C.O.T.W. AGENDA 01/2021/COTW
The Corporation of the Village of Cumberland Committee of the Whole Meeting January 25, 2021 at 5:30 p.m.
We are honoured to gather on the unceded traditional territory of the K’ómoks First Nation.
This meeting to be held through electronic facilities as authorized under Order M192 of the Minister of Public Safety and Solicitor General during the declaration of a state of emergency made March 18, 2020 in order to conduct business in accordance to public health advisories related to the COVID-19 pandemic.
The meeting will be live streamed via the Village of Cumberland YouTube Channel.
1. Approval of Agenda 1.1 Agenda for Committee of the Whole meeting, January 25, 2021 Recommendation: THAT the Committee approve the agenda for the January 25, 2021 Committee of the Whole meeting.
2. Delegation 2.1 Mark Harrison, Manager of Parks, Comox Valley Regional District 1 regarding Regional Parks Service Recommendation: THAT the Committee receive the delegation from Mark Harrison, Manager of Parks, Comox Valley Regional District regarding Regional Parks Service
Village of Cumberland Committee of the Whole Meeting -2- January 25, 2021
2.2 Lister de Vitré and Ben Mason regarding a proposed Green New Deal 3 for Cumberland Recommendation: THAT the Committee receive the delegation from Lister de Vitré and Ben Mason regarding a proposed Green New Deal for Cumberland.
3. Reports 3.1 Website Homepage Update, Verbal Report Prepared by Rachel Parker, Corporate Officer Recommendation: THAT the Committee receive the verbal report on the website homepage update.
3.2 Economic Development Website Portal 13 Prepared by Kaelin Chambers, Economic Development Officer Recommendation: THAT the Committee receive the presentation on the Village of Cumberland Economic Development Web-Portal.
3.3 Cumberland Business Association Update Report 15 Prepared by Kaelin Chambers, Economic Development Officer Recommendation: THAT the Committee recommend that Council direct Staff to work with the Cumberland Business Association towards a Memorandum of Understanding (MOU) between the Village of Cumberland and the CBA, and to bring a draft agreement to council for review/recommendation.
3.4 Conference Attendance 2021 18 Prepared by Rachel Parker, Corporate Officer Recommendation: i. THAT the Committee receive the Conferences Attendance 2021 report. ii. THAT the Committee recommend that Council allocate $1,000 to each Councillor and $1,500 to the Mayor from any conference savings in 2021 for that member to use at their discretion for professional development, conferences or forums in 2021. iii. THAT the Committee recommend that Council amend the Council Conference Policy to remove subsection (1) and add maximum expenditures in section (3) and to direct staff to Village of Cumberland Committee of the Whole Meeting -3- January 25, 2021
bring forward an increase in the Council Travel and Conferences budget for 2022.
3.5 Village of Cumberland Complaint Policy 24 Prepared by Clayton Postings, Chief Administrative Officer Recommendation: THAT the Committee recommend that Council direct Staff to develop a Village of Cumberland Complaint Policy and staff to report back to Council with the draft policy and procedures for Council’s consideration.
3.6 Community Grant Program, Guidelines Update 68 Prepared by Rachel Parker, Corporate Officer Recommendation: THAT the Committee give feedback on proposed changes to the Community Grant Program.
3.7 Civic Facilities and Properties review 76 Prepared by Clayton Postings, Chief Administrative Officer Recommendation: i. THAT the Committee receive the Civic Facilities and Properties review report for discussion; ii. THAT the Committee provide Council with recommendations relating to the Facilities and Properties Strategic Action Plan project scope, and that these outcomes and scope be included into the Facilities and Properties Strategic Action Plan - RFP.
3.8 Quarterly Report to Council, October – December 2020 79 Recommendation: THAT the Committee receive the Quarterly Report to Council, October – December 2020.
4. Question Period A member of the public may only inquire about items included on the agenda for that meeting during a question period. Please send questions by email to [email protected] using subject line “Question Period”; Note: please limit to questions only - comments will not be read.
5. Adjournment Office of the Chair
770 Harmston Avenue, Courtenay, BC V9N 0G8 Tel: 250-334-6000 Fax: 250-334-4358 Toll free: 1-800-331-6007 www.comoxvalleyrd.ca
File: 6120-01 January 5, 2021
Sent via email only: [email protected] Mayor and Council Village of Cumberland 2673 Dunsmuir Ave., Box 340 Cumberland, BC V0R 1S0
Dear Mayor and Council:
Re: Regional Parks Service
The Comox Valley Regional District (CVRD) Board at its meeting of December 15, 2020, directed staff to undertake a background study respecting the potential establishment of a regional parks service. In anticipation of this background study and possible service establishment, I am writing to seek any initial feedback from our partner municipalities and gather feedback on the timing of the proposed service initiation process.
As you are likely aware, the CVRD currently operates a rural community parks service, which is similar to a municipal parks service in that it is operated primarily for the benefit of a local community and is funded exclusively by this community. A ‘regional’ parks service would be a separate and distinct function that would supplement the region’s current local government parks services and would provide the ability to collectively work together to acquire, develop and operate significant and specific parkland that would benefit the region as a whole.
While there are many possible roles a regional service could serve, it would be up to the service participants to eventually define what the objectives, priorities and targeted outcomes would be. These could include connecting our core communities through greenways, enabling the acquisition of larger tracts of land, contributing to the conservation and protection of some of our more significant regional natural assets, or others.
The general process that has been proposed respecting the possible establishment of a regional parks service can be summarized as follows:
1. Background Study: conducted in collaboration with regional partners, this work will review current best practices in other regions offering a regional parks service including governance, service delivery and funding. The study work would also include a review of local parks and greenways plans to identify values, possible projects and existing parks and greenways that may be aligned with a regional service.
2. Service Establishment: following the completion of the background study and subject to its findings and the feedback received, the board would then consider initiating the legislative process required to establish the regional parks service. This would require readings being given to a service establishment bylaw followed by written consent being received from each municipal council and electoral area director as well as provincial approval.
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3. Strategic Planning: once the service has been established staff would embark on the development of a strategic planning process which would specify the objectives, priorities and targeted outcomes for the service, including policy to define the CVRD’s role, the role of partnerships and the community, and to guide acquisition, design, development, operations, renewal, use and programming.
As you can appreciate, each step in the above process may take several months to complete. In recognition of this and the current interest and opportunities for a regional parks function, the CVRD Board is requesting your council’s feedback on expediting this process by initiating the establishment of the service in advance of completing the collaborative background study. Such an approach could enable the service to be functional within a shortened timeframe and therefore potentially allow any findings of the background study or current opportunities to be acted on sooner. Your feedback on this concept, the general process and any others regarding a regional park service are appreciated.
CVRD staff are available to attend a meeting of your Council to provide any further clarity and respond to questions. If this is desired please contact Mark Harrison, Manager of Parks, Tel: 250-334-6067 or via Email: [email protected].
Sincerely,
Jesse Ketler Chair cc Russell Dyson, Chief Administrative Officer Clayton Postings, Chief Administrative Officer, Village of Cumberland Marc Harrison, Manager of Parks
-2- Comox Valley Regional District Village of Cumberland
From: Lister de Vitré Sent: Tuesday, January 19, 2021 5:36 PM To: Village of Cumberland Cc: Ben Mason Subject: Delegation to Council Attachments: Potential Resolutions.docx; Letter w_ Signatures.pdf
Follow Up Flag: Follow up Flag Status: Completed
Dear Mayor and Council,
My name is Lister de Vitré, and I along with Ben Mason would like to request a delegation to council so that we can propose a Green New Deal for Cumberland. Our recommendation involves adopting a set of resolutions that aim to combat climate change while also ensuring a high quality of life for all Cumberland constituents.
Ideally, Ben and I would like to present to the Committee of the Whole on January the 25th, but we would also be happy presenting at the council meeting on the 8th of February.
I have linked below our resolutions list and our letter that introduces the project better.
Thank you for your time, and we hope to hear from you soon, Ben and Lister
1 -3- Dear Mayor and Council,
Growing numbers of people, young and old, are becoming more and more concerned about the future that we and our children will face due to climate change. The biggest existential threat humanity has faced to date was predicted by climate scientists almost half a century ago, yet little has been done to reduce greenhouse gas emissions. These days, the outlook is fairly bleak.
Hope for the future is hard to come by, partly because of governmental inaction (and corruption), and also because of the sheer magnitude of interconnected and complicated problems that lie in our way. This isn’t to say that all governments are complacent and that many communities haven’t come up with great solutions. Of course, many communities have taken positive steps to help deal with the crises we face as a society.
The problem? The steps taken aren’t going to be enough.
In 2019, US Congresswoman Alexandria Ocasio Cortez along with a large group of youth called The Sunrise Movement demanded that America take action using a plan called The Green New Deal. This landmark action sparked interest for a Green New Deal around the world, and although the concept dates back to 2006, it didn’t gain major traction until this and a few other key events occurred. The general Green New Deal idea doesn’t contain any exact measures, but rather suggests wide, sweeping changes to society, which encompass a few main ideals:
● Solve climate change and reduce pollution ● Fix the widespread social justice issues that plague the world ● Ensure that nobody is left behind
A glimmer of hope amongst the otherwise depressing future scenarios, a Green New Deal promises a future in which everyone can live in a more fair and sustainable fashion.
Unfortunately, many of the necessary steps to be taken with a Green New Deal go against the wishes of the vested powers that have been holding us back all this time, the fossil fuel industry being chief among them. With that in mind, it’s hardly surprising that the federal and provincial governments who have been showered with this oily money have been largely reluctant to adopt stricter policy on climate change.
Instead of working from the top down, roughly 150 organizations across Canada formed “The Pact for a Green New Deal,” which proposes that the changes start in each of our communities. This grassroots method allows any participating community to get a headstart at real change and has the goal of pressuring federal and provincial governments into moving forward with a larger-scale version.
The great thing about starting small is that every individual community knows what’s best for itself. If the federal government handed one-size-fits-all legislation, it would likely be more difficult for each community to meaningfully adapt to the required changes.
-4- In the context of Cumberland, a Green New Deal wouldn’t really change that much. We’re already a fairly progressive community, and with any luck, we just need to make some commitments that we are mostly on track for anyway. The main commitment that a Green New Deal community takes on is reducing emissions by 50% by 2030, and go net-zero by 2050. Although this aim seems ambitious, the projected downward trend in the price of green technology means that we would just be going with the flow (so to speak).
As for the social changes that need to be made, Cumberland is also in decent standing, so we would also most likely be agreeing to practices that we already follow. We just need to ensure that planning takes into account every lens of society.
The premise of a Green New Deal seems to be the first source of inspiration for a societal change for the better that’s around. At its core, it serves the purpose of ensuring a livable future for future generations, a truly noble motive. If the Village of Cumberland could be among the first communities on Vancouver Island and in British Columbia to sign on as a Green New Deal community, it would serve as an excellent example for any other communities looking for inspiration.
Now more than ever, it seems like the perfect time to initiate change in society. When Canada begins to build back after Covid-19, it’s of paramount importance that we rebuild in such a way that benefits everyone.
Thank you very much for taking the time to read this, and we hope to hear back from you soon,
Sincerely, Your constituents
Linda Oprica Cumberland Dana Starritt Cumberland Brianna Lawrance Cumberland Cally Sykes Cumberland Laurel Rankin Cumberland Eric Staal Cumberland Evan Jolicoeur Cumberland Debbie Bowman Cumberland Rachel Johns Cumberland Delwyn Marcoux Cumberland Elisabeth lee Cumberland Patsy Obrien Cumberland Ellian Cumberland
-5- Kimber Stone Cumberland Carolyn Kirk-Albert Cumberland Alice Cumberland Valerie Poborsa-Cox Cumberland Kathy Duperron Cumberland Pamela Twin Cumberland Christina Willard-Stepan Cumberland Sarah Hutchison Cumberland Jennifer Coulombe Cumberland Ryan Camp Cumberland Gesa Ward Cumberland Annelies Henckel Courtenay Emma Graham Dixon Courtenay Marie-Gabrielle Bechard Courtenay John Carol Challender Courtenay Alinda Ware Courtenay Megan Trumble Courtenay Brenda Blakely Courtenay Jenn Meilleur Comox Ellen Strong Klassen Comox Kalea Richardson Comox Ava Webb Comox Marnie Webb Comox Rob Webb Comox Spencer Webb Comox Taz Oldaker Black Creek Anne-Frédérique Béchard Comox Valley Regional District Mark de Bruijn CV Regional District area B Cy O'Dell Enderby, BC Sarah Fowler Tahsis
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Resolution: A Green New Deal for Cumberland
WHEREAS a Green New Deal is a transformational project that recognizes the urgency of the climate crisis and the scale of what’s necessary to tackle it.
WHEREAS the world’s scientists and Indigenous peoples are telling us that we have to change course—and we need to do it quickly. We have to cut our global greenhouse gas emissions by at least half by 2030 if we are going to have a livable planet in the future.
WHEREAS a Green New Deal for all will ensure that transformation is carried out equitably, that it is rooted in climate justice, that it respects the rights of Indigenous peoples, and that it creates over a million jobs across communities from coast-to-coast-to-coast in the process.
Emissions Targets
BE IT RESOLVED THAT Cumberland commit to implementing a local Green New Deal in line with the climate science, outlined in the October 2018 Intergovernmental Panel on Climate Change (IPCC) report, which requires Greenhouse Gas (GHG) emissions reductions of at least 50% by 2030 and 100% by 2050.
BE IT RESOLVED THAT Cumberland write a letter to local Members of Parliament, federal election candidates and party leaders, the Minister of Environment and Climate Change, and the Prime Minister calling on them to commit to implementing a Green New Deal in line with the climate science that requires emissions cuts of at least 50% by 2030 and 100% by 2050.
BE IT RESOLVED THAT Cumberland calls upon the federal government to conduct countrywide public hearings to allow the public to make submissions on what a Green New Deal should include.
BE IT RESOLVED THAT Cumberland shall ensure a reduction of at least 30% in municipal government emissions by calendar year 2025, and a 50% reduction in Village emissions by the calendar year 2030, relative to such emissions for the base year for municipal government emissions. BE IT RESOLVED THAT Cumberland emissions reductions shall be achieved through the applicable policies, programs, and actions to reduce GHG emissions that contribute to the climate crisis. These must include methods to ensure equitable investment in environmental justice communities that preserve a minimum level of benefits for all communities and do not result in any localized increases in pollution. If Cumberland determines that such emissions reduction is not feasible despite the best efforts of Village operations, such offices shall report such findings and make recommendations with respect to policies, programs, and actions that may be undertaken to achieve such reductions.
BE IT RESOLVED THAT Cumberland forward this resolution to the Federation of Canadian Municipalities for circulation to its members
Low Carbon Jobs
BE IT RESOLVED THAT Cumberland set wages for municipal-7- workers in accordance with a living wage and tie it to
inflation.
BE IT RESOLVED THAT Cumberland set conditions for municipal contracts that require employers to pay a living wage to be eligible for municipal contracts and grants and implement community benefits agreements to ensure jobs are accessible to all residents regardless of their immigration status.
BE IT RESOLVED THAT Cumberland directs staff to report on the economic and climate case for reducing the workweek of municipal workers to four days, without reductions in salary or benefits.
BE IT RESOLVED THAT Cumberland directs staff to identify ways for Cumberland to support the expansion of good, unionized, low carbon jobs, including in child care, health care, education, transit, and arts & culture.
Indigenous Rights
BE IT RESOLVED THAT Cumberland will implement Indigenous rights frameworks and bring municipal operations into compliance with them. These include the Truth and Reconciliation Calls to Action, the Calls to Justice from the National Inquiry into Missing and Murdered Indigenous Women and Girls, and the United Nations Declaration on the Rights of Indigenous Peoples.
BE IT RESOLVED THAT Cumberland shall ensure that Free, Prior, Informed Consent from impacted Indigenous peoples has been provided on new development projects, including those perceived as environmentally sustainable, before projects may proceed.
BE IT RESOLVED THAT Cumberland shall consult with Indigenous peoples on whose territory the Village of Cumberland resides about applying an Indigenous lens on current and future municipal policies, including ensuring all local applicable treaties are respected.
BE IT RESOLVED THAT Cumberland shall direct staff to report on options for Cumberland to contribute to decolonization and the revitalization of Indigenous languages.
Anti-Racism and Equity
BE IT RESOLVED THAT Cumberland shall establish funding for community-led resources that serve women and LGBTQ2S communities, including ensuring a gender lens is applied to climate adaptation plans, such as addressing the demonstrated negative impact that inadequate snow removal has on women and people with disabilities.
BE IT RESOLVED THAT Cumberland shall ensure municipal planning processes and new developments are accessible for people with disabilities. Cumberland shall also direct staff to report on the state of accessibility in the municipality, what needs to be done to ensure municipal infrastructure is accessible, and what needs to be done to ensure accessibility is included in climate adaptation plans.
