching, networking opportunities and professional Business Advisory Services learning events. Business ventures in Vermilion are Community Futures Lloydminster & Region supported by a number of local, Phone: 1.888.875.5458 The Business Link regional and provincial resources. www.lloydminsterandregion.albertacf. Phone: 1.800.272.9675 com https://businesslink.ca/ AFSC (Agriculture Financial Business counseling, training, loans, self- Information and learning Services Corporation) employment program, and more. opportunities for those starting or Phone: 780.581.2345 expanding a business. www.afsc.ca Farm Credit Canada (FCC) Vermilion & District Chamber Provides loans to farmers, agri- Phone: 780.853.5738 of Commerce businesses and other small businesses. www.fcc-fac.ca Provides loans to farmers, agri- Phone: 780.853.6593 www.vermilionalbertachamber.ca Agriculture and Forestry businesses and other small agri-related Phone: 403.310.3276 businesses. Promotes, represents and enhances www.agric.gov.ab.ca the interests of Vermilion’s business Futurpreneur Canada community. Services for businesses in the primary Phone: 1.800.464.2923 production and value-added areas of www.futurpreneur.ca agriculture. Vermilion Public Library Mentoring, financing and business Phone: 780.853.4288 Alberta Women Entrepreneurs resources for youth ages 18-34. www.vermilionpubliclibrary.ca Phone: 1.800.713.3558 Business resources including books, Vermilion Economic Development research material, business work- www.awebusiness.com Phone: 780.581.2419 shops, databases, etc. Business advising, skills development, www.vermilion.ca financing and networking Business referral services, information on opportunities. business licensing, zoning and statistics.
8 BUSINESS & COMMUNITY PROFILE Page 105 BUSINESS FINANCING
Business financing and professional ATB Financial Scotiabank services for the Town of Vermilion 5014 - 50 Ave. Vermilion, AB 5037 - 50 Ave. Vermilion, AB is serviced by a number of local Phone: 780.853.4080 Phone: 780.853.5386 institutions and firms to assist businesses. While there are very few Canadian Imperial Bank of TD Canada Trust government grants available to support Commerce 5002 - 50 Ave. Vermilion, AB business development, there are 4940 - 50 Ave. Vermilion, AB Phone: 780.853.5327 some government-funded alternative Phone: 780.853.5351 financing programs available. The Vermilion Credit Union 5019 - 50 Ave. Vermilion, AB Business Link provides a good resource Farm Credit Canada (FCC) 5016 C - 49 Ave. Vermilion, AB Phone: 780.853.2822 to learn more about financing options. Phone: 780.853.5738 Advantage Insurance & Hardy Financial Group Professional Business Services Investment Advisors 5008 B - 50 Ave. Vermilion, AB A number of key business services are 5125 - 50 Ave. Vermilion, AB Phone: 780.853.1885 available in the Town of Vermilion to Phone: 780.853.2949 help you succeed in your business, Investors Group Financial including accounting, law, business Agriculture Financial Services Services advisory and real estate firms. Corporation (AFSC) #290, 4420 Railway Ave. Vermilion, AB For more information visit 5039 - 49 Ave. Vermilion, AB Phone: 780.581.7111 Phone: 780.581.2345 www.vermilion.ca under the Economic Development Tab
Vermilion & District Serving the Housing Foundation Town of Vermilion and area since 1905 5401 – 46 Street Vermilion, AB T9X 0B6 Tel: 780.853.5706 Fax: 780.853.1951 [email protected] www.vdhf.ca
Super 8 Vermilion 5108 - 47th Avenue Vermilion, Alberta ph. 780-853-4741 4939-50 Ave. fax 780-853-6362 Vermilion, AB email: [email protected] 780-853-5316 Pharmacy 780-853-4303 Photo & Post Office
Page 106 www.vermilion.ca 9 Grow with us
AGRICULTURE
One of our largest industries. Agriculture is the foundation on which There’s also a stewardship and Agland the Vermilion Region was built. Since sustainability team comprised of Phone: 780.853.5361 the area was first settled in the early representatives from the various SMF units. Enrolment in agricultural Anderson’s Northside Trailer 1900’s, agriculture has played a vital Phone: 780.853.4406 role in the development of the region. sciences programming at Lakeland Agriculture is one of the region’s has increased 44% since 2011. Cargill Ltd largest industries, pumping over 1 NCL is independently owned and Phone: 780.853.6200 billion dollars into the economy. The operated and is the largest cattle Ireland Farm Equipment Ltd. industry includes grain, oil seeds, auction market in Canada. Located Phone: 780.853.4013 beef, hogs, specialized livestock, and East of Edmonton, Alberta at J.S.K. Sales and Service Ltd. dairy products. The region is host Vermilion, NCL is situated in the Phone: 780.787.4991 to numerous trade shows, seminars centre of the highest concentration and sales related to the agriculture of Cow-Calf pairs per acre in all of North Central Livestock Exchange Inc. industry. Canada. Their field reps look after (NCL) the market needs of our producers Phone: 780.853.5372 Lakeland College’s roots in agricultural from British Columbia to Manitoba. education go back more than 100 Their professional sales staff includes Nutrien Ag Solutions years. Today the college’s program- experienced field reps, order buyers, Phone: 780-853-5308 ming is more than hands-on, it’s and champion auctioneers with Rocky Mountain Equipment student-managed. That’s what makes their buyers market reaching far into Phone: 780.853.6851 a Lakeland ag education different. Eastern Canada and extending into the northern United States. The staff United Farmers of Alberta Students learn the theory behind Phone: 780.853.5323 the decisions, then apply it to actual is available seven days per week, 365 projects. Whether they’re involved days per year. Vermilion Seed Cleaner Co-op in the Student-Managed Farm (SMF) Regular sales are held every Phone: 780.853.5488 – Powered by New Holland, running Wednesday at 9:00 A.M., including Vermilion Packers Ltd. a business through the Student- Pre-Sort sales broadcast on DLMS Phone: 780.853.4622 Managed Enterprise, hosting a throughout the fall and spring starting Vermilion Veterinary Clinic working cow horse competition, or at 12:00 noon. In addition, feature Phone: 780.853.5904 creating a nutrition and exercise plan bred cow and heifer, bull, purebred, for plump pets, students are actively and special sales are held on Mondays Viterra Inc. involved in their learning. Students and Saturdays throughout the year. Phone: 780.853.2700 work together to make production Live internet auctions through DLMS are also held EVERY Thursday at 10:00 Webb’s Crop Services Ltd. and management decisions and Phone: 780.853.6565 initiate new research projects. A.M. For more information regarding any of our marketing options, please Webb’s Machinery (Vermilion) Ltd. contact the market at 1-780-853-5372. Phone: 780.853.5196
10 BUSINESS & COMMUNITY PROFILEPage 107 ENERGY
About Us On the crossroads of Yellowhead In Vermilion, land prices are Both industrial parks have easy access to Highway #16 and Buffalo Trail moderate and new residential Highways 16 and 41. Millions of dollars Highway #41, Vermilion is developments encourage easy and of freight passing north and south affordable relocation or start up for strategically located between the oil between the Athabasca Oil Sands and businesses both large and small. fields in Wainwright, Lloydminster, the United States, as well as east and Elk Point and Cold Lake. All areas As such, the Town has developed west across Canada, directly move past these business parks. Vermilion is only are easily accessible from Vermilion. three new business parks – a 200 km east of Edmonton and 61 km Located within the Alberta HUB Highway Commercial Business Park adjacent to Highway 41 and two west of Lloydminster. Virtually all of the region Vermilion benefits and new Industrial Business Parks. commerce that comes through town has access from the Cold Lake oil passes the two industrial business parks. sands area as well as a major part The two industrial parks are For a full listing of our businesses in the Oil of the Athabasca oil sands - one of strategically located - Yellowhead & Gas Industry, visit our Business Directory the largest oil and gas reserves in Business Park overlooking Highway 16 and East Point Business Park on our website: www.vermilion.ca under Alberta. adjacent to the Vermilion Airport the Economic Development tab. (Page 18).
Mental Health Therapist for 17 years • Trained in Self Regulation Therapy (cftre.com) Deborah A. Tovell Professional Corporation CHARTERED PROFESSIONAL ACCOUNTANT
My firm provides cost effective, full service accounting to Vermilion and Area. Colleen Pilkey BSW, RSW ACSW #9269 #200 Prairie Place, 5208 - 46 Avenue I have 10 full time employees including bookkeepers, accounting Vermilion AB T9X 1X8 technicians and accountants. I believe in the value of relationships and 780-808-5008 view every client relationship like a partnership. My success is a result [email protected] of your success. CConneXionConsulting.ca Body • Mind • Soul I offer a wide range of services to individual and business clients who Specializing in: Stress & Trauma Resolution, PTSD, Depression, Anxiety, Chronic Pain, benefit from personalized, quality service that is beyond comparison. Gastrointestinal Issues, Migraines/Headaches & AutoImmune Disorders (stress-related illness) Both on and off site services are provided. All services can and will be adjusted to your needs.
Supplements • Essential Oils • Diiusers • Gifts • Books & Journals Tax Services SERVICES INCLUDE Compilation Engagements Crystals • Jewellery • Natural Body Products • Home Decor & Preparation Review Engagements • Personal Bookkeeping Audit Engagements Lighten Up • Business Payroll Services Month End Reconciliations Therapy and WellnessTherapy & Wellness • Corporate Financial Statements Business Plans • Non Profit Government Reporting Business Consulting • Charity • Payroll Deductions Accounting Software • Crystals Follow4931 us - to50 seeAvenue all • Estate (T4, T5, T4A, T5018, WCB) Assistance Vermilion, AB T9X 1A6 • Trust • GST Preparation Full Audit Support • Supplements our upcoming • Natural Products events!780-853-2999 [email protected] • Essential Oils • Home Decor Find upcoming classes, Deborah A. Tovell, CPA, CGA events & services on [email protected] Suite 14 • Fun Events & Classes! P: 780-853-2801 5125 - 50th Avenue Clinical Hypnotherapy • Body Balancing • RESET • Infrared Sauna F: 780-853-1728 Vermilion, AB T9X 1L9 4931Ionic Foot - 50 Bath Ave. • Crystal Vermilion Bracelets • Paintlightenuptherapy.ca Nights • Dance Classes
Page 108 www.vermilion.ca 11 EDUCATION
Public Schools Separate Schools Other Educational Programs Vermilion Elementary School St. Jerome’s School CLASS Vermilion River Adult Learning (VES) (Grades K-6) (Grades K-12) CLASS offers essential skills in literacy for 4837 - 44 Street, Vermilion, AB T9X 1G3 4820 - 46 St., Vermilion, AB T9X 1G2 adults. Phone: 780.853.2000 www.classab.ca Phone:780.853.5444 Fax:780.853.4815 Phone:780.853.5251 Fax:780.853.4343 http://ves.btps.ca https://www.stj.ecacs16.ab.ca/ Kids Korner Before/After School Care An accredited program offering quality For more information about our childcare for children grades 1 to 6. J.R. Robson School separate schools, contact us today! Phone: 780.581.5376 (Grades 7-12) https://www.vermilionplaydevelopment. 5102 - 46 Street, Vermilion, AB T9X 1G5 East Central Alberta Catholic Separate com/kids-korner-after-school-care Phone:780.853.4177 Fax:780.853.2920 Schools Regional Division No. 16 http://jrrobson.btps.ca 1018 - 1st Ave. The Play House Wainwright, AB T9W 1G9 Phone: 780.787.9118 Phone:780.842.3992 Fax:780.842.5322 Vermilion Outreach School www.ecacs16.ab.ca The East Central Family Day (Grades 10-12) Home Agency An alternative High School, Vermilion An accredited program offering quality childcare for newborn to after school age Outreach provides an educational children. program that gives students the Home Schooling Phone: 780.853.6190 opportunity to complete their School of Hope - Vermilion high school diploma outside of the Home Schooling Vermilion and Area Brighter traditional school setting. (Grades 1 -12) Beginnings 4925 - 50 Ave. Vermilion, AB T9X 1A6 Home visitation (0-6yrs), centre based Many students and their families choose Phone:780.853.2111 Fax:780.853.2005 private preschool, community outreaches the School of Hope for our flexible http://vos.btps.ca and a summer program. learning environment. Each student Phone: 780.853.6633 can complete his or her coursework For more information about our public at their own pace and has access to Vermilion Play Development - schools, contact us today! knowledgeable and dedicated teachers Early Learning Center Buffalo Trail Public Schools and staff to support them along the way. An accredited program that offers pre- school programming. Central Services 5212 Railway Ave. Phone: 780.581.0108 1041 - 10A St., Wainwright, AB T9W 2R4 Vermilion, AB T9X 1C2 Phone:780.842.6144 Fax:780.842.3255 Phone:780.853.2188 Fax:780.853.9798 Vermilion Play Development - Email: [email protected] Toll Free: 1.888.350.4673 Daycare - Lakeland College http://www.btps.ca/ https://schoolofhope.org/ Phone: 780.853.8531
Great People, Great Service. Part of Vermilion Since 1933
Vermilion • Vegreville • Lamont webbsmachinery.com 780-853-5196 webbsford.com • 780-853-2841
12 BUSINESS & COMMUNITY PROFILEPage 109 Leading. Learning. Since 1913
POST-SECONDARY EDUCATION