BE IT RESOLVED THAT Cumberland shall explore options for creating incentives that allow constituents to more equitably access green infrastructure.
BE IT RESOLVED THAT Cumberland will direct staff to study the local impacts of the climate crisis on gentrification and to what extent the climate crisis is exacerbating existing patterns of inequality, affordability, structural racism, and housing accessibility, as well as what measures can be taken to prevent further negative impacts on marginalized and racialized communities.
BE IT RESOLVED THAT Cumberland will implement inclusive hiring practices for all municipal positions. -8-
Housing
BE IT RESOLVED THAT Cumberland establish building emissions limits, which may include limits on the use of fossil fuels in individual buildings where applicable, to reduce GHG emissions at a minimum of 50% by 2030 and 100% by 2050. Such limits shall establish: 1. An annual building energy or emissions assessment methodology with demonstrated predictive values that account for key variables influencing building energy use; and 2. Building energy or emissions reduction requirements for village-owned buildings that are required by a date earlier than that required by covered buildings or greater reductions than covered buildings; and 3. Ensure the participation and cooperation of relevant departments. Such cooperation shall include, but not be limited to, detailing department staff to assist office staff consistent with department and office functions and reporting to the office on building energy performance issues and related enforcement efforts.
BE IT RESOLVED THAT Cumberland shall ensure at minimum a reduction of GHG emissions of 50% by the year 2030 and 100% by the year 2050 for the portfolio of existing housing developments.
BE IT RESOLVED THAT Cumberland recognize affordable housing as a human right and ensure that there is safe, accessible, affordable housing for all, including those without immigration status.
BE IT RESOLVED THAT Cumberland require all Village landlords (including the Village) to apply and pay for licenses, subject properties to regular inspections similar to those performed on restaurants and food vendors, paid for by the licensing fees, and allow Cumberland to levy fines against landlords found to be in noncompliance with municipal regulations. This regulatory bylaw for rental apartment buildings would require property owners to: 1. Register the building with Cumberland and submit required information; 2. Have a process for receiving, tracking, and responding to tenant repair requests; 3. Notify tenants of service disruptions, property standards appeals, work orders, and cleaning plan; 4. Install a notification board in a central location (if applicable); 5. Have a comprehensive pest management plan that includes the use of licensed pest management professionals; 6. Have a waste management plan; 7. Have a cleaning plan; 8. Use contractors with relevant provincial or territorial certification to conduct maintenance of Heating, Ventilation, and Air Conditioning (HVAC) and plumbing systems; 9. Have a state of good repair capital plan; and 10.Pay all applicable fees;
BE IT RESOLVED THAT Cumberland direct staff to report to the Homelessness and Affordable Housing Select Committee in the next fiscal quarter with the new regulatory bylaw.
BE IT RESOLVED THAT Cumberland direct staff to develop standard operating procedure service standards for 2021, subject to annual review that provide targeted timelines by violation category to bring landlords into compliance with municipal bylaws from the date an order is issued, and make the standards available to the public on the Cumberland website in the fourth quarter of 2021.
BE IT RESOLVED THAT Cumberland will establish a municipally-controlled escrow account. When a landlord is found to be in bylaw noncompliance, tenants’ rent will be paid into the escrow account and the funds from the account can then be used to complete the necessary repairs and-9- upgrades, including for environmental retrofits.
BE IT RESOLVED THAT Cumberland shall require any new housing developments be subject to inclusionary zoning so that a minimum of 20% of the new units will be affordable housing units.
Independence of Elected Officials
WHEREAS Corporate influence and capture of regulatory and governance processes undermines climate action.
BE IT RESOLVED THAT Cumberland will prohibit councilors who have received donations from development corporations from sitting on planning committees.
BE IT RESOLVED THAT Cumberland will call on the province to ban corporate donations to municipal elected officials.
Transit and Transportation
WHEREAS the transportation sector is the second-largest contributor of GHG pollution in Canada, representing 23% of total emissions.
BE IT RESOLVED THAT Cumberland calls on the Comox Valley Regional District and the Government of British Columbia to pursue an on-demand transit system.
BE IT RESOLVED THAT Cumberland calls on the Government of Canada and the Government of British Columbia to fully implement their commitment in the Pan-Canadian Framework on Clean Growth and Climate Change to shift investments “from higher to lower-emitting types of transportation,” including public transit, cycling, and pedestrian infrastructure.
Energy and Electricity
BE IT RESOLVED THAT Cumberland shall establish a bylaw that all new developments must include installation of renewable energy systems such as to-scale solar, wind, and/or geothermal.
BE IT RESOLVED THAT Cumberland shall establish and install renewable energy systems, such as to-scale solar, wind, and/or geothermal, on all municipal facilities.
BE IT RESOLVED THAT Cumberland rejects any new fossil fuel infrastructure, exploration, and/or extraction in its jurisdiction.
BE IT RESOLVED THAT Cumberland shall require any new energy infrastructure to support renewable energy.
BE IT RESOLVED THAT Cumberland direct staff to produce a study of the projected impacts of potential spills from existing and proposed fossil fuel projects in or near its jurisdiction.
BE IT RESOLVED THAT Cumberland will prohibit fossil fuel advertising on its property, including transit stops and vehicles.
Drinking-Water and Wastewater -10-
BE IT RESOLVED THAT Cumberland recognizes and affirms that water and sanitation services are fundamental human rights.
BE IT RESOLVED THAT Cumberland will implement climate adaptation plans for water and wastewater services, as well as other public utilities, to bolster the protection of municipal water sources from extreme weather events.
BE IT RESOLVED THAT Cumberland will refrain from shutting off water and wastewater services in any residence where residents have an inability to pay their bills, and furthermore that Cumberland will make every effort to work with the resident to remediate the debt.
BE IT RESOLVED THAT Cumberland will call on the federal and provincial governments to enshrine the human rights to water and sanitation in federal and provincial law.
BE IT RESOLVED THAT Cumberland will call on the Government of Canada to develop a federal plan of action to implement the human rights to water and sanitation.
BE IT RESOLVED THAT where access to municipal tap water exists, single-use bottled water will no longer be sold in municipal facilities, from municipally-owned or municipally administered concessions, or from vending machines in public facilities. BE IT RESOLVED THAT single-use bottled water will no longer be purchased and provided at municipal meetings, events or work performed outdoors where access to municipal water exists.
BE IT RESOLVED THAT the availability of water jugs with municipal water will be increased at municipally organized meetings and events.
BE IT RESOLVED THAT staff develop an implementation schedule with timelines that includes an assessment of access to tap water at municipal facilities.
BE IT RESOLVED THAT Cumberland oppose privatization in any form of water and wastewater treatment infrastructure and services, including through Public-Private-Partnerships or short-term service contracts, and resolve to keep these services publicly financed, owned, operated, and managed.
BE IT RESOLVED THAT Cumberland lobby the federal government to fulfill its responsibility to support municipal infrastructure by investing in a national water and wastewater infrastructure fund. Such a fund should address the growing need to renew existing water and wastewater infrastructure and build new systems, and that would only fund public projects.
Livability, Food Security and Health & Social Services
BE IT RESOLVED THAT Cumberland shall continue to create policies that encourage residents to grow their own food and create incentives for residents to grow bee-friendly plants.
BE IT RESOLVED THAT Cumberland shall direct staff to identify potential locations and install water infrastructure to create community gardens.
BE IT RESOLVED THAT Cumberland shall incorporate recommendations from the Urban Forest Study, including a plan for planting more climate-resistant native trees in our parks.
BE IT RESOLVED THAT Cumberland shall establish a bylaw that all new developments of three stories or higher must include the installation of green roof vegetation, including-11- rooftop gardens and vegetation.
BE IT RESOLVED THAT Cumberland direct Village-funded agencies, boards, and services to review their existing policies and practices in order to ensure that everyone has access to municipal services regardless of their immigration status and that they may access these services without fear of discrimination, detention, or deportation.
BE IT RESOLVED THAT Cumberland direct staff to report on how the municipality can ensure full access to quality public services including physical and mental health care, education, income security, child care, pensions, and more for all residents. Revenue Generation
WHEREAS Property taxes are generally regressive but can be made more progressive by increasing commercial rates.
WHEREAS User fees disproportionately affect lower-income households and lead to greater inequality and social exclusion. They can also be administratively expensive to collect and are often not a very effective way of managing usage or consumption.
BE IT RESOLVED THAT Cumberland will direct staff to assess municipal revenue generation options available through progressive taxation that increases taxes on corporations and the wealthy in order to finance a local Green New Deal.
BE IT RESOLVED THAT Cumberland, where applicable, will increase commercial/industrial rates and charge higher rates for higher-valued residential properties, on residential properties valued over $3 million.
BE IT RESOLVED THAT Cumberland shall apply higher land transfer tax rates for higher-valued properties to make the tax more progressive.
BE IT RESOLVED THAT Cumberland direct staff to assess the current development charges to identify areas where the full costs of new developments and urban growth are not currently applied.
BE IT RESOLVED THAT Cumberland will reject private sector financing whether provided through public-private- partnerships, the Canada Infrastructure Bank, or other mechanisms. Cumberland recognizes that these are not revenue sources and thus not solutions to the local government revenue challenges since any loans or investments made by private companies will eventually have to be paid back from public funds or by the public through higher user fees.
BE IT RESOLVED THAT Cumberland requests that the Government of British Columbia shares carbon pricing and cannabis tax revenues as the municipality also bears many of the costs in these areas.
BE IT RESOLVED THAT Cumberland identifies whether the province has made available diverse revenue and financing sources, including business taxes, area improvement taxes, amusement, and advertising taxes. If these revenue and financing sources are available, Cumberland will direct staff to identify opportunities for applying them. If these revenue and financing sources are not currently available, Cumberland will request that the Government of British Columbia make them available.
-12- COMMITTEE OF THE WHOLE REPORT
REPORT DATE: 1/18/2021 MEETING DATE: 1/25/2021 File No. TO: Mayor and Councillors FROM: Kaelin Chambers, Economic Development Officer SUBJECT: Economic Development Web-portal Report
RECOMMENDATION THAT the Committee receive the presentation on the Village of Cumberland Economic Development Web-Portal. PURPOSE The purpose of this report is to present Council with the Economic Development Web-Portal and seek input prior to a formal launch in February 2021 PREVIOUS COUNCIL DIRECTION
BACKGROUND In 2019, The Village received funding via the BC Rural Dividend Fund to undertake three priority projects identified within Cumberland’s Economic Development Strategy, including the creation of an Investment Attraction Action Plan, the Bevan Industrial Lands Concept Plan and an Economic Development Web-Portal. In September 2020, the Update Company was engaged to develop a Web-portal that is intended to represent the interests of the community by efficiently and effectively presenting quality, up-to- date information and being the primary source of information for those with investment and/or business interests within the community (regionally, nationally and internationally). The Economic Development Web-portal also intends to establish a strong market presence that will increase visibility, value and brand recognition to the community, and ultimately yield jobs and capital gains throughout the greater Comox Valley region. ALTERNATIVES 1. Not proceed with any action at this time. STRATEGIC OBJECTIVE ☐ Healthy Community ☐ Quality Infrastructure Planning and Development ☐ Comprehensive Community Planning Page 1 of 2 -13- ☒ Economic Development
FINANCIAL IMPLICATIONS N/A OPERATIONAL IMPLICATIONS The web-portal will not any additional require staff time in managing information and ensuring updates/maintenance beyond current operating levels. ATTACHMENTS N/A CONCURRENCE
Respectfully submitted,
______Kaelin Chambers Economic Development Officer
Page 2 of 2 -14- COMMITTEE OF THE WHOLE REPORT
REPORT DATE: 1/18/2021 MEETING DATE: 1/25/2021 File No. TO: Mayor and Councillors FROM: Kaelin Chambers, Economic Development Officer SUBJECT: Cumberland Business Association Update Report
RECOMMENDATION THAT the Committee recommend that Council direct Staff to work with the Cumberland Business Association towards a Memorandum of Understanding (MOU) between the Village of Cumberland and the CBA, and to bring a draft agreement to council for review/recommendation. PURPOSE The purpose of this report is to provide Council with an update on the efforts and initiatives of the Cumberland Business Association and to seek council’s input and direction in establishing an MOU between the Village and CBA. PREVIOUS COUNCIL DIRECTION
Date Resolution 2020-11-23 THAT Council refer the correspondence from the Cumberland Business Association regarding Holiday Season Help to staff for reply; and THAT Council direct staff to bring forward options to formalize the working relationship between the Village and the Cumberland Business Association.
BACKGROUND In November 2020, Council directed staff to bring forward options to formalize a working relationship between the Village and the CBA. The following information is provided as a starting point to these discussions, and to facilitate council’s input/ guidance on areas of interest and/or options to consider in development of a working agreement with the CBA. The Cumberland Business Association (CBA) is a registered Not-for-Profit Society, which formed in the summer 2020 through the efforts of a small group of business to work in partnership with the Cumberland business community by highlighting what makes this community vibrant and unique and creating memorable experiences through promotion, events, and economic development. The CBA is under the direction of an elected volunteer Board of Directors and represents the interests of approximately 80 businesses in the Village of Cumberland.
Page 1 of 3 -15- With the exception of the Village’s contribution of $4000 through the 2019 community grant in aid program, the CBA is self-funded with revenue largely being driven by membership fees and direct member contributions. As a non-for-profit, grant funding is also an option for specific CBA projects/initiatives (when available). An example of recent projects undertaken by the CBA include: the #LoveCumberland collective branding initiative for marketing strategies; Development of a downtown map resource; Covid-19 inspired social distancing how-to poster campaign in the downtown core; Cumberland Paper Pumpkin Patch public art initiative in October 2020; Creation of the Cumberland Business Directory; and Sponsorship and installation of community tents in Village Square (Winter 2020/21) In addition to the community initiatives/events, the CBA has also provided support to the Village staff in providing input into regional economic recovery initiatives, as well as in the review/input of local policy discussions, such as recent referrals from council with respect to business licensing and vacation rental regulation. Memorandum of Understanding Whereas formal discussions on an MOU are yet to take place, the CBA has also expressed interest in formalizing a working agreement with the Village. To-date, specific factors to discuss and/or include within a potential MOU include: Communication – Formalizing communication processes and practices o Internal Communication - The agreement will outline communication process between Village Staff and the CBA, identifying roles/responsibilities and ensuring effective/efficient communication between organizations. An internal communication agreement could also provide an efficient means for the CBA to receive/address Council referrals. o External Communication – To formalize how the Village and CBA can collaborate on external communications such as public service announcements, marketing initiatives and/or community events. Business Support and Resources – Situating the CBA as a resource local business support/ resource o Business Recovery – Create a partnership with the CBA to organize, review and distribute important business information and/or supports, particularly with respect to COVID recovery o Business Support, Growth and Retention – Support for the CBA as network of local businesses that provides mentorship, guidance, resource sharing for new and existing businesses in the Village Community Events – Support and/or partnership in community events o Event Partnerships – Clearly identifying partnership events between the Village and CBA, such as seasonal holidays. This includes establishing expectation/process for collective event planning. o Village Square – Establishing an efficient means for the CBA to utilize/access Village Square and/or other public spaces outside of the traditional permitting process. Funding Support – Identify where/how the Village can provide financial support to the CBA Page 2 of 3 -16- o Operating Support – As part of the Village’s Business Licence Bylaw, identify the feasibility of re-directing a portion of annual licensing renewal fees to the CBA (via grant) as operating funding. o Administration Support – Identify where/how the Village can support a reduction in CBA administration costs via reduced/in-kind event permitting fees, and/or admin support from Village staff on collaborative initiatives. o Grant Funding – Establish a process for collaboration on grant opportunities to support local projects of mutual benefit/interest. As discussed, the areas of interest presented above represent a potential/preliminary view of a working partnership agreement. Further information and discussion with the CBA, including guidance from Council will aid in the development of a final agreement. ALTERNATIVES 1. Identify other areas of interest to consider within an MOU that may not be covered/discussed within this report STRATEGIC OBJECTIVE ☐ Healthy Community ☐ Quality Infrastructure Planning and Development ☐ Comprehensive Community Planning ☒ Economic Development
FINANCIAL IMPLICATIONS Currently there are no financial impacts identified in the development of a working agreement between the Village and CBA, however the implementation of the agreement itself may have financial implications for the Village. Any associated costs will be presented to Council within the draft agreement. OPERATIONAL IMPLICATIONS The intent of the working agreement is to provide certainty to staff on the level of effort and/or resources required when collaborating with the CBA. Having a formal agreement will assist in improving communication/collaboration between organizations. ATTACHMENTS N/A CONCURRENCE
Respectfully submitted,
______Kaelin Chambers Economic Development Officer
Page 3 of 3 -17- COUNCIL REPORT
REPORT DATE: February 18, 2020 MEETING DATE: February 24, 2020 File No. 0390-01 TO: Mayor and Councillors FROM: Rachel Parker, Corporate Officer SUBJECT: Conference Attendance 2021
RECOMMENDATION i. THAT the Committee receive the Conferences Attendance 2021 report. ii. THAT the Committee recommend that Council allocate $1,000 to each Councillor and $1,500 to the Mayor from any conference savings in 2021 for that member to use at their discretion for professional development, conferences or forums in 2021. iii. THAT the Committee recommend that Council amend the Council Conference Policy to remove subsection (1) and add maximum expenditures in section (3) and to direct staff to bring forward an increase in the Council Travel and Conferences budget for 2022.