Lakeland College Every college says they are educating • Interior design technology students Lakeland is also actively involved the leaders of tomorrow. At Lakeland design award-winning kitchens and in applied research that’s driven College, our students are leading bathrooms. by technological innovation, excellent student outcomes and today with work-integrated learning • Environmental sciences students supporting social, environmental and opportunities. take charge of projects through the economic life in Alberta and beyond. That’s what makes a Lakeland Student-Environmental Consulting Commercial agriculture research and education different. Through Office. development is a leading applied innovative labs, exciting field trips, The options for study at Lakeland research priority for Lakeland. international experiences, and plenty are as diverse as the college. The While students are the reason that of practicums, students participate Vermilion campus is the site of in shaping their own education. We any college exists, its facilities often programs in agricultural sciences, become a focal point for community challenge our students to step out environmental sciences, fire and of their comfort zones and tackle activities. Lakeland is proud of emergency services, human services, the diverse range of facilities and student-managed opportunities: interior design technology, and trades resources that are available for • Agricultural sciences students pre-employment and apprenticeship both our students and the broader run a profitable agribusiness on the technical training. community, including the Alumni Hall Student-Managed Farm – Powered Each year thousands of students Theatre, Recreation Centre, Equine by New Holland. They make six- take full-time, part-time and short- Centre, Alumni House, W.J. Elliot figure decisions about acres of crop term emergency services programs Arboretum and residences. and hundreds of head of livestock. and courses through our Emergency Lakeland also has a campus in • Emergency services students lead Training Centre (ETC). As one of the Lloydminster. Through full-time, part- a team as captain or battalion chief most advanced emergency services time, online and blended delivery while battling the most realistic fire training facilities in Canada, the ETC programs and courses, the college simulations in Western Canada at includes a 50-acre site in Vermilion serves about 6,500 students each year. the Emergency Training Centre. and a 27-acre remote site south of For more information, contact: town for students to put theory into • Human services students develop Lakeland College their own Play Program and work action. Toll Free: 1.800.661.6490 with children, from infants to age Email: [email protected] five. Website: www.lakelandcollege.ca
Page 110 www.vermilion.ca 13 Family Fun
TOURISM, FESTIVALS & FAIRS
Parade: Tourism Thursday at 11:00 a.m. Canada Day in Vermilion Like Alberta, the Town of Vermilion is Head to downtown Vermilion on June an exceptional vacation destination Livestock Shows: 30 for the annual Canada Day and you won’t soon forget, filled with The fair’s livestock shows are always Multiculturalism Festival. unique activities, urban charms and popular attracting many exhibitors cultural jewels. Why June 30? We would like to and spectators alike. Besides the showcase our businesses to you! For more information, visit: competitive spirit, the shows also add Shopping all day with tons of food www.vermilion.ca to the sites, sounds and smells that and activities for the whole family to Email: [email protected] help to keep the Vermilion Country enjoy! Fair true to rural roots. Shows include: Events for the day include a pancake Agricultural Fair beef, light horse, heavy horse, sheep, breakfast, children’s activities, an The Vermilion Agricultural Fair chicken and goat. is presented by the Vermilion open stage, beef on a bun, trade show, geocaching, frisbee golf, Agriculture Society. Events include a Trade Fair and More: parade, trade show, animal judging, The Trade Fair Exhibit runs throughout barbecue supper, outdoor movie and pony chuckwagon and chariot races, the fair, and is part of the admission to live entertainment at the Vermilion Provincial Park and of course, entertainment and agricultural/ the annual Vermilion Agricultural Fair. horticultural displays. Each year fireworks. Canada Day in Vermilion is several thousand exhibitors showcase For more information on the Vermilion free for everyone who would love to their talents in a friendly competitive Agricultural Fair, please contact: spend the day enjoying the sunshine spirit. and embracing our Canadian culture. Vermilion Agriculture Society Exhibitors come from Phone: 780.853.4108 Upcoming Dates: Fax: 780.853.4838 June 30, 2020 (Tuesday) across the province June 30, 2021 (Wednesday) Email: [email protected] to compete in the shows. June 30, 2022 (Thursday) Website: www.vermilionag.ca The Vermilion Agricultural Society is a not for profit organization run by volunteers. Many hours of work and Upcoming Fair Dates Visitor Information Center organization by the volunteers of the July 23 - 25, 2020 society, committee members, the July 29 - 31, 2021 exhibitors and additional volunteers July 28 - 30, 2022 bring this event to fruition. The July 27 - 29, 2023 society’s goal is to make the fair informative, educational and fun for families. 4606 - 52 Street Vermilion, AB Phone: 780.853.6593
14 BUSINESS & COMMUNITY PROFILEPage 111 McMinis & Company CHARTERED PROFESSIONAL ACCOUNTANTS
5135 - 50th Avenue Vermilion, AB T9X 1A8 P: 780-853-2922 F: 780-853-2707 [email protected]
FEBRUARY MARCH JUNE SEPTEMBER NOVEMBER
We believe that people can live fuller, happier, healthier and more productive lives through top-notch, White Swan Restaurant hands-on events. Chinese & Western Cuisine Eat In • Take Out • Catering LUNCH EVENING Discover your passion: SMORG SMORG Learn it, Live it, and Take it to the Monday - Friday Sunday 11:30 am to 11:30 am to next level right here in Vermilion. 2:00 pm 2:00 pm
Hours: 780-853-1844 Mon. - Fri.: 11:30 am - 9:00 pm 5010 - 49 Ave., Vermilion Saturday: 4:30 pm - 9:00 pm Sunday: 4:00 pm - 9:00 pm Closed on Holidays
• E-refill For Regular Medication • Medication Review & OTC Consultation • Travel Consultation • On-The-Spot Strep Screening • Prescribing Pharmacist • Free Delivery In Town
5009 - 50th Ave. • Vermilion, AB T9X 1A7 P: 780-853-5672 • F: 780-853-5780
Page 112 www.vermilion.ca 15 Our backyard
VERMILION PROVINCIAL PARK
Our community treasure. For the serious bird watcher, the Features: Vermilion Provincial Park is home to • Hiking Trails (23 km) The Vermilion Provincial Park is our more than 100 different species of community treasure, reaching out over • Cross-Country Ski Trails birds. And if you’re lucky, you’ll see 14 km (750 hectares) along the south • Mini-Golf Course shore of the Vermilion River Valley. owls, Canada Geese, and Great Blue • Campground (124 sites) The park is open year round! Boasting Herons too! + 6 group use approx 23 km of hiking trails, including For the fishing enthusiast, the park 43 power Wild Rose Trail, Cathedral Trail, Fescue features the stocked Claude N. 6 with power & water, Trail, and Lakeside Trail, you will hike to Brennan Memorial Trout Pond. 19 with power/water/sewer your heart’s content! There are also a • Ball Diamonds/Soccer Fields number of trails for cross-country skiing The Vermilion Provincial Park is a popular spot for tourists who love • Spray Park and horseback riding. Five km of the • Bird Watching (over 100 bird species) trails are paved paths for rollerblading to camp! Our campground has • CN Station and biking, and to also accommodate all amenities you’d need to enjoy our guests in wheelchairs. That’s how overnight camping. Several additional • Horseback Riding we roll! areas are available during the day, • Trout Pond/Fishing including two shale ball diamonds, • Rowing/Canoeing The winter snow transforms our several soccer fields, children’s spray • Rollerblading/Biking trails into one of Alberta’s finest cross country skiing venues. Our ski season is park, and a mini-golf course. Campsite Reservations extended because many of the trails are A distinctive feature in the park is the Phone: 1.877.537.2757 located along the southern slope of the fully restored CN train station, used for reserve.albertaparks.ca valley and protected from the sun. So, community and private functions. Park Office Phone: 780.853.8221 strap on those snowshoes and let’s go!
Involved in the community with pride. Vermilion Branch 5037-50th Avenue, Vermilion, AB T9X 1A7 Tel: 780-853-9162 Lakeland Mall www.scotiabank.com #280, 4420 Railway Avenue Vermilion, AB T9X 1G1 780-853-0086 www.kinectphysiotherapy.ca 780-853-0036 ®Registered trademark of The Bank of Nova Scotia.
16 BUSINESS & COMMUNITY PROFILEPage 113 LOCAL PRODUCE
Farmer’s Market Vermilion Community Gardens The May long-weekend marks the The Town of Vermilion Environment The Brennan Garden is located on opening of a majority of seasonal Committee is proud to provide the the far northwest end of 53 Avenue farmers’ markets throughout the opportunity for residents to take part in the Brennan subdivision and is province of Alberta. Farmers’ Markets in a Community Garden Program. our largest garden with room for 18 are a opportunity for Albertans to Being a part of a community plots. The East End Garden is at the experience farm-fresh, local products corner of 44 Street and Airport Drive and get a healthy head-start into the garden program provides great near the Airport Subdivision and can summer. With the increasing trend opportunities to grow healthy food, towards healthy eating and the rising participate in outdoor activity, accommodate 16 gardeners inside a popularity of local diets, farmers’ beautify our neighborhoods, meet fenced yard. markets are now more popular than new people, and share gardening All gardeners pay a membership ever. Markets include: vegetables, locally knowledge and experience. fee of $30 which helps cover the grown fruit, meat (fresh or frozen), eggs, There are currently 3 Community cost of maintaining the sites. In honey, bedding plants, fresh flowers, return, members are offered a great baking, processed food products, artisan Garden Sites within the Town of opportunity to become a part of a products and one-of-a-kind crafts. Vermilion. The First United Church Garden is located behind the church “growing” urban phenomenon. If you For more information, at 4918-52 Avenue. This was our very are interested in becoming a part of visit: www.sunnygirl.ca first Community Garden location and our Community Garden Program, Vermilion Downtown Farmer’s Market, has grown over the years and can Phone Bonnie at 780.853.5358 Open March to December now accommodate 8 gardeners. Elks Hall Tuesdays 10:00 a.m. to 1:00 p.m. Email: [email protected] Phone: 780.853.4669 (Evelyn)
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Page 114 www.vermilion.ca 17 Community
REAL ESTATE
Vermilion is a great place to purchase Several realtors and rental agencies Live the Best Life! or build a home – we have everything area available and ready to help you When you visit Vermilion, chances from mature neighbourhoods with make your move to Vermilion! are you will want to move here. majestic tree-lined boulevards, to www.newideasforliving.ca/property- We do have New Ideas For Living in brand new subdivisions bustling with search Vermilion. Residents have stated family activity, single family dwellings, that the quality of life in Vermilion is to condominiums and seniors-focused Northern Lights Realty (2000) Ltd. second-to-none, thanks to great housing complexes. Our newest 5008 - 49 Ave. Vermilion, AB amenities and service, growth and residential subdivision will feature Phone: 780.853.6763 development, established businesses, housing for various markets, great Re/Max Prairie Realty a good variety of new businesses, lots builders and wonderful communities. 5208 - 46 Ave. Vermilion, AB of parks and green spaces, various Whether you move here to raise a Phone: 780.853.2120 family or to retire in a beautiful, safe activities, good economy, good health Stewart Realty and friendly community, you will be care and that they feel it is a very 5102 - 50 Ave. Vermilion, AB able to establish your dream home family-oriented community. Phone: 780.853.4725 here in Vermilion.