PURPOSE The purpose of this report is to update Council on its 2021 conference budget and to seek direction in regards to conference attendance in 2021.
BACKGROUND Council’s conference budget for 2021 is set at $25,900. Typically this budget is expended through member attendance at AVICC, UBCM and one member attending FCM or FCM Sustainable Communities, along with local and North/Central Island conferences. A significant part of the conference budget is used for travel and accommodation, the costs of which has increased significantly in the last few years.
Typically conferences cost average:
Off-Island/Victoria: $3,000 per person North/Central Island: $800-$1000 per person
In order to remain within budget, conference and forum attendance is limited, however there is some flexibility in the Council Conference Policy for members.
Attend another conference in lieu of AVICC, UBCM or FCM
-18- Page 1 of 4 Attend local Comox Valley conferences and seminars Attend one North/Central Island conference
Recently members have expressed interest in a number of other conferences:
LGLA Local Government Leadership Academy: Leadership Forum, Chief Elected Officials (mayors) Forum (both in Richmond) Columbia Institute High Ground Civic Governance Forum (Vancouver) VIEA 2020 State of the Island Economic Summit (Nanaimo) Comox Valley Conservation Partnership Comox Valley Watershed Resilience Symposium (Comox Valley) Annual Symposium on Water Stewardship in a Changing Climate (Comox Valley) Vancouver Island and Coastal Communities Climate Leadership Plan Community Resilience Summit (virtual)
With COVID-19 restrictions continuing this year, it is likely that some conferences will be offered virtually again, and with reduced registration fees and no travel and accommodation costs, this may leave additional budget available for additional learning and networking opportunities.
In order to equitably give members some flexibility on what conferences they attend with this available funds, it is proposed for 2021 that any savings from virtual conferences up to $1,000 be allocated to each Council member for that member to use at their discretion for professional development, conferences or forums in relation to their role on Council. Council may consider allocating additional budget to the mayor, which could fund attendance at protocol events, the Mayor’s Caucus, and LGLA CEO Forum.
These funds must cover registration, accommodation, travel, and per diem costs. An unspent funds at the end of the year will revert to the general surplus fund. Council members are expected to report on any attendance in their monthly report to Council.
Policy Updates
At this time, Council may also consider amending its Policy to allow more discretion for members to attend selected events by removing section 3(1) of the policy:
(1) Requests under this section must be made to, and approved by, Council at an open meeting.
And replacing it with
(1) Attendance at other conferences, seminars and events under this section must be reported to Council at an open meeting.
-19- Page 2 of 4 Council may also add a maximum expenditure for attending events listed in sections 3(2) (a), (c) and (d) of the Policy. Amounts are suggested in the table below:
(a) the Mayor is authorized to attend events of particular importance to $500* Village interests, including protocol visits beneficial to the Village;
(b) Members may attend conferences and seminars related to municipal Maximum value of business and held in the Comox Valley; and $1,000*
(c) Each member may attend one central/north Vancouver Island e.g. VIEA costs conference or seminar related to municipal business each year. $700-800 to attend
* Includes registration, travel (mileage), accommodation and per diems
If members wished to attend additional events above these amounts and outside the policy, for example a special protocol event, approval of Council would be necessary and like a budget amendment would be required. ALTERNATIVES
1. Not proceed with any changes to the policy at this time.
STRATEGIC OBJECTIVE ☐ Healthy Community ☐ Quality Infrastructure Planning and Development ☐ Comprehensive Community Planning ☐ Economic Development
FINANCIAL IMPLICATIONS There would be no financial implications of staying within the set budget. The allowances under the policy could result in overruns of the budget, however this has not yet occurred due to these factors: costs for UBCM, AVICC, and FCM vary depending on where each are held each year members may choose not to attend some events members travel together for cost savings members appointed to CVRD positions are provided with funding for some events Staff suggest that Council direct staff to increase the conference budget for 2022 to prevent budget overruns if members continue to show interest in attending a variety of events.
-20- Page 3 of 4 Having a maximum expenditure limit for each member would encourage cost savings through travelling together and other means.
OPERATIONAL IMPLICATIONS There will be additional work for staff to track available amounts and budget used for each Council member.
ATTACHMENTS 1. Policy 1.4, Council Member Conference Policy
CONCURRENCE Michelle Mason, Chief Financial Officer/Deputy CAO
Respectfully submitted,
______Rachel Parker Corporate Officer
Clayton Postings Chief Administrative Officer
-21- Page 4 of 4 COUNCIL POLICY
Title: Council member Conference No. 1.4
Adopted Date: January 28, 2019 Section: Administration Amended Date: Oct 15, 2019 Motion No. 2019-49
Policy Statement
The Council establishes its conference and travel budget during the annual budget process in the fall. Council member travel and conference attendance should fall within the budgeted amounts, and members will work in good faith to equitably share this budget for travel and conferences which provide for learning, developing healthy relationships with peers, and other benefits to the community.
Purpose
To provide guidance and a framework for Council members traveling and attending conferences, seminars and events during their term of office.
Abbreviations
AVICC: Association of Vancouver Island and Coastal Communities UBCM: Union of British Columbia Municipalities LGLA NE: Local Government Leadership Academy newly elected officials seminar FCM: Federation of Canadian Municipalities FCM SC: Federation of Canadian Municipalities Sustainable Communities
Policy
1. Subject to annual budget allocation, Council members may attend the following conferences and seminars hosted by the following organization on behalf of the Village of Cumberland: (a) AVICC (b) UBCM (c) LGLA NE Page 1 of 2 -22-
FCM and FCM SC 2. Each member may attend either FCM or FCM SC once during the four year term, unless that member voluntarily foregoes attendance at another conference under 3(2)(b), provided that (a) only one member attends each conference in order to provide for the most benefit to the Village, except where no member wishes to attend FCM SC during the term, and in that case two members may attend one FCM conference, (b) [deleted Oct 2019] (c) if more than one member requests attendance at a conference, names will be drawn.
Other Conferences, Seminars and Events 3. (1) Requests under this section must be made to, and approved by, Council at an open meeting. (2) Subject to available budget, (a) the Mayor is authorized to attend events of particular importance to Village interests, including protocol visits beneficial to the Village; (b) In lieu of attendance at AVICC, UBCM, FCM or FCMSC, a member may choose to attend another conference or seminar that is related to municipal business with the budget set aside; (c) Members may attend conferences and seminars related to municipal business and held in the Comox Valley; and (d) Each member may attend one central/north Vancouver Island conference or seminar related to municipal business each year. 4. This policy does not apply to travel for business meetings requiring the attendance of the Mayor or Council members and endorsed by the Chief Administrative Officer.
Page 2 of 2 -23- COMMITTEE OF THE WHOLE REPORT
REPORT DATE: 1/18/2021 MEETING DATE: 1/25/2021 File No. TO: Mayor and Councillors FROM: Clayton Postings, Chief Administrative Officer SUBJECT: Village of Cumberland Complaint Policy
RECOMMENDATION THAT the Committee recommend that Council direct Staff to develop a Village of Cumberland Complaint Policy and staff to report back to Council with the draft policy and procedures for Council’s consideration.
PURPOSE The purpose of this report is to present to the Committee the recommendation that the Village develop a complaint policy and procedures.
PREVIOUS COUNCIL DIRECTION
No previous direction.
BACKGROUND A recent communication received by the Village from the Office of the BC Ombudsperson, included recommendations and best practices in handling complaints. The Ombudsperson office developed a guide (attached) which outlines recommendations for local governments to consider in development of a system to manage and respond to complaints. The key recommendation included in the document suggests that the development of a policy which defines the complaint handling process is best practice for public organizations. Village Staff has reviewed the guide and the included recommendations, and feel that a complaint handling policy would be beneficial to the Village. Currently, staff handle complaints as set out in the Council Communication Policy, which directs that correspondence be directed to the appropriate department manager, then further complaints or appeals be directed to the Chief Administrative Officer. The intent would be for staff to review this existing policy in relation to the recent recommendations provided by BC Ombudsperson in the guide they have distributed. The key aspects needing to be considered in creating a complaint handling procedure is accessible, fair, person-focused and responsive, and would include:
Page 1 of 2 -24- Staff training and education Developing a policy Outlining process and procedures ALTERNATIVES 1. Not proceed with any action at this time.
STRATEGIC OBJECTIVE ☐ Healthy Community ☐ Quality Infrastructure Planning and Development ☐ Comprehensive Community Planning ☐ Economic Development
FINANCIAL IMPLICATIONS Currently there are no financial impacts identified in the development of the new policy, however when staff complete the draft policy, there may be some costs identified to manage the process. Any associated costs will be presented to Council with the draft policy report.
OPERATIONAL IMPLICATIONS The intent of the policy is to provide staff and the public a policy and procedure, which can assist in managing complaints consistently and seeking timely resolutions. It is believed having a formal policy will assist in reducing areas which are unclear and often not part of the specific complaint.
ATTACHMENTS Complaint Handling Guide – Setting up Effective Complaint Resolution System in public Organizations (December 2020)
CONCURRENCE Rachel Parker, Corporate Officer RP
Respectfully submitted,
______Clayton Postings Chief Administrative Officer
Page 2 of 2 -25- COMPLAINT HANDLING GUIDE
Setting up Effective Complaint Resolution Systems in Public Organizations
Special Report No. 46 | December 2020 to the Legislative Assembly of British Columbia -26- As an independent officer of the Legislature, the Ombudsperson investigates complaints of unfair or unreasonable treatment by provincial and local public authorities and provides general oversight of the administrative fairness of government processes under the Ombudsperson Act. The Ombudsperson conducts three types of investigations: investigations into individual complaints; investigations that are commenced on the Ombudsperson’s own initiative; and investigations referred to the Ombudsperson by the Legislative Assembly or one of its Committees.
The Ombudsperson has a broad mandate to investigate complaints involving provincial ministries; provincial boards and commissions; Crown corporations; local governments; health authorities; colleges and universities; schools and school boards; and self-regulating professions and occupations. A full list of authorities can be found in the Ombudsperson Act. The Office of the Ombudsperson responds to approximately 8,000 enquiries and complaints annually.
Under the Public Interest Disclosure Act the Ombudsperson investigates allegations of wrongdoing from public employees in or relating to a public body covered by the Act as well as allegations of reprisal.
Our Consultation and Training Team offers educational webinars, workshops and individual consultation with public organizations to support fairness and continuous improvement across the public sector.
For more information about the B.C. Office of the Ombudsperson and for copies of published reports, visit www.bcombudsperson.ca.
-27- December 2020
The Honourable Raj Chouhan Speaker of the Legislative Assembly Parliament Buildings Victoria BC V8V 1X4
Dear Mr. Speaker,
It is my pleasure to present the Ombudsperson’s Special Report No. 46, Complaint Handling Guide: Setting up Effective Complaint Resolution Systems in Public Organizations.
The report is presented pursuant to section 31(3) of the Ombudsperson Act.
Yours sincerely,
Jay Chalke Ombudsperson Province of British Columbia
Mailing address: PO Box 9039 Stn Prov Govt Victoria BC V8W 9A5 Phone in Victoria: 250-387-5855 Toll-Free: 1-800-567-3247 Fax: 250-387-0198 bcombudsperson.ca -28- -29- From the Ombudsperson
Complaints can arise from mistakes, misunderstandings and unexpected problems in all organizations. What matters is how public organizations respond – whether they fix the problem and take steps to prevent it from occurring again, or compound the initial problem by failing to address it appropriately. Responding effectively to complaints is a critical component of maintaining public confidence in an organization and its services. Members of the public expect to receive high-quality services from government and to have their concerns dealt with fairly and promptly.
An effective complaint resolution process can work to restore trust after something has gone wrong; it can also lead to better outcomes for service users and help organizations improve their services. Poorly handled complaints, however, have the opposite effect. In such cases, complaints can escalate taking up a disproportionate amount of an organization’s resources and sometimes end in costly legal disputes. Many people who approach our office are upset, not just about an organization’s original decision or actions, but with how the organization responded to their concerns when they raised them.
Complaints are free feedback on how well an organization is doing in terms of its systems, services and staff. With this information, organizations have the opportunity to learn from experience and implement changes.
The BC Ombudsperson has 41 years of experience in responding to complaints about public organizations. This guide aims to share our office’s experience and help public organizations better understand what is involved in creating and operating an effective internal complaint resolution system.
This guide includes two practical tools for public bodies seeking to improve their handling of public complaints – a self-assessment checklist and a model complaints policy. Further resources are available on our website. Please visit www.bcombudsperson.ca to familiarize yourself with the other information and resources that we offer.
Jay Chalke Ombudsperson Province of British Columbia
Complaint Handling Guide: Setting up Effective-30- Complaint Resolution Systems in Public Organizations 1 2 Complaint Handling Guide: Setting up Effective Complaint-31- Resolution Systems in Public Organizations Table of Contents
From the Ombudsperson ...... 1 1. Introduction ...... 4 1.1 What Complaints Are ...... 4 1.2 Why Complaints Are Important ...... 4 1.3 Fostering a Culture That Values Complaints ...... 5 2. Guiding Principles for an Effective Complaint Resolution System ...... 7 2.1 Accessible ...... 7 2.2 Fair ...... 8 2.3 Person-Focused ...... 8 2.4 Responsive ...... 9 3. Setting Up a Complaints Process ...... 10 3.1 Recruit Skilled Staff ...... 10 3.2 Provide the Right Training ...... 10 3.3 Develop Complaints Policies and Procedures ...... 11 3.4 Use a Three-Tier Approach ...... 12 4. Tier 1: Point-of-Service Complaints ...... 13 4.1 Receiving Complaints ...... 13 4.2 Acknowledging Complaints ...... 13 4.3 Assessing Complaints ...... 14 4.4 Managing Expectations ...... 14 4.5 Seeking Early Resolution ...... 15 4.6 Maintaining Confidentiality ...... 15 5. Tier 2: Complaints Needing Internal Review, Investigation or Some Form of Alternative Dispute Resolution ...... 16 5.1 Investigating Complaints ...... 16 5.2 Resolving Complaints ...... 18 5.3 Communicating Complaint Outcomes and Reasons ...... 19 6. Tier 3: Complaints Needing External Review ...... 20 7. Additional Considerations in Complaint Handling ...... 21 7.1 Treating People with Dignity and Respect ...... 21 7.2 Dealing with Unreasonable Conduct ...... 23 7.3 Debriefing and Supporting Staff Who Handle Complaints ...... 25 8. Learning from Complaints ...... 26 8.1 Recording Information about Complaints ...... 26 8.2 Analyzing Complaints ...... 26 8.3 Improving Complaint Processes ...... 27 9. A Final Word ...... 28 Complaints Process Self-Assessment Checklist ...... 29 Model Complaints Policy ...... 32
Complaint Handling Guide: Setting up Effective-32- Complaint Resolution Systems in Public Organizations 3 1. Introduction
1.1 What Complaints Are negative comment on an organization’s social media account. We define a complaint broadly as an expression of dissatisfaction made to or about Whatever an organization decides, it is a public organization about some aspect of important that it is clear and transparent its programs, services or people where a about the types of matters that it will regard response is explicitly or implicitly expected.1 as complaints, so that members of the public A complaint can be made about a wide range are treated in a consistent way. It is also a of issues and can be made in writing or good practice to record comments other than expressed verbally to a public organization. complaints such as suggestions, feedback, compliments and enquiries, because this A complaint includes: helps to build a more complete picture of the a concern expressed about conduct or experience of an organization’s service users. service, which may relate to a failure to provide information, conduct of staff, 1.2 Why Complaints Are the unfairness or unreasonableness of a decision, and so on, or Important a request for a review of a decision on Public organizations that value their service an earlier complaint users are also committed to responding to complaints. When managed effectively by How organizations define what constitutes a public organization, complaints have the a complaint is important. While a narrow power to strengthen its relationships with the definition may act to exclude less serious people using its services. matters, a broader definition is preferable because it provides organizations with a In order to maintain and strengthen positive more accurate understanding of the range of relationships, an effective complaint concerns that service users have about the resolution system must have two key organization.2 Whether a complaint is justified features. First, complaints must be resolved 3 or reasonable should not form part of the in a way that is respectful and responsive. definition of a complaint. From the point of Second, data must be captured from view of the person making the complaint, they complaints in order to provide feedback about are expressing their dissatisfaction and that is an organization’s systems and processes.4 what makes it a complaint. Public organizations should use the information they acquire from complaints to: Organizations should also consider whether there are any types of communication that it provide an appropriate remedy to the will not consider as a complaint – for example, person who was disadvantaged or harmed where a person expresses an opinion but by an organization’s faulty decision making does not expect a response, such as a or poor service delivery
1 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, vi, citing the Australian and New Zealand Standard Guidelines for Complaint Management in Organizations – AS/NZS 10002:2014 (AS/NZS Complaint Management Standard). 2 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, vi 3 Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 10 4 Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 10.