TRANSPORTATION & COMMUNICATIONS
Highway Airport Weather information is available through radio from the Lloydminster Vermilion is located at the junction of The Vermilion Municipal Airport Highways 16 (Yellowhead) and 41. The Airport. Agricultural air application, has a runway measuring 3300’ x 75’. Yellowhead is Canada’s Northern Trans spraying and seeding are available An Air Terminal Building is open Canada Highway and is now recording through private contractors. Land for on a 24-hour basis. The Airport greater volumes than the Southern Trans private hangers or for industrial use is is completely located within the Canada Highway #1. The Yellowhead is available. twinned from Lloydminster to Jasper. Town, and the downtown core is Highway 41 is a north-south highway within walking distance from the linking Cold Lake to Medicine Hat. Airport. Courier Services DHL, Purolator Railway The Vermilion Municipal Vermilion is a terminal point for the Airport is a paved, lighted, Communications Canadian National Railway. The CN line Newspapers: is a secondary main line connecting year round facility. Vermilion Standard Edmonton to the west and Saskatoon to Vermilion Voice the east.
18 BUSINESS & COMMUNITY PROFILEPage 115 HEALTH & WELLNESS
Community Health Primary Care Network Here for you. • Alberta Health Services Vermilion Kalyna County Primary Care Network The Town of Vermilion has Dentists is a joint venture which provides care outstanding health care facilities and • Dr. Joe DeGirolamo to rural communities. Services are programs. In order to provide quality, Phone: 780-853-6505 typically provided by a family accessible care today and in the future • Dr. John Nelson physician. You may also see a Nurse we welcome inquiries from qualified Phone: 780-853-4704 Practitioner or a Pharmacist for a personnel from all health care fields. physical assessment and medication Please contact Vermilion Economic Denturist review. • Richardson Denture Clinic Development if you are interested Primary Care has programs designed Phone: 780-853-5887 in a health career in the Town of to improve the quality of the care your Vermilion. Human Services family physician provides to you while • Alberta Block Parents also increasing your ability to access Vermilion Health Care Centre • Al-Anon your physician’s services. The centre provides services in • Alcoholics Anonymous emergency, acute, continuing, respite • Battle River Victim Assistance Society Nurse Practitioner and palliative care, surgery, obstetrics, • Crisis Line & Kids Help Line • Kimberly Thompson X-ray, day support and much more. • East Central Alberta Child and Family Primary Care Network Kalyna County There are 25 Acute Care beds, 48 long Services Authority Region 5 206, 5208 46 Avenue, Vermilion, AB term care beds and approximately • Edge Youth Drop In Center Phone: 780.853.6966 300 people employed at the Vermilion • Family & Community Support www.kalynapcn.com Health Centre. Services (FCSS) • FOCUS Safety Training The Emergency Room is accessible 24 • Shane’s Emergency Medical Training hours a day. Visiting Hours are from • Lloydminster Interval Home • Lloydminster Sexual Assault Services Inc. 11 am to 8 pm with some exceptions. Phone: 780.718.1022 The cafeteria is open to the public. & Information Centre • Meals on Wheels Ultrasound Vermilion Health Care Centre • Person’s with Developmental • Heartland Ultrasound Inc 5720 50 Ave. Vermilion, AB Disabilities - Central Alberta Phone:780.853.5305 Fax:780.853.4786 Community Board Vermilion Public Health For a complete directory, visit: • Catholic Social Services Premura Offering services in the area of health www.albertahealthservices.ca/find- Counseling promotion, disease protection, and health/ • Walking Through Grief Society health protection. Vermilion Continuing Care Massage For more information, please contact: Phone: 780.853.3216 For a complete listing, please visit our Vermilion Public Health Living Tab at: www.vermilion.ca Vermilion Provincial Building Ambulance 4701 52 Street Vermilion, AB • Prairie Emergency Medical Mental Health Phone: 780.853.5270 Systems Inc. (911) • Alberta Health Services Vermilion & District Housing Chiropractors Optometrist Foundation • Dr. Alex Stewart • Vermilion Eye Centre A modern affordable Senior’s & Phone: 780-853-6500 Phone: 780-853-6501 Community Housing provider offering • Dr. Lloyd Esak Pharmacy accommodation in the Town of Phone: 780-853-4585 • Shopper’s Drug Mart Vermilion and the Vermilion County Clinics • Long’s Value Drug Mart River. The VDHF incorporates 86 Lodge Midtown Medical Clinic Units, 40 Supportive Housing Units Physio • Dr. Andre Louw (SL3), 8 Cottages, 4 Manors (66 Units), • Kinect Physiotherapy and Wellness Inc. • Dr. Yuma Salumu and 10 Community Housing Units Phone: 780-853-0086 • Dr. Ali Al-Shalchi housing over 200 people. Phone: 780-853-2809 • Masterpiece Therapies Inc. “The Art of Physio” Vermilion & District Housing Foundation My Medical Clinic Phone: 888-664-0085 5401 - 46 Street Vermilion, AB • Dr. Awatef Maulud • Midtown Physiotherapy Clinic Phone: 780.853.5706 Phone: 780-853-6655 Phone: 780-853-2933
Page 116 www.vermilion.ca 19 Get Active
RECREATION
Aquatic Centre - Lakeland College Ball Diamonds Lakeland College, Recreation Centre Pioneer Park and Hughes Ball Conference Facilities The Vermilion Aquatic Centre offers Diamonds each have incomparable Located on the Vermilion campus, fitness and fun for the entire family! and modern shale diamonds. We also facilities available include: This full service centre has an indoor have a large baseball diamond at the Alumni Hall Theatre: 443 people five lane pool and lots of other Vermilion Stadium, as well as clay features, including a whirlpool, Tarzan diamonds at the local schools. Vermilion Meeting and Training Facilities rope, diving board and toys – to keep Ball Facilities: the children happy! There are swim • Six shale ball diamonds Arboretum: Seats 200 people lessons and fitness classes as well, and • One full-size baseball diamond Cafeteria: Seats 250 banquet style you can even have your child’s next • Three clay ball diamonds birthday party there! Imagine the fun! Gymnasium: Seats 400 banquet Style Ball Programs: 5707 College Drive • Minor Softball 5707 College Drive Phone: 780.853.8473 or • Minor Baseball For more information, Toll Free 1.800.661.6490 Ext 8473 • Mixed & Seniors Slow Pitch League Phone: 780.871.5413 or Website: www.lakelandcollege.ca/ Toll Free 1.800.661.6490 Ext 5413 resources-facilities/pool/ Pioneer Park - North end of 44 Street Email: [email protected] Hughes Ball Diamonds - Vermilion Arenas Provincial Park Mini Golf The Town of Vermilion enthusiastically Nine holes – Open May to October – operates two indoor ice arenas: Curling Rink Stop at Vermilion Provincial Park Office The Vermilion Curling Club features • Vermilion Stadium exciting curling action for men, ladies, Vermilion Provincial Park • Vermilion Arena youth and seniors! The five-sheet Nordic Ski Trails Ice times are available September curling rink is adjacent to the ice arena Visit the Vermilion Provincial Park and through March. Both facilities are facilities, and features community our historic CN Station to take in some host to many major hockey games bonspiels. great Nordic Skiing. Our 23+ km of and exciting figure skating events 5510 College Drive park trails are turned into an oasis for throughout the year. Come and be jack rabbit, junior and master Nordic part of the action! Elks Hall skiers. The Vermilion Stadium & Arena is the This air-conditioned facility has a Vermilion Provincial Park proud home of the: capacity of 350 and includes a fully equipped kitchen. Contact our Vermilion Nordic Ski Club at • Jr. B Tigers www.vermilionnordic.com • Vermilion Minor Hockey League 4926 - 49 Ave. • Vermilion Rock Senior Hockey Club To Book, Phone: 780.853.0147 (Day) • Vermilion Figure Skating Club 780.853.4998 (Evening) 5510 College Drive Fax: 780.853.1892
20 BUSINESS & COMMUNITY PROFILEPage 117 VERMILION VERMILION VALLEY AUTO PARTS Recycled Auto Parts • We Do Installation & Repairs EYE CENTRE
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780-853-6501 4804 40 Street, Vermilion, AB T9X 1H5 • P: 780-853-6161 Get Active 5010 - 50 Street, Vermilion, AB
Safety Training (H2S Alive, Fall Pro,WHMIS/TDG) Medical Training RECREATION (AFA, EFA, Psych First Aid, BLS ITLS, EMR, MFR) Drug Testing (Datac) Aquatic Centre - Lakeland College Ball Diamonds Lakeland College, Babysitters & Stay Safe Course Recreation Centre Pioneer Park and Hughes Ball Conference Facilities 780.853.2344 Instructor Training The Vermilion Aquatic Centre offers Diamonds each have incomparable Located on the Vermilion campus, And much more. fitness and fun for the entire family! and modern shale diamonds. We also facilities available include: [email protected] This full service centre has an indoor have a large baseball diamond at the Alumni Hall Theatre: 443 people five lane pool and lots of other Vermilion Stadium, as well as clay 4932-50 Ave. Vermilion, AB Vermilion Meeting and Training features, including a whirlpool, Tarzan diamonds at the local schools. 103-5208 46th Avenue | Vermilion, AB, T9X-1X8 Facilities locally made products • grooming services rope, diving board and toys – to keep Ball Facilities: 780-643-6163 | [email protected] | www.emergencyed.ca the children happy! There are swim • Six shale ball diamonds Arboretum: Seats 200 people lessons and fitness classes as well, and • One full-size baseball diamond Cafeteria: Seats 250 banquet style you can even have your child’s next • Three clay ball diamonds birthday party there! Imagine the fun! Gymnasium: Seats 400 banquet Style Your local insurance advisors Ball Programs: 5707 College Drive • Minor Softball 5707 College Drive in Vermilion. Phone: 780.853.8473 or • Minor Baseball For more information, Toll Free 1.800.661.6490 Ext 8473 • Mixed & Seniors Slow Pitch League Phone: 780.871.5413 or Website: www.lakelandcollege.ca/ Toll Free 1.800.661.6490 Ext 5413 resources-facilities/pool/ Pioneer Park - North end of 44 Street Email: [email protected] Hughes Ball Diamonds - Vermilion Arenas Provincial Park Mini Golf The Town of Vermilion enthusiastically Nine holes – Open May to October – operates two indoor ice arenas: Curling Rink Stop at Vermilion Provincial Park Office The Vermilion Curling Club features • Vermilion Stadium exciting curling action for men, ladies, Vermilion Provincial Park We are committed to bringing sustainable, • Vermilion Arena youth and seniors! The five-sheet grass roots business to the area we serve. Nordic Ski Trails Ice times are available September curling rink is adjacent to the ice arena Visit the Vermilion Provincial Park and through March. Both facilities are facilities, and features community • Small Business Management Tools our historic CN Station to take in some host to many major hockey games bonspiels. great Nordic Skiing. Our 23+ km of • Small Business Loans and exciting figure skating events 5510 College Drive park trails are turned into an oasis for • Special financing programs for throughout the year. Come and be jack rabbit, junior and master Nordic Entrepreneurs with Disabilities and part of the action! Elks Hall skiers. Youth Entrepreneurs The Vermilion Stadium & Arena is the This air-conditioned facility has a Vermilion Provincial Park proud home of the: capacity of 350 and includes a fully Call or visit for a quote today. equipped kitchen. Contact our Vermilion Nordic Ski Club at • Jr. B Tigers www.vermilionnordic.com #5, 4010 - 50 Avenue • Vermilion Minor Hockey League 4926 - 49 Ave. Lloydminster, AB T9V 3J1 • Vermilion Rock Senior Hockey Club To Book, Phone: 780.853.0147 (Day) 780-875-5458 lloydminsterandregion.albertacf.com • Vermilion Figure Skating Club 780.853.4998 (Evening) 5510 College Drive Fax: 780.853.1892 VERMILION 4919-50 Ave | 780-853-2871 westernfinancialgroup.ca
20 BUSINESS & COMMUNITY PROFILE Page 118 RECREATION
Outdoor Exercise Equipment Spray Park Vermilion Regional Centre Installed in 2013, the Vermilion Newly opened in May 2014, the The Vermilion Regional Centre is a Outdoor Exercise Park features 6 Vermilion Spray Park is situated multi-use facility that provides many strength based pieces of fitness within the Vermilion Provincial Park. services for our residents and their equipment on a recycled rubber Supported by a colorful rubber special occasions. The main hall has a surface. surface the Spray Park has 22 unique capacity of 600 people and three multi East end of 50th Avenue (Main Street) water features. purpose rooms offer smaller meeting Vermilion Provincial Park or recreational space. Outdoor Rink The kitchen is equipped with state- An outdoor rink is located between Tennis Court of-the-art appliances. A buffet serving Vermilion Elementary School and Two full sized tennis courts on a area is attached to the south doors of St. Jerome’s School. flexible surface. the kitchen for serving less