4 Complaint Handling Guide: Setting up Effective Complaint-33- Resolution Systems in Public Organizations 1. Introduction
repair service delivery weaknesses In organizations that value complaints, senior identified through the complaint leaders:6 support decision making about future convey to staff that complaints are a service delivery and program development valuable source of feedback emphasize that the focus is on fixing issues 1.3 Fostering a Culture That and improving systems Values Complaints foster a culture of disclosure and apology When we talk about organizational culture, when mistakes are made we mean the collective values that exist implement changes to services, procedures among people in a workplace, and how they and practices when issues are identified understand their work and their own place through complaints within the organization’s mandate.5 Why People Complain Complaint processes must be supported by a strong organizational culture that views Although people raise concerns for a variety complaints as a key way to receive feedback of different reasons, most complaints arise from the people using the organization’s as a result of unmet expectations. Where services. Without this support, a complaint there is a discrepancy between what people resolution system is likely to become a expect to receive from a public organization collection of policy documents that are not and what they actually receive, people are reflected in an organization’s actual practices. likely to be dissatisfied. When this happens,
5 Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 15. 6 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, 5; Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 15.
Complaint Handling Guide: Setting up Effective-34- Complaint Resolution Systems in Public Organizations 5 1. Introduction
public organizations have two choices: they not wanting to be seen as a “troublemaker” can either increase the level of service they fear of retribution or withdrawal of service provide or work to better manage people’s for making a complaint expectations about what they should receive from the organization. negative experiences associated with previous attempts to make a complaint People who wish to raise a concern about an language and cultural issues – for organization generally want to: example, difficulty communicating in have a process where it is easy to make written or spoken English can make raising a complaint a concern difficult, or where one’s cultural receive a service that is responsive to background discourages complaining their needs about government services be heard, understood and respected factors such as age, intellectual or physical disability, mental illness and financial receive an explanation constraints receive an apology daily challenges, such as food or housing have action taken as soon as possible insecurity, that leave people without the time or capacity to pursue a complaint As a starting point, it is important to find out why a person is unhappy with a decision, the As a result of these barriers, a single complaint way a service was delivered, or the level of should not be dismissed as an anomaly or service they received. It is helpful to inquire as unrepresentative, but should instead be as to what the person making the complaint understood as potentially representing the would like the outcome to be. The answer to unvoiced concerns of a larger number of this question will typically clarify the reason silent, but dissatisfied, service users. for the complaint, what the organization’s response should be, and whether the outcome they are seeking is possible.
Why People Don’t Complain It is important for public organizations to understand that only a small percentage of people who are dissatisfied will actually raise their concerns. Contrary to popular belief, many people are reluctant to make a complaint and feel uncomfortable raising their concerns. There are many barriers to expressing a complaint to a public organization, including:7 not being aware of the right to complain, or lack of information about how to make a complaint
7 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, 2; Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 20.
6 Complaint Handling Guide: Setting up Effective Complaint-35- Resolution Systems in Public Organizations 2. Guiding Principles for an Effective Complaint Resolution System
Person- Accessible Fair focused Responsive
There are different models for managing in any number of ways, including through the complaints based on the structure and size of organization’s: an organization, the nature of its work, and the website needs of the people it serves. There are also, of course, important structural elements of an direct correspondence effective complaint resolution system, such as pamphlets having appropriate policies and procedures. posters An effective complaint resolution system will media coverage, and also be guided by a number of key principles, which we describe as follows: outreach activities Accessibility also rests on having a range 2.1 Accessible of different contact options that are simple A good complaint resolution system must be and easy to use and ensuring that there are accessible and open to receiving complaints supports available for people who need help from a wide range of people. Organizations when making a complaint. Contact options must work to make it easy for people to may include a toll-free telephone number, voice their concerns. This requires that an email and postal address and an online organizations develop a complaint system complaint submission form. Except where that is simple to use and is explained in plain there is a legal requirement, service users language.8 Organizations should also work should not be required to put their complaint to make complaint-related publications and in writing, as this can become a barrier to resources available in other languages that raising a concern (although organizations are commonly spoken in BC.9 can and should reduce a verbal complaint to writing). An organization’s staff should also Organizations can provide the public with be available to verbally explain the complaint information about their complaints process
8 See the Government of British Columbia’s online “Plain Language Guide”:
Complaint Handling Guide: Setting up Effective-36- Complaint Resolution Systems in Public Organizations 7 2. Guiding Principles for an Effective Complaint Resolution System
process to service users who may have staff are responding to someone who has difficulty understanding written information. complained on numerous other occasions, special care must be taken to ensure that Lastly, accessibility requires organizations the complaint is not dismissed outright as to identify and work to remove any barriers lacking credibility. A person’s history of that could prevent members of the public raising unsubstantiated complaints does not from making a complaint. For example, there preclude there being a valid issue when they should not be any financial charge for making raise a new complaint. It is important that an a complaint; even a small fee can act as a organization’s staff approach each complaint barrier to making a complaint. with an open mind and a commitment to While public organizations might believe fully reviewing the fresh evidence a person that they have an effective and accessible provides in support of their complaint. complaint process in place, it is important Looking at the second requirement of to get the views of people using services in procedural fairness in the context of order to confirm that this is the case. One complaint resolution, the right to be heard way of doing this is to seek feedback from requires that organizations provide people those who have made a complaint and who have made a complaint with an inquire about how they found the complaints opportunity to submit relevant information process (as distinct from the outcome of the and to comment on the organization’s complaint). preliminary findings before the organization finalizes or closes the person’s complaint. 2.2 Fair A best practice in complaint resolution 2.3 Person-Focused requires that organizations apply the principles A person-focused complaint system is one of procedural fairness to the investigation of where listening and learning are built into complaints. The current view of the courts in every aspect of a public organization’s service. Canada is that there are two key components It requires that staff at various levels of an 10 of procedural fairness: organization are authorized and trained to the right to an independent and unbiased respond to complaints and are supported in hearing/decision maker doing so. It also requires that service users the right to be heard – in practice, this are respected, informed about their rights and means that a person should be provided empowered to bring their concerns forward. with advance notice of an action or The process used to respond to complaints decision, proper disclosure, a reasonable must ensure that the voices and perspectives opportunity to respond to the issues or of service users are heard and considered in information held by the decision maker and the way issues are resolved. to have their response considered by the decision maker Complaints processes also need to be sufficiently flexible to consider and respond to In the context of complaint resolution, the individual needs. Some people, because of right to an unbiased decision maker requires disability, poor health, trauma or substance that organizations respond to each complaint use, may have difficulty in making complaints, on its merits. In circumstances where remaining focused on their complaint
10 Cardinal v. Director of Kent Institution, [1985] 2 SCR 643, at para 14, [1985] SCJ No 78. In this case, the court stated that “there is, as a general common law principle, a duty of procedural fairness lying on every public authority making an administrative decision which is not of a legislative nature and which affects the rights, privileges or interests of an individual.”
8 Complaint Handling Guide: Setting up Effective Complaint-37- Resolution Systems in Public Organizations 2. Guiding Principles for an Effective Complaint Resolution System and responding to requests for additional judgmental and respectful way. Organizations supporting documentation or information. also demonstrate responsiveness by In these situations, organizations should be ensuring that they promptly acknowledge ready to work with a person’s representative, each complaint, set realistic time frames friend or advocate and have a system in for complaint resolution and keep people place to confirm the person’s consent to have informed of the progress of their complaint. another person act on their behalf in relation to their complaint. It is difficult to be definitive about what a reasonable time frame is for resolving a complaint, as there are many variables at 2.4 Responsive play, including the complexity of the issues Organizations that are responsive tend raised in the complaint and/or the availability to view complaints as an opportunity to of evidence. However, it is important that maintain or improve a relationship with the organizations specify key performance person receiving services. Non-responsive standards in the handling of complaints – for organizations tend to view complaints as a example, the number of days within which nuisance to be managed. the organization will acknowledge and then assess a complaint, and the period in which A key part of being responsive is ensuring that the organization will make progress reports to staff are empowered to respond to complaints the person who made the complaint. quickly and that they do so in a non-
What Is Bias? Bias in decision making is generally understood as a pre-existing leaning or predisposition toward one side or another or a particular result.11
Bias can creep into complaint resolution and investigations when decision makers rely on their personal belief systems, prior knowledge of a person, or personal relationship with a party or service user, rather than focusing exclusively on the information and evidence related to the complaint. It is important that staff who are handling complaints be aware of any personal biases that may be affecting how they respond to concerns from ervices users.
Members of the public who do not agree with the outcome of a complaint sometimes allege that the decision maker was biased. Although bias can be difficult to prove, it is important to remember that it is not necessary to demonstrate actual bias in order to bring the fairness of a decision into question. The fairness of a decision making process can be undercut by the mere perception of bias, where that perception is reasonable. Note that this does not require a finding of actual bias; it merely requires that a reasonable person, informed of the circumstances, would perceive bias on the part of the decision maker.12
Remaining unbiased and independent presents a challenge when responding to complaints about one’s own organization, especially as it may be the person who is alleged to be biased who has to decide initially what steps to take to address the concerns reported by a service user. Where a decision maker identifies that they clearly have a bias that prevents them from objectively reviewing the matter, they should not be involved in deciding on the outcome of the complaint and should ask another person to conduct the review.
11 Wewaykum Indian Band v. Canada, 2003 SCC 45, [2003] 2 SCR 259 12 Committee for Justice and Liberty v. National Energy Board, [1978] 1 SCR 369 at para 394.
Complaint Handling Guide: Setting up Effective-38- Complaint Resolution Systems in Public Organizations 9 3. Setting Up a Complaints Process 3. Setting Up a Complaints Process
3.1 Recruit Skilled Staff staff with these skills is to ensure that the organization conveys that complaint resolution Skilled staff are essential at all levels of an is an important activity. (For more information organization’s complaint resolution process. on the skills required for effective complaints In addition to having skills in active listening resolution, see our office’s Fairness in Practice and problem solving, the most successful Guide, pp. 23–36).14 complaint resolution staff have the following characteristics:13 3.2 Provide the Right Training Empathic – able to respond to other people’s feelings and life circumstances It is good practice for organizations to provide ongoing complaint resolution training to Non-defensive – able to receive negative help support staff with developing the skills feedback without being defensive or needed to respond to concerns from service protective of their organization users. This training should start when an Analytical – able to quickly identify the employee is first assigned complaint resolution core of a complaint and appropriately responsibilities, and should be supplemented weigh evidence and arguments to reach by more specific training that deals with the a sound conclusion challenges of complaint resolution work. Creative – able to integrate creativity and Training could include, for example, courses intuition with skill to explore alternative on dealing with unreasonable conduct, ways of resolving a complaint trauma-informed practice, mediation or conflict resolution. Assertive – able to easily set and maintain boundaries and manage expectations An organization’s initial training of complaint Resilient – able to respond to people who resolution staff should focus on the are upset and angry without it having a organization’s specific complaint resolution negative impact on them personally policies and procedures, as well as the specific programs and services the organization Self-aware – able to regulate their own delivers, so staff understand the key decisions emotions and respond thoughtfully rather the organization makes that can give rise than reactively to complaints.15 It is also good practice to Trauma-informed – knowledgeable about draw attention to any investigative reports the effect of trauma on the brain and body, by other areas of government, such as the and about strategies to avoid exacerbating Representative for Children and Youth, the possible trauma-related problems Auditor General, the Information and Privacy Commissioner or the Ombudsperson. These It is essential that the people in an reports can serve as a reminder of how lapses organization who are responsible for occur in government processes and decision responding to complaints are skilled in making, and the significant and serious impact that role and have a positive attitude about these lapses can have on the people affected.16 complaints. A key to effectively recruiting
13 Adapted from the Commonwealth Ombudsman, Better Practice Guide to Complaint Handling, 2009, 17. 14 BC Ombudsperson Fairness in Practice Guide, < https://bcombudsperson.ca/assets/media/OMB-FairnessInPracticeGuide- web_0.pdf >. 15 Commonwealth Ombudsman, Better Practice Guide to Complaint Handling, 2009, 18. 16 Commonwealth Ombudsman, Better Practice Guide to Complaint Handling, 2009, 18.
10 Complaint Handling Guide: Setting up Effective Complaint-39- Resolution Systems in Public Organizations 3. Setting Up a Complaints Process
3.3 Develop Complaints Complaints Procedure Policies and Procedures In addition to a complaint policy, organizations also need guidance on the specific steps that An organization’s complaints resolution are required to give effect to the policy. A good process must be supported by written policies complaint procedure will speak to:18 and procedures. A good practice is that these policies and procedures are developed with how complaints can be received (e.g., in the involvement of staff and the people using writing, verbally, by email, anonymously) the organization’s services. responsibilities for recording, resolving and analyzing complaints Complaints Policy how complaints and complaint outcomes A good complaint resolution process must be will be tracked supported by written policy which provides time frames for resolution, including service a detailed explanation of the important role standards for responding to urgent and complaints play in helping an organization priority complaints improve services and systems. processes for responding to serious issues A complaint policy should generally outline raised by the complaint (e.g., criminal how an organization receives, records, works matters, risk to health and safety) to resolve and reports out on complaint remedies/forms of redress and who is outcomes. Generally, best practice is that authorized to provide them an organization’s complaint policy be made publicly available and contain the following:17 procedures for file closure an explanation of the reason for the policy review mechanisms if the person who made the complaint is not satisfied with the a statement of the organization’s outcome of the complaints process commitment to resolving complaints fairly strategies to manage unreasonable conduct a definition of “complaint”, including what by people making complaints decisions are or are not encompassed within the policy guiding principles of the complaints process a statement about the confidentiality and privacy of complaint information
17 Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 36. 18 Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 37.
Complaint Handling Guide: Setting up Effective-40- Complaint Resolution Systems in Public Organizations 11 3. Setting Up a Complaints Process
3.4 Use a Three-Tier Approach It is widely recognized by oversight bodies that the most effective complaint processes take a three-tiered approach, with the aim being to resolve most complaints at the point they are received.19 Although a complaint resolution process should have three tiers, it should not be an absolute requirement that a person has to adhere to an organization’s specific steps in their complaint process. Where a person has a valid reason for not following the suggested process, organizations should be flexible and provide other options for the person, such as going to the internal review/investigation tier immediately.
In reviewing an existing complaints process, an organization should consider the extent to which the process already operates on the following three tiers.
Tier 3 Complaints Needing External Review
Tier 2 Complaints Needing Internal Review, Investigation or Some Form of Alternative Dispute Resolution
Tier 1 Point-of-Service Complaints
19 Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 32; New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, 9; Health Services Review Council, Guide to Complaint Handling in Health Care Services, 2005, 17.
12 Complaint Handling Guide: Setting up Effective Complaint-41- Resolution Systems in Public Organizations 4. Tier 1: Point-of-Service Complaints
An organization’s initial interaction with a Although it is ideal to resolve most complaints person raising a complaint about its services at the first point of contact, some complaints is probably one of the most important contacts will need to be escalated for investigation. that it will have with them. The way this interaction begins can significantly affect how An organization’s complaint policy should the person interacts with the organization in clearly outline what types of complaints are the future. not suitable for Tier 1 resolution and should be escalated for further review or investigation. A person who feels they have been listened to, understood, respected, treated fairly If the person making the complaint is and given an explanation of what is likely to dissatisfied with the outcome of a Tier 1 happen with their complaint is more likely resolution process, they should have the to respond positively to the organization, its ability to escalate their concerns further, either staff and the complaints process. However, within the organization or to an external body. when complaints are not handled well, the relationship between the person and the 4.1 Receiving Complaints service provider, as well as the person’s It is a good idea to record the following confidence in the organization, is likely to information when receiving a complaint: deteriorate. contact details of the person making the Organizations should seek early resolution complaint of complaints wherever possible. In order issues raised in the complaint, including a to resolve Tier 1 complaints efficiently, clear description of the service deficiency organizations should ensure that: identified by the person raising the staff are skilled and empowered to welcome complaint complaints and to remedy problems quickly outcome sought by the person raising the staff receive training related to listening, complaint problem solving and conflict resolution attempts made by the person to resolve the there are performance standards complaint informally for complaint resolution, including any additional support the person making response times the complaint may need, such as access to Issues that may be suitable for Tier 1 an interpreter resolution vary depending on the type of service being provided, but may include such 4.2 Acknowledging Complaints issues as: All complaints should be acknowledged failure to provide a service or return a quickly so that the person knows that their phone call complaint has been received. As a general disrespectful or unhelpful treatment by a rule, public organizations should respond to all staff member complaints unless the person is not seeking a response or the organization has previously the service provided falls below the normal told the person that the organization will standard for the organization not respond (Section 7.2: Dealing with
Complaint Handling Guide: Setting up Effective-42- Complaint Resolution Systems in Public Organizations 13 4. Tier 1: Point-of-Service Complaints
Unreasonable Conduct discusses when it whether the complaint involves a might be appropriate to do this). deprivation of a person’s legal rights, significant personal injury, or a death When acknowledging a complaint, it is good practice to also outline the complaint process, whether there are sensitive issues the anticipated length of time needed to whether the complaint involves a child resolve the complaint, information about when or youth or other vulnerable person the person will be contacted next, and contact information for the staff member responsible if In addition, some complaints may need the person has follow-up questions in relation to be transferred to another person or to their complaint. department in the organization; others will need to be referred to another agency because addressing them is not within the 4.3 Assessing Complaints organization’s mandate. These initial referrals Early assessment of complaints is essential or transfers should be done as quickly as in determining how the complaint should possible. It can be frustrating for people to be addressed and what the next steps are. have to wait on a response, only to be told that There is often a great deal of variation among they need to take their concern somewhere the types of complaints an organization else. A “no wrong door” philosophy, which receives. Some complaints are relatively means adopting an attitude of “we are all here straightforward and can be resolved quickly to help,” is the preferred approach. by means of an explanation. Others require a more extensive review of a decision or 4.4 Managing Expectations policy and may raise complex factual or legal issues - these complaints are more likely to Organizations should ask the complainant require escalation to Tier 2 for further review what outcome they are seeking, because this or investigation. information provides insight into the person’s expectations. Sometimes it is possible to Some complaints also raise sensitive issues meet a person’s expectations and secure that may call for priority handling. Because their desired outcome. At other times, the not all complaints will require the same level outcome a person seeks is not possible, or is of review or priority, it is useful to “triage” inappropriate, or is possible but may require complaints early to determine their priority and a multi-stage implementation plan over time. what the organization’s response should be. Factors to consider include: It is common for people to be unaware of an organization’s role, procedures or practices for the seriousness of the issues raised in resolving complaints. As a result, we believe the complaint that organizations should take special care the need for urgent action – for example, to ensure that a person making a complaint where there is an immediate and serious understands:20 risk of harm that attaches to the outcome of the organization’s role and the functions the complaint of the organization whether there is a time limit for securing the complaints process and procedures that a practical outcome for the person making the organization intends to follow in relation a complaint to their complaint
20 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 11; New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, 27.
14 Complaint Handling Guide: Setting up Effective Complaint-43- Resolution Systems in Public Organizations 4. Tier 1: Point-of-Service Complaints
how their complaint will be dealt with, including who is handling their complaint Apologies and their responsibilities in relation to An apology given at the right time can their complaint help to diffuse anger, restore dignity and the issues the organization is considering give peace of mind to the recipient that the organization accepts responsibility the level of involvement they can expect to for its actions and takes ownership of have with their complaint an issue or problem. It can also go a how long it will take to investigate and/or long way toward improving the person’s resolve their concerns perception of the organization. However, what will happen next in the complaints not all apologies are created equal. Good process or effective apologies tend to share a number of common elements. (For more what the possible outcomes of their information on how to give an effective complaint or investigative process could be apology, please see our office’s Quick Tip publication On Apologies.)21 4.5 Seeking Early Resolution When staff are empowered and encouraged to resolve complaints at the point they are 4.6 Maintaining Confidentiality received, they are more likely to obtain In BC, people have a right to expect that resolution and prevent escalation of the their complaint will be handled confidentially complaint to higher levels in the organization, and that the privacy principles contained in saving significant staff time and resources. the Freedom of Information and Protection To achieve this, organizations should provide of Privacy Act22 will be observed when their staff with written guidance as to their an organization collects, stores and uses discretion to respond to issues that are raised personal information obtained in the context in complaints to the organization. The process of responding to a complaint. While it may for escalating complaints that cannot be be necessary to disclose a complainant’s resolved at the first level needs to be clearly personal details to the staff member whose understood by those staff. actions or decisions are the subject of the complaint, a complainant’s personal details The most effective way to resolve Tier 1 should not be disclosed to other staff within complaints quickly, where the complaint the organization who do not have a need to appears valid, is to offer an apology for the know this information. Once the complaint service problem identified in the complaint is resolved and matter concluded, internal and explain the action being taken by the sharing of anonymized complaints can organization to address it. This response may help organizations learn and identify what be adequate to effectively prevent further improvements are needed to prevent similar escalation of the complaint. problems from occurring in the future.
21 BC Ombudsperson On Apologies
Complaint Handling Guide: Setting up Effective-44- Complaint Resolution Systems in Public Organizations 15 5. Tier 2: Complaints Needing Internal Review, Investigation or Some Form of Alternative Dispute Resolution
More serious allegations about an apparent dispute resolution would not be organization’s services or staff conduct, successful, it may be necessary to conduct or those complaints that are not resolved an investigation in order to resolve the informally at Tier 1 of an organization’s complaint. We use the term “investigation” complaint process, may require investigation to describe an objective fact-finding process to determine whether the concerns are aimed at establishing the truth. substantiated and remedial action is needed. Similarly, complaints that raise serious 5.1 Investigating Complaints systemic concerns about an organization should be taken seriously and investigated Generally speaking, the purpose of an further. investigation is to resolve complaints based on a fair review of the issues raised When complaints cannot be resolved at the by the person, and to provide a remedy first tier, more senior staff should be involved where appropriate. Each investigation in reviewing or investigating the issue and should be approached with an open mind assisting in resolving the complaint. and a commitment to weigh the facts and arguments objectively. Being clear and Tier 2 complaint resolution may involve the transparent throughout the investigation 23 following steps: helps promote confidence in the process. Internal review – Organizations should It is important for investigators to provide establish a progressive mechanism for the person who made the complaint with an internal review where more senior staff opportunity to comment on information that members review the decision of the Tier 1 is adverse to their interests before deciding staff person to confirm it or make a different on the outcome of the complaint. It is decision. Depending on the structure and equally important to consider the impact that size of the organization, there may be investigation of the complaint will potentially more than one level for internal review of a have on the staff who are the subject of the complaint. complaint (see Section 7.3: Debriefing and Dispute resolution – Sometimes it is Supporting Staff who Handle Complaints for appropriate to have a senior staff person more information). facilitate a discussion between the Tier 1 If an investigation is necessary, the staff person and the person making the organization should carefully consider who complaint. Alternatively, the matter might be is the most appropriate person to conduct referred to an external mediator to help the it. It is critical that the person tasked with parties reach a solution. investigating a complaint does not have any Investigation – Where more serious conflict or bias in the matter. allegations are raised, or where it is
23 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, 11.
16 Complaint Handling Guide: Setting up Effective Complaint-45- Resolution Systems in Public Organizations 5. Tier 2: Complaints Needing Internal Review, Investigation or Some Form of Alternative Dispute Resolution
An investigation typically requires an Investigation plans typically include the investigator to: following key elements:25 identify the critical issue(s) and evidence a clearly defined issue that is going to needed to prove or disprove the allegation be investigated, including the scope and engage in impartial fact finding purpose of the investigation report the outcome the steps involved in investigating the complaint, including what evidence or It may be appropriate to make information is required, how and when it will recommendations in the investigation report. be obtained, and who will provide it Organizations should also be aware that an estimate of the time it will take to it may not be possible to resolve each investigate the complaint complaint. Sometimes the evidence is the outcome or remedy the person inconclusive or insufficient. In these situations, is seeking organizations should consider other options for reaching an understanding or repairing the a list of who may be adversely affected by relationship with the person who made the your investigation, including staff members complaint. It may be simply acknowledging the who are the subject of the complaint, and person’s concerns and recognizing that they how you intend to inform them of any have had a difficult experience interacting with investigative outcomes in a manner that the organization. In these cases, the person is procedurally fair should be provided with information about how any special considerations or risks to seek external review if they are not satisfied that apply, such as whether the matter with the outcome of the organization’s pertains to highly sensitive or confidential complaint process, for example by the Office information that requires special of the Ombudsperson or other oversight safeguarding body. (For more information on resolving unsubstantiated complaints, Although investigations should be planned please refer to our office’sFairness in at the outset, it is important to revisit the Practice Guide,24 p. 35). investigation plan regularly and make adjustments as needed based on new 26 Investigation Plans information that becomes available. If investigation is required, it is good practice Throughout the investigation, keep good to prepare a written investigation plan. An records of all of the steps taken in considering investigation plan will typically outline the the complaint. Clearly document the issues sequence of investigative activities and identified, how evidence was obtained highlight any risks that may need to be and considered, and what conclusion was managed during the investigation (e.g., reached (with reasons) following analysis of preserving evidence). the evidence available. Keep copies of all relevant records reviewed in the course of the investigation.
24 BC Ombudsperson Fairness in Practice Guide,
Complaint Handling Guide: Setting up Effective-46- Complaint Resolution Systems in Public Organizations 17 5. Tier 2: Complaints Needing Internal Review, Investigation or Some Form of Alternative Dispute Resolution
Opportunity to Comment reconsidering or reversing a previous decision People often appreciate an opportunity to review and discuss an organization’s expediting an action preliminary findings before the organization waiving a fee or penalty concludes the investigation of their issuing a payment, refund or compensation complaint.27 This also promotes fairness and is consistent with the principle of procedural a commitment to follow, review or amend fairness that requires public organizations to the organization’s policy or procedures in ensure that people affected by their decisions the future to prevent similar problems have an opportunity to be heard. from occurring an explanation of why the error occurred Providing the complainant with an opportunity and the steps the organization is taking to to comment can lead to better outcomes, as prevent it from happening again the person may have additional information or evidence to provide that the organization an acknowledgement of and apology has not yet considered. Although providing for an error an opportunity to discuss preliminary findings The remedy an organization chooses should may invite dispute of the facts and findings, be fair and proportionate to the seriousness of it is better to address areas of disagreement the issue and the impact it had on the person. before the organization finalizes the response to the complaint.28
5.2 Resolving Complaints A Caution about Template Letters A key feature of an effective complaint Some organizations use template resolution system is that either a person’s letters to respond to frequently raised valid concerns are addressed immediately issues. Template letters can save time or steps are taken to address them. The and ensure consistency across an plans to address a person’s concerns should organization, but when they are not include details on what will be done, who will customized to the specific concerns and do it and when, and how the organization will circumstances, they tend to create the communicate its progress. impression that the organization has not really listened to the person’s concerns.30 Organizations can provide a number of different If your organization uses template remedies to resolve a person’s complaint. The letters, make sure that the letter actually remedy will, of course, depend on the nature of responds to the specific concerns and the concerns that the person raised. circumstances raised in the complaint and explains the reasons for the decision Common remedies where complaints are specific to that person. substantiated through investigation include:29 a better explanation for the organization’s original decision
27 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 12. 28 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 12. 29 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 16. 30 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 15.
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5.3 Communicating Complaint or a matter that is of great significance to the person affected. If the organization Outcomes and Reasons used telephone communication in earlier At the conclusion of a review or investigation communications with the person, it may be of a complaint, organizations should appropriate to first contact the person by communicate their findings and any decision phone to let them know that a more detailed they reached to the person affected. It is written explanation will be sent to them. important that the outcome be communicated to the person in a timely manner. It is good practice, and consistent with the principle of procedural fairness, to invite Often, one of the critical questions is whether follow-up at the time the person is notified the decision and the reasons for it should of the outcome of the investigation of their be provided in writing or verbally. While a complaint. The person may have questions or verbal explanation is usually more expedient, need a more detailed explanation about the reasons should be in writing when the conclusions reached or process followed in complaint deals with a serious allegation the organization’s review of their complaint.
Communicating Reasons for Decisions A response to a complaint should be presented to the person in a style that is clear and informative. Generally speaking, good reasons will:31 describe the complaint and the issues addressed in the complaints process use plain language and avoid jargon outline the steps the organization took to investigate or otherwise resolve the complaint set out the relevant facts considered in the review of the complaint set out any applicable laws or policies, in simple language, that were relevant to the complaint connect the facts with the relevant laws or policies used to reach a conclusion identify the outcome and any remedies the organization is offering to resolve the person’s complaint provide the contact information for a representative at the organization that the person can contact to discuss the outcome advise the person of any review or appeal rights that exist and the ability to complain to the BC Ombudsperson and any other external oversight body with jurisdiction over the decision in question be translated into a language other than English where appropriate
31 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 15.
Complaint Handling Guide: Setting up Effective-48- Complaint Resolution Systems in Public Organizations 19 6. Tier 3: Complaints Needing External Review
Internal review and investigation of Systemic Issues complaints does not always result in a Complaints sometimes reveal systemic satisfactory resolution. When a complaint problems that affect or could affect other cannot be resolved through the organization’s service users. When concluding the review of internal review processes, information on a complaint, it is important for organizations external options should be provided to the to consider this possibility. As part of this person who made the complaint. It is also exercise, organizations should consider the important that the process for seeking review following questions: of a public body’s decision is explained on the organization’s website, in its publications What caused the problem for the person and in the written reasons the organization who made the complaint, and could it have provides for its decision. been prevented? External appeal or review options could Are there processes or policies that need to include: be created or improved? a statutory right of appeal of a decision to a Do staff need additional training or higher administrative decision maker support, for instance, so they can provide more helpful and accurate information referral to an external administrative to the public? tribunal with jurisdiction over the matter Does the organization need to update or referral to an advocacy agency improve publicly available information about referral to seek a legal remedy its programs, services or policies? information about judicial review Responsibility for implementing systemic referral to the Office of the Information and improvements typically rests with the Privacy Commissioner, the Office of the executive and senior managers in an Ombudsperson, the Representative for organization. It is important that systemic Children and Youth or other oversight body complaint issues and trends are reported and as appropriate tracked, so that those senior people in the organization have an accurate picture of any Where an external avenue of review or existing organizational weaknesses. appeal exists, organizations must inform people of these options and any applicable time limits for seeking further review of their concerns.
20 Complaint Handling Guide: Setting up Effective Complaint-49- Resolution Systems in Public Organizations 7. Additional Considerations in Complaint Handling
7.1 Treating People with recognizing that we all have cultures, not just the people receiving services from Dignity and Respect public bodies Staff who are responsible for responding to Recognition and challenging of power and complaints must communicate in such a way privilege imbalances – recognizing the that respects people’s inherent dignity. In the imbalances that are often inherent in the context of complaint resolution, violations of public service provider/client dynamic people’s dignity can occur inadvertently by Institutional accountability – challenging the public body providing a response that is institutional-level barriers that affect perceived to be critical or dismissive of the marginalized communities person’s concerns.32
Violations of dignity can also arise through Cultural humility is best understood as a not having appropriate sensitivity for and process or an approach, rather than as knowledge of working with youth, people with the acquisition of knowledge. In order to disability, Indigenous Peoples and people develop understanding and achieve the best from culturally and linguistically diverse outcomes, organizations must be prepared backgrounds. We believe that the diversity of to learn from their service users. In short, an British Columbia compels public organizations approach of cultural humility is interactive to be able to support culturally and and based on an openness to learn, to ask linguistically diverse clients, avoid stereotypes questions rather than make assumptions, and or reinforcement of prejudice and privilege, to strive to understand rather than inform. and seek advice when uncertain. Cultural humility principles have been adopted in a variety of different contexts, Building Cultural Humility including in healthcare delivery and legal The concept of cultural humility was practice, and by educators and non-profits. developed by two American physicians In July 2015, all BC health authorities and through their work with different communities the Ministry of Health signed a declaration in the healthcare context and medical of commitment on Cultural Humility in education.33 The three essential tenets of Health Service Delivery for First Nations and cultural humility are: Aboriginal Peoples. To explore the concept of cultural humility further, information is Lifelong learning and critical self-reflection – available on the First Nations Health Authority examining privilege and our own website.34 cultural assumptions and practices, and
32 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, 26. 33 Melanie Tervalon and Jann Murray-Garcia, “Cultural Humility Versus Cultural Competence: A Critical Distinction in Defining Physician Training Outcomes in Multicultural Education,” Journal of Health Care for the Poor and Underserved 9, no. 2 (1998): 117–125. 34 First Nations Health Authority, “Cultural Safety and Cultural Humility Webinars,” 2019
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Being Trauma-Informed live with the effects of unresolved trauma, normal life stress can be profoundly threatening Through our work, we know that engaging with and can activate a cycle of physical and a complaint system in any capacity can be psychological reactivity that erodes their well- stressful. The presence of underlying trauma being and ability to function.35 can greatly increase the stress of a situation. Taking a trauma-informed approach to It is important that public organizations be complaint resolution requires organizations trauma-informed in their work, as we know to engage with people based on the following trauma is a pervasive health issue that can principles of trauma-informed practice:36 affect how people approach government services. Staff at an organization may cause Create emotionally and physically safe unintentional harm to service users who have environments that foster opportunities for already experienced trauma. choice, collaboration and empowerment. In short, organizations should look to involve Trauma is typically understood as an injury that clients and service users in decisions that results from an experience that overwhelms affect them, rather than doing something a person’s ordinary coping mechanisms and for or to them without their input. ability to protect themselves. For people who
What Does Trauma Have to Do with Complaint Systems? “Most, if not all, situations of conflict and harm involve questions of justice and injustice, and situations of injustice frequently involve trauma.”37
Although trauma-informed practice originated within the field of mental health, it is relevant to all contexts, services and organizations with which people experiencing trauma come into contact.