than 300 45 Street & 49 Avenue 45 Street & 49 Avenue guests. Parks & Playgrounds With full hall weekend bookings, Club Trout Pond The Town of Vermilion has 16 main Meeting Room is recommended for The Claude N. Brennan Trout Memorial park areas, situated within the town banquets with 300 or more guests. Park is located in the Vermilion limits: Provincial Park adjacent to the 5702 College Drive • 12 Playgrounds campgrounds. Alberta Conservation For bookings or more information, • 1 Spray Park Association’s Enhanced Fish Stocking Phone: 780.581.2413 • Outdoor Fitness Park Program releases approximately 2,000 Email: [email protected] • Telus Park rainbow trout in this pond between Walking Trails • Town Hall Park April 15 and May 31 each year to Paved trails throughout Vermilion and • Vermilion Provincial Park enhance angling opportunities. the Vermilion Provincial Park provide Skateboard & Bike Park Restrictions: scenic views of our downtown, Refer to the latest edition of Alberta Concrete surface with dirt track and Lakeland College, parks, marshes, Guide to Sport Fishing Regulations. jumps and recently updated metal birds and oxbow lakes within the structures. Partners: Vermilion River valley. In the winter Alberta Conservation Association, the trails become Nordic Ski Trails. Railway Avenue & 51st Street Alberta Environment and Sustainable Vermilion Provincial Park Resource Development Soccer Fields & Around Town (30+ km) The Town of Vermilion, the Vermilion Vermilion Provincial Park Soccer Association and the Vermilion Other Facilities Provincial Park have worked together Vermilion Golf & Country Club to provide one of Alberta’s finest sport The Vermilion Golf & Country Club • Lt/Col. Craig Armories facilities, six full size soccer fields has been a part of our flourishing • Reunion Hall located in the provincial park. With community since 1947. The course • Royal Canadian Legion camping right next to the fields, this features 9-holes to challenge all skill • School of Hope is one of the best places in Western levels, as well as a full driving range • Vermilion Heritage Museum Canada for major soccer tournaments! and practice facility. The beautifully • Vermilion Senior’s Centre Programs available: contoured 2,920 yard par 35 course is located south of town. • Minor Soccer Recreational Programs • Adult Soccer SE corner HWY 16/41 Intersection Leisure Brochures Phone:780.853.4444 Fax:780.853.4434 We have full service camping facilities The Community Services Department www.vermiliongolf.ca adjacent to our soccer fields. For more in partnership with the groups, clubs information, see Page 16. and organizations of Vermilion Vermilion Provincial Park produce a Spring and a Fall Leisure For more information, visit Brochure annually. www.vermilionsoccer.net Brochures can be picked up at The Vermilion Town Office or viewed online www.vermilion.ca
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Page 120 www.vermilion.ca 23 Page 121 VEHICLE WEIGHT ORDER NO. 230/2021
ORDER OF THE VEHICLE WEIGHT COMMITTEE OF THE
FOOTHILLS COUNTY
Pursuant to the authority granted under the provisions of Bylaw No. 461 and amending Bylaw
No. 488 of the Foothills County in the Province of Alberta, pursuant to the authority granted by the Minister of Transportation under the Traffic Safety Act, the Vehicle Weight Committee of the Municipal District orders that effective 9:00 AM, Thursday, May 13, 2021, the following percentage axle weights are in force:
Percentage Axle Weight
Schedule “A” Attached
______Reeve
______Municipal Manager
A copy of this Order is filed with the Motor Transport Branch of Alberta Infrastructure & Transportation
Page 122
COUNCIL ADMINISTRATIVE REPORT
Department: Foothills Emergency Management
Author / Presenter: Darlene Roblin / Clayton Terletski DATE:
Topic / Attachments: Emergency Management Re-Entry Plan
PURPOSE OF REQUEST:
To obtain Council’s approval for the use of the attached Emergency Management Re-Entry Plan.
BACKGROUND:
As part of the overall Emergency Management planning process, it is imperative to have a series of plans that may be utilized as a general framework or terms of reference when responding to emergency situations or incidents. Having a framework in place that acts as a guide to plan, facilitate and monitor the safe, orderly, and controlled re-entry of residents who have been evacuated due to an emergency situation is very important.
As part of the Emergency Management Program audit, conducted by Alberta Emergency Management Agency, it was noted that Foothills County requires a Re-Entry Plan as part of the county’s overall emergency management program.
The attached plan is quite general in nature by design – every emergency situation / incident will have different factors that need to be considered. The re-entry plan that is developed, using this framework, must be tailored to the situation at hand in order to be effective.
The amount of time needed to move through the Steps for Re-Entry will be situationally dependent. For some evacuations, the re-entry of residents may be done very quickly once the danger has passed. For larger scale or longer-term disasters / incidents, it may take a longer period of time to work through each step.
The end goal is to allow evacuees to return to their properties as soon as it is practical and safe to do so.
REQUEST OF COUNCIL:
Council is respectfully requested to approve the Emergency Management Re-Entry Plan as presented.
APPENDICES:
Foothills County 2021 Re-Entry Plan
Page 123
2021
Re-Entry Plan
Dan Hartmann Foothills County 1/6/2021
Page 124 1 Contents
2 Introduction: ...... 2 3 Steps for Re-Entry ...... 2 4 Communications ...... 2 5 Stage 1 Damage Assessment ...... 3 6 Stage 2 Restoration of Services ...... 4 7 Stage 3 Community Re-entry ...... 4
Page 125 2 Introduction:
The information in this Re-Entry Plan is to be incorporated into Foothills County Municipal Emergency Management Plan (MEMP) and to work with our Communications Plan, Rapid Damage Assessment Taskforce and Disaster Home Re-Entry Assessment Document. This resource focuses on the Re-Entry of Residents after an evacuation.
The purpose of this plan is to provide guidance to Foothills County on how to effectively facilitate the safe return of residents to their homes once it is safe to do so, in an orderly and efficient re-entry process. Every disaster will present its own specific set of circumstances and pre-written plans must be adjusted to best fit the actual situation.