Complaint systems regularly encounter people whose lives have been shaped and harmed by traumatic events. Sometimes these traumatic events are the subject of the complaint itself, and sometimes they are part of a person’s history. Because trauma-related problems sometimes manifest in challenging behaviour, many public organizations see the challenging behaviour but do not readily identify the trauma. When organizations don’t fully understand the role of trauma, they can become an additional source of distress or re-traumatization for their service users.
Importantly, being trauma-informed is not about treating trauma, which requires specialized training and skills. It is instead about minimizing the potential for harm and re-traumatization. In this way, being trauma-informed is an approach that is available to everyone.
35 Wendy Wood, “Trauma Informed Mediation – Guidance for Mediators and Ombuds Working in Traumatized Communities,” 2015
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Focus on how a service is provided. For It is important to remember that people do not people who have experienced trauma, always act their best when they’re making a how a service is provided matters as complaint; organizations must be careful about much as what the service is. For example, using negative labels that stigmatize and all aspects of the physical environment dismiss people’s concerns as mere personality of an office space are important and problems. Doing so is contrary to the principle should include waiting and meeting that complaints must be considered on their rooms that have clean and comfortable merits and that unreasonable conduct does furniture, are calming, offer privacy, and not preclude there being a valid issue. It’s also provide enough personal space and an important for organizations to understand this unobstructed path to the exit. type of behaviour through a trauma-informed Recognize that difficult behaviour in the lens, which suggests that what we view as context of a complaint may be the product unreasonable behaviour may have developed of coping mechanisms and self-protection as a coping mechanism to help the person developed in response to an experience deal with difficult life circumstances. of violence or trauma. Work to reduce the The BC Ombudsperson recommends using tendency to blame people for behavioural the term “unreasonable conduct” because it reactions that may be a result of trauma. ensures that the focus is on the behaviour We believe that these principles should inform rather than the person, and that organizations the work all public organizations, irrespective respond to the behaviour openly and of the nature of their work or the type of respectfully without the risk of using incorrect services they provide. These principles also or offensive labels. benefit all clients and service users, whether or not the particular person has experienced What Is Unreasonable Conduct? trauma – they are simply good person- “Unreasonable conduct” is a broad term; focused practices. essentially it means behaviour that, because of its nature or frequency, raises substantial 7.2 Dealing with Unreasonable health, safety, resource or equity issues for an organization and the person or people Conduct tasked with dealing with the person and Public organizations provide services to their complaint.39 thousands of people every year, most of whom engage productively with government Unreasonable conduct can include persistent systems, processes and people.38 Even and unreasonable demands being placed on if frustrated by an adverse decision, they staff, lack of cooperation with staff’s efforts manage their reactions. However, there to resolve the complaint, argumentative are some people who continue to demand or threatening language, and repetitive further action on their review or complaint submissions of large and often irrelevant and are persistent in these demands, even volumes of paperwork and communications. though there is no further action for the public When an organization and its staff are on the organization to take. receiving end of unreasonable conduct, it may be necessary to set limits on the person’s
38 New South Wales Ombudsman, Effective Complaint Handling Guidelines, 3rd ed., 2017, 29. 39 New South Wales Ombudsman, Managing Unreasonable Complainant Conduct Practice Manual, 2nd ed., 2012, 6.
Complaint Handling Guide: Setting up Effective-52- Complaint Resolution Systems in Public Organizations 23 7. Additional Considerations in Complaint Handling
access to services. However, behaviour should told of the decision in writing and must be not be viewed as unacceptable just because informed of: a person is forceful or determined. Being the reason why the organization considers persistent can be a positive and necessary their behaviour to be unacceptable attribute when pursuing a complaint. details of any earlier warnings issued about Restricting Access When Faced with their conduct Unreasonable Conduct clear details about the restriction the organization is imposing, and how long Members of the public generally have a right the restriction is in place for to access public organizations in order to seek assistance and services. However, the what is required of them for the restriction BC Ombudsperson does not expect public to be lifted organizations to tolerate behaviour that is how the person can request a review of violent, abusive or threatening or that takes the restriction up an unreasonably disproportionate amount Generally, a decision to not respond to of staff resources. Organizations have a further contact should be specific to a responsibility to have policies and procedures particular matter, rather than a total ban in place so that their staff are provided on all correspondence. Where a person’s with a safe and healthy workplace. These unreasonable behaviour affects an occupational health and safety policies must organization’s ability to provide services to align with broader legal requirements including them, organizations may need to consider those set out under WorkSafe BC legislation, some of these alternatives to direct service policy and standards. delivery, while ensuring that a fair process We recognize the need to establish a is followed in reaching and communicating safe workplace while at the same time these decisions. providing accessible and respectful service Options for restricting access include limiting to the public. However, it may sometimes the following: be necessary to restrict access to people who are being unreasonably persistent or Who the person can make contact exhibiting a potential for violence. Decisions with within the organization – it may be to restrict a person’s access to services appropriate to limit a person to dealing with should be considered as a last resort and one staff member, preferably at a more viewed as the exception rather than the rule. senior level It is important to keep in mind the person’s What subject matter the organization will need to continue to have access to the respond to – this solution may be used in program or service being provided. The situations where a person has repeatedly person should also be provided with warning raised the same issues and appears to be that access may be restricted. unable or unwilling to accept the response Where access restrictions are required, When a person can make contact with your the first step should be to impose the most organization – this could include restricting minimal restriction needed to address the them to a particular time or curbing the behaviour, and the person affected must be frequency of their contact to only once per week, for example
24 Complaint Handling Guide: Setting up Effective Complaint-53- Resolution Systems in Public Organizations 7. Additional Considerations in Complaint Handling
Where a person can interact with your staff 7.3 Debriefing and face-to-face – this could include limiting the locations where contact occurs, especially if Supporting Staff Who a person has engaged in highly aggressive Handle Complaints or confrontational conduct We know that dealing with unreasonable How a person can contact your conduct can have an impact on job organization – this could include restricting satisfaction and staff morale. Organizations their contact to writing only, or allowing must ensure that they provide adequate contact to be made only through their support to the people who respond to representative. It is important here to complaints and the issues they raise. Even in consider any special requirements of the absence of unreasonable conduct, dealing the person who will be affected by your with complaints, and specifically complaints decision to restrict their access. For about one’s own work, can be difficult and example, where a person cannot read can affect staff well-being and feelings toward and lacks community supports, limiting service users.42 It is the role of supervisors to communications to writing only is not support staff through this process. This can be reasonable.40 achieved through: ensuring that an organization has policies Restricting access should be considered as a in place on how to deal with unreasonable last resort to managing unreasonable conduct. conduct by people making complaints It is also important to remember that mental providing opportunities for internal debriefing illness and disability can sometimes cause sessions with peers and supervisors, where people to express anger inappropriately, have employees have an opportunity to discuss difficulty cooperating with an organization what happened with a difficult complaint and and its staff, or have difficulty participating learn from the experience in an organization’s processes in order to providing opportunities to express their receive a service. Under the BC Human thoughts and emotions after an incident Rights Code,41 service providers have a legal duty to accommodate the Code-related providing access to external counselling needs of service users and to ensure that services their processes are built or adapted to meet Unresolved stress experienced by staff can the needs of people with mental health be unintentionally imparted back to service disabilities. While the duty to accommodate users, impair staff functioning and result in the could involve, for example, making a service escalation of an interaction or complaint into deadline flexible, there is no set formula for one of serious proportions.43 accommodating people with diverse abilities. Each person’s needs are unique and should Conversely, organizational self-care has major be considered afresh. Organizations must positive implications for staff’s interactions with ensure that a person’s mental health condition service users. When a complaint or difficult is not the basis for restricting access. interaction is handled well, organizations should provide feedback and show staff they are valued for the work they do.
40 BC Office of the Ombudsperson Webinar Series, Fairness in Practice: Why Relationships Matter in Public Service Delivery (March 4, 2018)
Complaint Handling Guide: Setting up Effective-54- Complaint Resolution Systems in Public Organizations 25 8. Learning from Complaints
8.1 Recording Information outcome of complaints they receive so that they can make improvements to their systems, about Complaints services and procedures. This type of analysis Complaints are an invaluable information should be conducted regularly and should resource for organizations. Therefore, include a review of:45 organizations need record-keeping policies the main issues raised in complaints, and to ensure that they make and retain records any themes or common issues about the types of complaints that they any trends in complaint volume over time receive, how they are handled and their (increases or decreases) outcomes. Organizations can use this information in order to identify recurring the number of complaints about particular issues and make improvements to their issues systems and services where appropriate. outcomes of complaints Generally, organizations should aim to retain When organizations receive numerous the following information from the complaints complaints about the same thing, it is typically they receive, especially related to Tier 2 and a sign of a systemic problem that requires Tier 3 complaints that are not resolved at attention and action by the organization. For point-of-service: instance, a spate of complaints about the same issues raised in a complaint thing could reveal that an internal guidance when and how the complaint was received document relied on by an organization is (by email, telephone, etc.) confusing to its staff and is being misapplied, complaint outcomes, including steps taken or that communication with the public about to address the complaint and any follow-up program parameters need to be revised, items or actions to be taken to resolve the or it is inconsistent with the organization’s issues identified in the complaint governing legislation. It could also reveal that the organization needs to improve its record- when the complaint was finalized or keeping practices or provide additional support concluded and training to its staff. relevant demographic information of the person making the complaint, including However, care should be taken in interpreting geographic location44 complaint data. An increase in complaints following a change in an organization’s complaint resolution practices may show 8.2 Analyzing Complaints that the system is working well and that The purpose of keeping good records is to more people are aware of the organization’s enable organizations to monitor trends and complaints system, rather than signalling a analyze and review the subject matter and growing problem.
44 It is important for organizations to have a sense of both who they are serving and who they are underserving. This data may suggest that, for example, an organization needs to conduct more education and outreach in particular parts of the province. It may also suggest that some of the organization’s policies or practices are acting as barriers to accessing services for particular communities. 45 New South Wales Ombudsman, Complaint Management Framework, 2015, 10.
26 Complaint Handling Guide: Setting up Effective Complaint-55- Resolution Systems in Public Organizations 8. Learning from Complaints
8.3 Improving Complaint by publicizing their performance in these areas of complaint management, as well as Processes publicizing any improvements they made as a An organization’s complaint information result of a complaint. Outcomes of complaints should also be used to improve its complaint should be made known to staff as a way of resolution system. To do this, organizations reinforcing their value to the organization.47 To should consider measuring their complaint promote learning, organizations may wish to data and assessing complainant satisfaction consider discussing complaints in groups in an through, for example, surveys. Data that anonymized way to enable staff to learn from can be used to measure and assess the each other and the experiences of people who effectiveness of an organization’s complaint use their organization’s services. process could include:46 Lastly, organizations should look at conducting complaint investigation outcomes and regular in-depth reviews of their complaint resolutions resolution system. In these reviews, average time taken to resolve a complaint organizations should consider the views of changes resulting from complaints, staff and feedback from complainants, as 48 including changes to policy or practice well as the impacts of any: and any systemic issues identified through legislative changes investigation of complaints changes to the organization’s resources number of complaints escalated to the head or structure of the organization technological changes or improvements number of complaints escalated to the changes to practice standards BC Ombudsperson or other external review body, and any recommendations resulting Conducting regular reviews helps ensure that from this further review an organization’s complaint resolution system remains up to date and in line with statutory Organizations can demonstrate their requirements and organizational realities, as commitment to good complaint resolution well as current good practices.
46 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 21. 47 Tasmanian Disability and Community Services, Good Practice Guide and Self Audit Tool 2017, 2017, 35. 48 Victoria Ombudsman, Complaints: Good Practice Guide for Public Sector Agencies, 2016, 22.
Complaint Handling Guide: Setting up Effective-56- Complaint Resolution Systems in Public Organizations 27 9. A Final Word
Having an effective, accessible and We hope this Complaint Handling Guide: responsive complaint resolution process Setting up Effective Complaint Resolution demonstrates an organization’s commitment Systems in Public Organizations will assist to service excellence and continuous quality public bodies in developing and operating improvement. When organizations provide a effective complaint resolution systems to timely and adequate response to a person’s achieve their broader objective of providing complaint or concern, it can help prevent high-quality service to the public. Please visit escalation of the matter and restore trust after www.bcombudsperson.ca for more information something has gone wrong. and resources for public bodies.
28 Complaint Handling Guide: Setting up Effective Complaint-57- Resolution Systems in Public Organizations Complaints Process Self-Assessment Checklist
The following checklist provides a quick reference guide for organizations to conduct a self- assessment of their current complaint process and identify areas for improvement. By following this checklist and the key principles featured in this guide, organizations can build the framework for an effective complaint management system that will assist them in responding well to concerns from service users.
1. Do we foster an organizational culture that welcomes complaints from service users?
Do the leaders of our organization view complaints as a valuable source of feedback and an opportunity for improvement?
Do we make it easy for people to raise concerns about our organization?
Does our organization take action on issues identified through the complaints we receive from service users?
Do we provide support to staff who are the subject of a complaint and inform them that the focus is on learning from the experience, and not on apportioning blame?
2. Do we have an adequate complaints policy and procedure for our organization?
Does our complaint policy include a definition of a ‘complaint’?
Do we have a three-tiered complaint process that encourages early resolution of complaints?
Do we provide clear guidance to staff on how to acknowledge and respond to a complaint, including standard timelines for response?
Are there clear procedures that direct staff on what kinds of complaints can be resolved informally at point-of-service, and what complaints require escalation/investigation?
Do our procedures describe our organization’s standards for investigating complaints?
Complaint Handling Guide: Setting up Effective-58- Complaint Resolution Systems in Public Organizations 29 Complaints Process Self-Assessment Checklist
3. Is our complaints process accessible and responsive?
Is information about our complaints process publicized on our website, including specific contact information for staff who have responsibility for receiving complaints?
Do we accept complaints in a variety of formats (e.g., online, telephone, in writing, in person)?
Do we have translator services available for people who require it to submit their complaint?
Do we have systems in place to assist more vulnerable people who may need help bringing their concerns to us?
Have we addressed and removed any barriers that might prevent someone from contacting us with their concerns?
Are staff informed of their authority to resolve complaints at point-of-service?
Do we ensure timeliness in our complaints process?
Do we keep people informed of the progress of their complaint?
4. Is our complaints process fair and person-focused?
Are complaints reviewed by a staff member who is unbiased – one who was not involved in the original decision giving rise to the concern?
Do service users have an opportunity to submit additional information as part of the complaints process, and an opportunity to comment before the review is finalized?
Do we provide clear reasons for decisions after reviewing or investigating a complaint, including the issues and information considered, the analysis and conclusions drawn, and any resolution to the complaint?
Do we tell service users of the option of seeking further external review from an oversight body, such as the BC Ombudsperson?
Do we ensure privacy and confidentiality is respected for people who raise complaints about our organization throughout the complaints process?
Are our staff aware of and sensitive to the unique needs of services users from diverse backgrounds?
30 Complaint Handling Guide: Setting up Effective Complaint-59- Resolution Systems in Public Organizations Complaints Process Self-Assessment Checklist
5. Are we adequately supporting our staff who respond to complaints?
Do we have adequate recruitment strategies to attract staff who are skilled in complaint resolution?
Do we provide training to staff in effective communication and conflict resolution?
Are we trauma-informed in the way we respond to complaints from our service users?
Does our complaint policy guide staff on how to deal with unreasonable conduct?
Do we have a practice of debriefing with staff who are dealing with more challenging complaints?
6. Do we adequately document and learn from the complaints we receive?
Do we have an adequate system for documenting, tracking, analyzing and reporting out on complaint outcomes?
Does our organization regularly review complaint trends and take action to address systemic issues?
Do we publicly acknowledge areas of improvement that are identified through complaints?
Complaint Handling Guide: Setting up Effective-60- Complaint Resolution Systems in Public Organizations 31 Model Complaints Policy
This model complaints policy is intended to provide general guidance to assist public organizations in developing an effective complaints resolution process. It offers suggestions for policy language and a general template for complaints handling; however, it is not intended to be a comprehensive guide. Wording used in the document should be tailored to suit the organization’s unique service delivery model and complaints handling procedures and must be compliant with other applicable agency rules and legal requirements. While it is important for organizations to develop standard procedures for complaint handling, they must also demonstrate flexibility and consider individual needs and circumstances when responding to complaints from service users. Purpose The purpose of this policy is to ensure
32 Complaint Handling Guide: Setting up Effective Complaint-61- Resolution Systems in Public Organizations Model Complaints Policy
Definitions Complaint – state how your organization defines a complaint, for example:
A complaint is an expression of dissatisfaction with an aspect of our programs, services or people. It can include concerns about our staff’s conduct, quality of service, delay in providing a response, or the reasonableness of a decision made or action taken by a member of our staff. It can also include the response provided by a staff member to a complaint or concern raised about our organization.
Roles and responsibilities of agency staff
At any point in the complaints process, a person may choose to seek external review of the matter through the following review options:
Complaint Handling Guide: Setting up Effective-62- Complaint Resolution Systems in Public Organizations 33 Model Complaints Policy
Confidentiality of complaints
Complaint handling procedures
Stage 1: Frontline resolution
Receiving complaints – Complaints can be submitted to
Acknowledging complaints – All complaints will be acknowledged within XX working days by
Assessing complaints – . Complaints raising issues of a more serious nature are prioritized and responded to within XX business days
.
Authority to dismiss complaint – Complaints that are not accepted for review under this complaints policy may be dismissed by
34 Complaint Handling Guide: Setting up Effective Complaint-63- Resolution Systems in Public Organizations Model Complaints Policy
When a complaint is dismissed for any of the reasons above, the complainant will be notified by
Recording complaints – When recording the complaint in the complaint tracking system, the following information will be documented. List documentation requirements, for example: the complainant’s name and contact information when and how the complaint was received (by email, telephone, webform, mail or in-person) main issues raised in the complaint, including all relevant facts provided by the complainant any documentation submitted or interview notes taken during interaction with complainant the outcome sought by the complainant (if known) any attempts made to resolve the complaint informally, including action taken by the staff member receiving the complaint any barriers or additional support the person making the complaint may need, such as access to an interpreter
Stage 2: Investigation
Investigating complaints – If a complaint is not resolved by
Complaint investigations will be guided by the principles of administrative fairness and will be conducted in a fair, timely and impartial manner. Before commencing a formal investigation of a complaint,
Complaint Handling Guide: Setting up Effective-64- Complaint Resolution Systems in Public Organizations 35 Model Complaints Policy
All relevant evidence will be considered by the investigator during the review process, and the complainant will be provided an opportunity to be heard and comment on any preliminary findings prior to the agency concluding the review of their complaint. Documentation requirements for the investigation file include (for example): copy of the original complaint all interviews notes with the date, time and names of those present copies of all records reviewed in the course of the investigation a statement about any action taken in response to the complaint, or specific resolution reached on the matter, including clear reasons for decisions made final report outlining investigative process and outcome
Concluding complaints – A final report/letter is due at the conclusion of a complaint investigation and provided to the complainant within XX business days. This report/letter must be written in clear and accessible language, and include information about (for example): the issues raised by the complainant the evidence considered during the review of the complaint, including the information provided by the complainant. If certain evidence was discounted in the review process, explain why (for example, issues with witness credibility or reliability of evidence) the analysis of this information in the context of the agency’s rules and standard procedures what decision was reached (i.e., whether the complaint was substantiated or not) any action taken by the agency in response to the complaint information about any appeal or review options
Remedies – If investigation of a complaint reveals that
Stage 3: Appeal and review options
If the person continues to have concerns at the conclusion of the complaint resolution process, staff must advise them of their right to seek further review of the matter through
36 Complaint Handling Guide: Setting up Effective Complaint-65- Resolution Systems in Public Organizations Model Complaints Policy
Continuous quality improvement
Dealing with unreasonable conduct
In cases where a service user becomes unreasonable in their interactions with our staff such that it creates health, safety, resource or equity issues for our organization, we will take steps to address the behaviour and may limit access to our services as necessary. Acceptable access restrictions include: state how the organization modifies access to service delivery to mitigate health and safety issues for staff, for example providing service only by phone, email/web access, or using a third party administrator
Access restrictions must be considered as a last resort, and the person who is subject to the restriction must continue to be able to receive services by contacting
Complaint Handling Guide: Setting up Effective-66- Complaint Resolution Systems in Public Organizations 37 Office of the Ombudsperson | PO Box 9039 Stn Prov Govt | Victoria, BC V8W 9A5 General Inquiries: 250 387-5855 (Victoria) or 1 800 567-3247 (Rest of BC) | Fax: 250 387-0198 www.bcombudsperson.ca-67- COMMITTEE OF THE WHOLE REPORT
REPORT DATE: January 5, 2021 MEETING DATE: January 25, 2021 File No. 1850-03 TO: Mayor and Councillors FROM: Rachel Parker, Corporate Officer SUBJECT: Community Grant Program, Guidelines Update
RECOMMENDATION THAT the Committee give feedback on proposed changes to the Community Grant Program.
PURPOSE The purpose of this report is to seek Council feedback on proposed revision of Community Grant Program Guidelines.
PREVIOUS COUNCIL DIRECTION
Date Resolution Nov 26, 2018 THAT Council split the Community Grant Program into two streams, one for special one-time projects and seed funding, and a second for longer term operating funding. THAT Council direct staff to bring forward revised community grant program guidelines for the one-time special projects and seed funding stream. January 28, THAT Council allow funding for operations for special events in the Community 2019 Grant Program THAT Council approve the minimum grant application of $1000 for the Community Grant Program. THAT Council approve applications for the Community Grant Program for operating funding for special events for the following only: Expansion of or a new program at an established special event One-time special event Seed funding for a new special event THAT Council approve the Community Grant Program guidelines as presented with the updates approved by Council.
Page 1 of 5 -68- BACKGROUND In 2012, the Village developed a park and recreation facility fee grant-in-aid program and reduced its facility fees for not-for-profit organizations. The grant program was offered for the 2013 and 2014 event years. In 2015, Council suspended the grant program and a new program was established for 2016 to provide Operating funding Seed operating funding A one-time special project Use of Village services, e.g. parks and recreation facilities, public works services with a multi-year option of up to four years In 2019 the program was reviewed again as the Village entered into five-year community service agreements to provide longer term operating funding with four selected organizations that provide community services. The grant budget was reduced to $10,000 and applications were accepted for one-time projects and seed funding for. In kind grants (recreation fees and public works services) were no longer available and organizations were subject to all fees. Since 2016, the Village has provided grant to these organizations: Cascadia Poetics Lab Coal Valley BMX Association Comox Valley Arts Council Comox Valley Farmers Market Comox Valley Land Trust Comox Valley Pipe Band C&D Historical Society - Ginger Goodwin event C&D Historical Society –operating funding Cumberland Bear Initiative Cumberland Business Society Cumberland Community School Society Cumberland Culture and Arts Society Cumberland Events Society - Lantern Festival Cumberland Lake Wilderness Society Cumberland United Church Kumugwe Society Rotary Club of Cumberland Centennial Steam Donkey Racing Club United Riders of Cumberland In 2020, the Village received five grant applications for special events, and also received applications for an art project from the Kumugwe Society and the Comox Valley Conservation Partnership. Due to COVID-19, Council allocated 2020 funding as follows: $4,000 to the Cumberland Business Association to explore the creation of a business improvement area; and $6,000 to the Cumberland Community School Society to support the food bank program.
Page 2 of 5 -69-
New Program Guidelines Staff is recommending that Council update the program for 2021 to focus on funding support for community services and projects that reflect Council’s 2020-2023 Strategic Priorities in order to encourage organizations to provide financially sustainable community services for residents. Proposed key changes: 1. Update the Purpose of the Program
The program has had a history of providing support for events and tourism-related initiatives. Staff is proposing that the program now be geared towards social and other services that solely benefit residents by making the following change to the purpose of the program: The purpose of the Community Grant Program is to provide a limited amount of funding to assist community organizations providing social, cultural, recreational and environmental services that benefit the residents of Cumberland.
The Village now supports economic development initiatives through the lens of the Economic Development Strategy 2018-2023 and the support of the Economic Development Officer. Other than the funding issued to the Cumberland Business Association in 2020 for the BIA project, there has been no specific support provided for the benefit of business other than grants allocated for tourism-related events.
The Economic Development Officer is preparing a report for Council’s consideration to enter into an agreement with the Cumberland Business Association (CBA) that sets out a framework for the relationship between the Village and the CBA. As currently proposed the working agreement will consider efficiencies and savings with respect to CBA related event applications and permit requirements. The opportunity to partner on specific community events, including cost sharing between the Village and CBA is also being explored. The EDO and CBA are also exploring other funding mechanisms to support the CBA outside of the community grant process4.
2. Update the Eligibility Guidelines
Staff is recommending that Council change application eligibility to services that reflect Council’s 2020-2023 Strategic Priorities, such as,
a. Healthy and accessible community b. Attainable housing c. Diverse recreation, arts and culture opportunities d. Food security e. Child care space creation
Page 3 of 5 -70- f. Maintaining Village Character and Retaining Heritage g. Climate change mitigation and adaptation h. Protection and enhancement of the natural environment
3. Special Events Staff is seeking feedback from Council whether there is interest in continuing to support special events through the program. In 2019, the program was changed to attempt to limit event applications by only accepting applications for seed funding or special projects. Despite this, the program has continued to attract applications for special events, many of which are tourism-related, regional, or geared towards bringing visitors into the community. The Village now provides the Cumberland Events Society with annual funding through a service agreement for the Society’s events, as well as to provide umbrella liability insurance coverage for smaller organizations for community-based events. Village staff are encouraging organizations to take advantage of this service from the Cumberland Event Society. Staff is recommending that events in themselves no longer be eligible for funding through the program. Organizations could still apply for funding for a service within an event that advances strategic priority, for example a one-time art or music workshop for residents held during an event. Alternatively, Council may direct that financial support continue for special events which attract visitors and support tourism and /or community events held primarily for Cumberland residents. 4. The guidelines currently set a minimum application amount of $1,000. If Council wishes to move towards supporting more substantial new community services, the minimum may be increased. 5. Staff is seeking direction on whether Council wishes to support any particular community service that could be provided by a not-for-organization. 6. Staff is also seeking direction on whether Council would like to explore the option of the Comox Valley Community Foundation administering the program.
COVID-19 Safe Restart Funding In December 2020, Council approved allocation of some of the COVID-19 Safe Restart Funds toward projects and office renovations relating to facility reopening and operating costs and computer and other electronic technology costs. Staff will be reporting to Council soon on next phase of initiatives that are eligible under this funding, including grants to non-profit organizations for services for vulnerable persons and core community services during COVID-19.
Page 4 of 5 -71- STRATEGIC OBJECTIVE ☒ Healthy Community ☐ Quality Infrastructure Planning and Development ☐ Comprehensive Community Planning ☐ Economic Development
FINANCIAL IMPLICATIONS There are no financial implications of amending the program guidelines. The current annual budget for the program is $10,000.
OPERATIONAL IMPLICATIONS A fair amount of staff time is taken to administer the program each year. Reducing the scope of the program is expected to reduce the number of applications and approved grants and the time required for administration.
ATTACHMENTS 1. Community Grant Program Guidelines with proposed changes. 2. Strategic Priorities 2020-2023, pages 3 and 5
CONCURRENCE Michelle Mason, Chief Financial Officer/Deputy Chief Administrative Officer MM Kevin McPhedran, Manager of Parks and Recreation KM Kaelin Chambers, Economic Development Officer KC
Respectfully submitted,
______Rachel Parker Corporate Officer
______Clayton Postings Chief Administrative Officer
Page 5 of 5 -72- 2673 Dunsmuir Avenue P.O. Box 340 Corporation of the Cumberland, BC, V0R 1S0 Telephone: 250-336-2291 Village of Cumberland Fax: 250-336-2321 cumberland.ca
File No. 1850-03 January 30, 2019Jan 6 2021 DRAFT Community Grant Program Guidelines Special one-time projects and seed funding
The purpose of the Community Grant Program is to provide a limited amount of funding to assist community organizations to provideing social, cultural, recreational and environmental services that benefit the residents and businesses of Cumberland.
A. Eligibility Guidelines
1. Applications will be accepted for at leasta minimum of $1000 in funding for community projects or services that further the priorities and strategic objectives of the Village of Cumberland.
Applications will only be accepted for (a) a one-time special project or service (b) seed operating funding to assist with initial operations and establishing revenue sources for a new project or service (c) a one-time special event or seed funding for a new special event provided that it is a community event held primarily for Cumberland residents.
Proposed projects or services must further one or more of the Village’s strategic Special events for the following only: o a one-time special event o seed funding for a new special event to assist with initial operations and establishing revenue sources o expansion of an established special event or a new program at an established special event
priorities and objectives: Healthy and accessible community Attainable housing Diverse recreation, arts and culture opportunities Food security Child care space creation Climate change mitigation and adaptation Protection and enhancement of the natural environment
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Economic development and tourism-related initiatives, and special events are no longer eligible for funding from the Community Grant Program. Please contact the Economic Development Officer at the Village office for information on support for businesses.
For more information on the Village’s priorities and strategic objectives, view Council’s Strategic Priorities 2020-2023 at cumberland.ca.
2. The applicant must: Be a not-for-profit society or not-for-profit organization Provide services to Cumberland residents or provide other direct benefit to the Cumberland community Demonstrate financial need Show how the service or project encourages, improves, supports, and/or fosters community benefit furthers the priorities and strategic objectives of the Village of Cumberland. s For a seed operating funding, provide information on planning for future revenue generation for ongoing operations.
3. Applications will not be accepted: From an organization which has not complied with conditions of a previous grant From an organization whose sole purpose is fundraising From an organization that re-allocates or donates funding directly to individuals, businesses or other organizations For a project or service that duplicates municipal services without a partnering agreement with the Village of Cumberland From sports organizations for competition or travel expenses
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B. Application Process
1. Completed applications must be received on the prescribed form by the annual deadline date. Incomplete or applications received after the deadline date will not be considered. 2. Applications will be evaluated on the information provided in the application. 3. Applications meeting eligibility and mandatory criteria will be provided to Council for consideration. Grant awards will be determined by Council at a public Council meeting. There is no opportunity for applicants to address Council at this meeting. 4. Approved grant funding will be disbursed in July each year.
C. Grant Awards and Annual Program Budget
1. Grant program funding will be allocated by Council within the available budget. No additional budgeted funds will be added to meet the demands of the applications. 2. Partial grants may be awarded at Council’s discretion. 3. Grants must be spent in the year awarded and/or the following year.
D. Conditions of Funding
1. The organization must recognize the Village of Cumberland as a funder in all publications. 2. Funds must be used for the purpose for which they were requested. If circumstances change and the organization cannot meet its commitments or the project cannot be completed, the grant must be returned to the Village. 3. The organization must report to the Village of Cumberland how the grant was spent by January 31 in the following year using the form provided. The report must include a narrative summary, attendance figures, an evaluation of the impact on and benefits received by the community, and a statement of actual revenue and expenses following the completion of the project or activities.
-75- COMMITTEE OF THE WHOLE REPORT
REPORT DATE: 1/20/2021 MEETING DATE: 1/25/2021 File No. TO: Mayor and Councillors FROM: Clayton Postings, Chief Administrative Officer SUBJECT: Civic Facilities and Properties review
RECOMMENDATION 1) THAT the Committee receive the Civic Facilities and Properties review report for discussion;
2) THAT the Committee provide Council with recommendations relating to the Facilities and Properties Strategic Action Plan project scope, and that these outcomes and scope be included into the Facilities and Properties Strategic Action Plan - RFP. PURPOSE The purpose of this report is to discuss and confirm the key scope and outcomes relating to the Civic Facilities and Properties review project.
PREVIOUS COUNCIL DIRECTION The 2020-2023 Village of Cumberland Strategic Priorities which was adopted by Council in June 2020, includes the priority area Quality Infrastructure Planning and Development with one of the key activities relating to the priority area is the completion of a Civic Facilities and Property review.
Council directed staff during the Strategic Priorities sessions to include as part of the facilities and properties review a parking component.
2020-02- THAT Council consider a comprehensive parking study as part of future corporate strategic 24 planning discussions;
A 2019 resolution refers to opportunities for cooperative housing:
2019-10- THAT Council direct staff to prepare a list of possible publicly-owned sites within the 28 Village of Cumberland that could be further evaluated by Co-operative Housing Federation of BC, for the feasibility of a Co-op Housing project.