3 Steps for Re-Entry
1- Communications 2- Stage 1 Damage Assessment 3- Stage 2 Restoration of Services 4- Stage 3 Community Re-Entry
The timescale between stages will vary depending on several factors including:
• The size and location of the affected community • The type and complexity of the emergency
4 Communications
Throughout the re-entry process the County’s Public Information Officer should provide consistent communication to the residents. The communication must be accurate, thorough, and coordinated to ensure residents are properly informed. The use of TV, radio, social media, message boards, paper handouts and briefings at evacuation centres all play a part in keeping affected parties informed. It will also help with correcting any rumors or misleading information. Information to be communicated to residents should include but is not limited to:
• If homes have been damaged or destroyed. (Homeowners must be notified before re-entry) • What needs to be done before they can re-enter. • When re-entry is expected. • The process on how re-entry will commence. Is it a staged re-entry? • Access and exit routes.
Page 126 • Location of any Welcome Centres • Safety considerations and proper PPE. • Any limitations of services. • Guidance on re-entering homes. (specific information should be pertaining to restoring of utilities, disposal of garbage, etc.)
5 Stage 1 Damage Assessment
Stage 1 comes after the immediate disaster, and after any Search and Rescue operations. During this stage access should be restricted to Emergency Personnel, Rapid Damage Assessment Taskforce and required private service providers with key roles in damage assessment. All personnel will be required to present and wear in full view an authorized employee identification badge. No personal vehicles will be permitted to enter impacted areas during the Stage 1 Assessment.
It is the responsibility of the County to determine the minimum level of service required prior to the community re-entry. To assist with the recovery phase of an emergency or disaster it is important to accurately document any damage at all stages of the re-entry procedures. Some items that must be inspected and assessed are but not limited to:
• Structures – A systematic approach should be used to assess all structures. Please refer to “Rapid Damage Assessment Taskforce” SOP. • Water and Wastewater Services – All water and wastewater services must be inspected in accordance with industry standards for damage and connectivity to structures. All source water intakes, water treatment plants, reservoirs, water distribution lines, sanitary lines, wastewater treatment plants, as well as storm water collection and outfall must all be inspected, repaired and certified to safe conditions. The availability of water and whether it is potable must be known and shared to service providers entering the area at this stage. • Air Quality Conditions – Information about outdoor air quality, particularly when active fire may still be present in the region, may be provided by Alberta Heath, CRAZ (Calgary Region Airshed Zone), and Alberta Environment & Parks. Service providers returning to buildings which have been subjected to poor air quality events should enter buildings with caution or consider having them pre-inspected before re-entry depending on the reason for evacuation. • Gas and Electric – All gas and electric lines and facilities must be inspected by responsible utilities service providers and status established. Service must be restored prior to re-entry. • Access Routes – A hazard assessment of all roadways must take place. If roads are damaged, they must be repaired or a temporary assess must be made. • Telecommunications – Voice and data lines, towers and stations must be restored. • Accommodation / Food – Consideration should also be given to the availability of accommodation and food for contractors if required.
Page 127 6 Stage 2 Restoration of Services
Stage 2 of Re-entry is the restoration of required services to an acceptable level that supports safe and sustainable living. The acceptable level of service will likely not be to the level of services provided prior to the evacuation but will provide the necessities required for people to return safely. Full restoration will begin as soon as practicable. The necessities to be considered include, but are not limited to:
• Medical Facilities – the minimum level of health services required will need to be defined by Alberta Health Services • Emergency Services (Fire, Police, Ambulance, 911) • Water system – functional and able to deliver water, under a boil water advisory if necessary • Sewage – collection and treatment system are functioning • Garbage – collection system is functioning • Storm water collection and discharge • Gas and Electric – Restoration of gas and electric facilities • Communications – Restoration of communications (voice and data) • Lighting and traffic signals • Public Works – Restoration of the public works operations centres, landfill, and waste collection program. The waste collection program should include a specific plan for disposal of decaying garbage, electronics, large amounts of construction and vegetation debris and household hazardous waste • Critical Retail – In this context, critical retail consists of a minimum number and types of grocery stores, pharmacies and gas stations that are required to support re-entry. Restoration of these businesses will be done under the control of their owners/managers and will include disposal of any spoiled product, any debris, or damage including spoiled food • Banking – Facilities should have access to banking and cash services • Donation management – Capacity to accept and organize contributions • Daycare/education facilities
7 Stage 3 Community Re-entry
Stage three is where we let the people back into their community. During Stage 3 considerations should be given to the size of the evacuated population. With larger scale re-entry plans it is considered a Best Practice to establish Welcome Centres. Welcome Centres could also act as a centralized facility for Non- Government Organizations and faith communities.
Page 128 Information available at the Welcome Centre should include:
• Status of water system, including quantity and safety of drinking water, ability to use wastewater and storm water systems, the location and access to waste disposal services • Clean up procedures and the resources available to assist • “Clean up Kits” could be made available for individuals or businesses returning to their properties. • Psychosocial assistance that is available • Health and Safety advice • Insurance advice • Communications access (Voice, data, internet) • “Returning to your home guide” provided by service providers or industry (e.g., Alberta Health Services) • Where to get updates on weather conditions, outdoor air quality conditions, or flood/forecast information.
Not everyone will come to these Welcome centres. All information that is made available at the Welcome Centre must also be released through other methods (social media links, websites, local media)
Page 129 COUNCIL ADMINISTRATIVE REPORT Department: Public Works and Engineering
TITLE: Tender Results 226Ave, 64 ST, Dunbow East Rehabilitation
Author: Jeff Edgington, Supervisor Infrastructure DATE: May 12, 2021 Presenter: ATTACHMENTS: AMEC – Tender Summary and Recommendation
PURPOSE:
That Council Authorize Administration award the tender for 226 Ave, 64St , Dunbow East rehabilitation to TBL Construction Ltd.
BACKGROUND:
As approved by Council, Administration directed WOOD consulting to finalize engineering and Rehabilitation and surfacing work for 226 Ave, 64th St and Dunbow East. The tender was closed May 7, 2021 with the following preliminary Results:
DISCUSSION:
The lowest tender came in from TBL Construction Ltd. and is compliant. AMEC Engineering has recommended the award of the tender to the low bidder.
RECOMMENDATION:
That Council approved the award for 226Ave, 64Th St , and Dunbow East to TBL Contractors Ltd. $3,478,900.11 minus site days plus Engineering.
Page 130