Page 1 of 3 -76- BACKGROUND During the 2020-2023 Strategic planning session, Council identified the need to review and investigate Village facilities, properties and parking. It was determined that a project would be developed to engage a consultant to assist with this review and develop recommendations through the creation of a facilities and properties strategic plan.
The intent was not to complete detailed condition assessments relating to each facility, rather look at the facility in relation to whether it currently or in the future meets the needs of the community. For the property review, it was discussed that a review of existing Village lands would confirm the highest and best use in relation to the community needs.
The initial scope identified for this project included the following:
1. Identify and inventory all public lands in the Village of Cumberland (SD71, CVRD, Provincial, Federal, FN, third party utility)
2. Review existing reports, studies, and bylaws, and identify and inventory existing and possible future municipal land use (Village Facilities, Parks, Recreation Trails, Culture, Utilities, Parking, etc.)
3. Community needs assessment relating to facilities - survey/engagement
4. Complete Council workshop/session a. Overview of Strategic Property and Facility Management b. Benefits of Strategic Property Management c. BC Municipalities & Property Management d. Best Practices & Case Studies
5. Identify Strategic Opportunities relating to Village facilities and properties (Examples: New Public Works Facility, Old and New Fire Hall site, other) a. Highest & Best Use b. Short/Medium/Long Term Prospects
6. Develop site concept plans for future Village facilities
7. Financial considerations and costs based on recommendations
8. Land Disposition & Acquisition Strategy
9. Strategic Action Plan final report and recommendations
Some of the main goals and outcomes would include opportunities for generating revenue, enhancing land values, creating opportunities for community and economic development, developing strategic plans to facilitate projects, identifying partnership opportunities (e.g. affordable housing).
Page 2 of 3 -77- The strategy will provide information and recommendations which will be utilized as part of the Villages Asset Management Plan and Policy development, which is scheduled to occur in conjunction with this process.
Once staff receive feedback relating to the scope, the intent will be Staff would plan to engage a consultant and create a project plan with timelines. The objective would be to work toward completing this project by September 2021, as recommendations would then be able to be considered during Financial Plan discussion.
ALTERNATIVES 1. To separate the project into two separate activities, which could be the facility and properties review and a separate parking study/plan. 2. Not proceed with any action at this time.
STRATEGIC OBJECTIVE ☒ Healthy Community ☒ Quality Infrastructure Planning and Development ☒ Comprehensive Community Planning ☒ Economic Development
FINANCIAL IMPLICATIONS This project is currently included within the 2021 financial plan and funded at $65,000, which the majority of this funding would be to engage consulting services. It is felt this is enough funding to complete the project.
OPERATIONAL IMPLICATIONS This project is included in the Village staff work plan, so no impact based on original review of the scope.
ATTACHMENTS None CONCURRENCE
Respectfully submitted,
______Clayton Postings Chief Administrative Officer
Page 3 of 3 -78-
October – December 2020
-79-
Contents
1. Strategic Priorities 2020-2023 Update ...... 1
a. Capital and Special Projects Status
2. Financial Performance Report ...... 13
3. Protective Services Report ...... 20
4. Policing Services Report...... 24 5. Development Services Report ...... 27
6. Council Activity Status Report ...... 35
Jul - Aug 2020 Quarterly Report to Council -80- STRATEGIC PRIOIRTIES QUARTERLY REPORT
MEETING DATE: January 25, 2021
REPORT PERIOD: October to December 2020
FROM: Clayton Postings, Chief Administrative Officer
The attached report summaries activities relating to the Village’s Strategic Priorities. This 2020 fourth quarter report the summary attached includes all complete and active 2020-2023 strategic actions. The report also includes updates relating to 2020 capital projects, and corporate projects.
The report does include some 2021 and beyond projects, as staff are beginning to enter in the approved projects, and are now in the process of allocating resources and confirming actions and timelines relating to these new projects.
QUARTERLY SUMMARY
2020 had many challenges with the pandemic occurring and continuing for the majority of the year. For the most part the pandemic did not impact Village initiatives and projects, though there were some delays and many projects requiring public consultation were impacted. Staff have adjusted work plans and been creative in ways to continue to ensure Village Services has not been effected.
This past quarter was also filled with numerous provincial and federal funding program announcements, many of which had short submission timelines, these applications which the Village submitted did create additional work, however the hope is successful funding will be approved and support this important initiatives.
ATTACHMENTS
1. Village of Cumberland Strategic Priorities 2020 fourth quarter report
Page 1 of 1 -81- - 1 - QUARTERLY STRATEGIC UPDATES Jan 21, 2021 102 46%
GOALS GOAL COMPLETION
STRATEGIC PRIORITIES 2020-2023 PLAN QUALITY INFRASTRUCTURE PLANNING AND DEVELOPMENT
Goal Details 20… 2021 2022 2023 2024 2025 Comment Current Completion
Asset Management Maintain a high-level, systematic approach that supports the Village in On Track moving toward service, asset and nancial sustainability. Construct new Fire Hall Construct a new Village re The construction of the new re hall building which replaces the existing hall continues, some delays in re hall. completion have occurred due to COVID and contractor and supply availability. The estimated completion date has moved to end of February/Early March. The main Behind aspects still underway include nal Hydro connection, landscaping, mechanical and communications systems. The project remains on budget as of the end of 2020.
Civic facilities and properties Conduct a review of existing and future Staff are preparing a project scope review civic facilities and properties report which will be presented to including partnership opportunities, Council at the January 25, 2021 On Track space requirements, and service Committee of the Whole meeting. levels. Asset Management Policy Policy that outlines the principles and Village staff have con rmed mandated requirements for undertaking education sessions for Council and asset management across the Staff to occur this spring. The organization in a systematic and intent is to ensure all Village coordinated way, consistent with the representatives receive training organization’s plans. developing consistent understanding of Asset Not started Management fundamentals and objectives. Following the training and education Staff will prepare a report for Council relating to Asset Management Policy. -82- - 2 - Inventory Natural Assets Identify environmentally sensitive areas The Village has commenced an to ensure an appropriate balance inventory of our watershed natural between future growth of community asset through MNAI in partnership and preservation of key natural assets. with the CVRD. We now have a On Track draft report that the CVRD and Village is reviewing.
Liquid Waste Management Develop an environmentally sustainable method of treating the Village's liquid On Track waste. High performance waste water Satisfy conditions of existing operating Wetlands monitoring, groundwater treatment project permit through upgrades to existing and aquatic assessment are Liquid Waste Treatment system. underway. Project part of ICIP grant funding. The Village is scheduled to issue On Track the RFP for the various components to the project including engineering, construction management and project management. The RFP will be released mid January 2021.
Future Waste Water Treatment Proceed toward registration under the Approval MWR or LWMP operational certi cate. Not started Completion by 2025. Drinking Water Maintain high quality safe drinking The new Water Treatment Facility water supply and service that meets was brought online in December the all regulatory requirements. 2020. Island Health provided the Village the updated permit and On Track drinking water to the community now ruins through the new facility.
Dam #2 reconstruction funding Based on the preliminary design the The Village submitted a ICIP con rmation Village will seek funding to complete funding application for the detailed design, construction, and creek reconstruction of the Dam #2 restoration. in October 2020. The status of the On Track application is unknown at this time, the Village expects to receive a response by March 2021.
Watershed Management Plan 2016 Village watershed management Recommendations from the WMP plan actions, including: stakeholder are starting to be included in annual engagement, infrastructure and water budgeting and for 2021 we are On Track monitoring, mitigation strategies, looking to install monitoring education and reporting. equipment at Stevens Lake.
Transportation assessment Review risk and opportunities relating to active transportation, parking, Not started walkability, connection/paths, accessibility, sidewalks, transit. Tra c and Pedestrian data Collect data to inform updated collection transportation master plan. Including: Not started vehicle, bicycle, pedestrian and parking. Transportation Master plan Plan and inform corridors and standards relating to roads and Not started pathways. -83- COMPREHENSIVE COMMUNITY PLANNING - 3 - Goal Details 2020 2021 2022 2023 Comment Current Completion
Community climate change As per the OCP, consider climate assessment change impacts and risk and provide Not started options to enable adaptation. Climate assessment, mitigation Based on principles in the Comox Valley and adaption Sustainability Strategy target in the Regional Growth Strategyof 2011, Develop Village assessment for measures to undertake to deal with climate change impacts. As per the Not started OCP, assist developers and stakeholders as they consider climate impacts and provide resources and conducting research to enable adaptation. Zoning Bylaw update Bylaw updates are to address areas within the language of the bylaw that enables it to be more workable when On Track applying the regulation and provisions of the bylaw. Zoning bylaw review First major update to the Bylaw since Further staff report is being adoption. Updates are to address areas prepared, next step is to within the language of the bylaw that present updated report and then enables it to be more workable when move to second reading which On Track applying the regulations and provisions includes identifying date for public of the bylaw hearing. Public hearing date to be con rmed.
O cial Community Plan updates OCP to receive various section updates relating to Heritage, Housing, Regional On Track Growth which will precede the next OCP review Enhance Heritage protection Develop the necessary heritage Council has referred Heritage tools protection tools, special requirements protection tools to the Heritage related to heritage situations can be Advisory Committee for comment enabled either through Heritage and recommendations. Alteration Permits or other heritage On Track protection tools. VIU students are currently investigating density bonusing and heritage revitalization agreements.
Housing Needs Assessment Housing needs reports are a way for report communities to better understand their current and future housing needs. These reports can help identify existing and projected gaps in housing supply by collecting and analyzing quantitative Complete and qualitative information about local demographics, economics, housing stock, and other factors. A housing needs report is critical to developing a housing strategy or action plan.
-84- - 4 - Urban Forest Urban forest management program will occur through education, with a primary focus of clearly illustrating the On Track environmental, economic and social bene ts of trees to the public, land owners and developers. Urban forest management Final development of an urban forest Final step is to host a public consultation management plan includes the outreach session. Public requirement to seek public input on the consultation delayed due to COVID Overdue recommendations, the priorities for public gathering restrictions Dates implementation and the canopy cover to be determined.. target for the Village. Urban Forest Bylaw and policy Trees are a collective community development resource; the bene ts of trees can extend far beyond property lines. As such, there is a need to protect trees on Not started both public and private land in order to ensure the long-term sustainability of the urban forest. HEALTHY COMMUNITY
Goal Details 2020 2021 2022 2023 Comment Current Completion
Food security Food security efforts to support that all people have su cient, safe and nutritious food for an active and healthy On Track life. Healthy food needs to be available and accessible so people can make healthy food choices. Regional Food Security Council As per the OCP, Consider new and participation innovative approaches to urban food production that increase food security, On Track in partnership with citizens, community groups, and other stakeholders. Child care space creation The Village of Cumberland has developed a child care inventory and child care space creation plan to help Complete support the healthy development of our children as well as the economic development of the community. Community Child Care Space Apply for Provincial funding through the The Village submitted a funding Creation Program application Community Child Care Space Creation application for the BC New Child Program to create new child care Care Space Creation program spaces within the Village. for $3M for the development of new Complete childcare spaces. Status of the application should be provided to the Village in February 2021.
Child care Policy and Bylaw Implement Policy and Bylaw development recommendations identi ed in Child Not started care Action Plan Arts and Culture Arts and culture in Cumberland make up an important aspect of the Village’s Not started identity and quality of life. .
-85- - 5 - Arts and Culture Master plan Development of an Arts and Culture Action Plan to provide a more comprehensive and strategic approach Not started to strengthen and support the arts and culture sector in Cumberland. ECONOMIC DEVELOPMENT
Goal Details 2020 2021 2022 2023 Comment Current Completion
COVID- 19 Recovery Village activities relating to COVID-19 On Track emergency response and recovery. Village Administrative Functions Develop and implement response and With COVID continuing to impact adaptation plan for Village Service the community and delivery, including Council activities and organization into the Village o ce. future, this priority area is expected to continue through 2021. Staff are On Track working at ensuring service delivery is maintained and adjustments occur as required.
Regional Economic Development COVID-19 Regional Economic Task The Village continues to recovery initiatives group created with Village participation. participate both locally, working Identify economic recovery efforts for with Cumberland Business the Village and region. Association, as well as part of the regional Economic Recovery Task group in addressing and responding to COVID recovering actions. Behind
Council reviewed and provided comment/recommendations to the Regional Economic Task Plan in October 2020, this plan is now being implemented.
Economic Development Strategy Economic Development Strategy and Implementation Plan will guide economic development initiatives and decision-making. It provides a long- On Track term vision and implementation framework for economic development work. Bevan industrial area The Bevan Industrial Lands contain development approximately 500 ha of land zoned for industrial use, which represents approximately 84% of the remaining industrial lands within the entire Comox On Track Valley. Explore options to diversify its non-residential tax base by attracting new investment, business, and development in this area Bevan Industrial Lands Develop conceptual master plan for the Complete Concept Plan Bevan Industrial Lands Develop Area Plan for Area Plan will aid Approving O cer in Bevan Industrial Lands approvals of subdivisions in a well Not started planned out development layout of the industrial lands. -86- - 6 - Bevan Lands Servicing Conceptual plan to aid Approving O cer In October 2020, the Village applied plan in approvals of subdivisions in a well for $330,000 in grant funding via the planned out development layout of the Community Economic Recovery industrial lands. Infrastructure Program (CERIP) to support the completion of the On Track Bevan Water Servicing Project. Funding decision is expected in February 2021.
Business Invest Attraction Action Strategy identi es competitive Complete - Investment Attraction Plan advantages and opportunities within the Action Plan has been completed Village, with recommendations to and will be brought forward to for Complete achieve investment attraction. Council adoption in November 2020.
Economic Development Website for interested groups to Complete - A soft-launch of the webportal attain information relating to business Web-portal will take place in Complete opportunities within the Village. February 2021
Village Business Association Organized business group to which The Village and CBA are currently would be eligible to partner and working towards a partnership promote Village business agreement that will support and opportunities. align common interests and values, On Track facilitate better collaboration between organizations.
CORPORATE PROJECTS
Goal Details 2020 2021 2022 2023 Comment Current Completion
Administration Activities Behind Records Management Develop records management plan. RFP drafted and scheduled to be Classi cation System issued Feb. 2021. On Track
Electronic utility billing Utility billing process to streamline Project has been approved in the utility billing system. 2021 budget and will be implemented in the summer or fall Not started of 2021.
Cumberland Cemetery Central Design plan to identify and plan long Project has not commenced, staff Area Preliminary Design term objectives for the cemetery. reviewing options relating to how Overdue best to proceed.
Animal control bylaw Update Animal Control Bylaw to allow Bylaw adopted in October 2020. ammendments greater exibility and authority. Staff will now work through Complete ticketing program.
IT service improvements Investigate alternatives relating toe IT The Village has prioritized IT service support. service needs and areas requiring updating. The intent is to commence action plan in early 2021. With the recent funding provided through the COVID restart On Track program and the focus on service delivery, staff are looking at what priorities can be included in the program. Staff will report back to Council with recommendations. -87- - 7 - Collective Agreement bargaining Existing Collective agreement expires On Track on December 31st 2020. Organizational Service Delivery Review all service delivery process and The review of Villages service update areas requiring clari cation and delivery and organizational model is additional support. complete and implementation of action items is underway. Departments are now working Complete through their own action plan items and implementing recommendations. Project complete.
COVID-19 Restart Funding The Village received $1.3M in COVID- Council has approved a number of 19 restart funding directed toward priority activities including Village supporting the Village through the o ce improvement and IT system pandemic recovery. upgrades. Staff will be reporting On Track back to Council with other recommendations and options for consideration.
Development and Planning Activities On Track Cumberland Community Housing Village of Cumberland and Cumberland No update to this project, Village Society memorandum of Community Housing Society to staff are seeking an update from Behind understanding development a memorandum of committee. understanding. Vacation rental regulations be That the vacation rental regulations be review reviewed upon completion of the Not started 2019/2020 Housing Needs Assessment. Community Forest acquisition Land acquisition in partnership with 90 hectare acquisition completed Cumberland Community Forest Society. September 2020; press release and public acknowledgment event Complete followed in October.
Community Forest As a requirement of the covenant the Management Plan Village will develop and implement a On Track Management Plan for the Cumberland Community Forest Recreation and Parks Activities On Track Recreation Software Conversion Transition from existing web based All public bookings now being recreation registration and booking completed in new software system, system to new system. although some booking functions On Track still under development. Staff training remains ongoing.
Village Forest Land Management Develop a Management Direction Internal (staff) review process Strategy Statement for Village Forest Lands nearing completion; then referral to stakeholders for feedback to ensue. Presentation to Council to On Track follow in late winter or early spring 2021
Wildlife Coordinator contract The Village partners with WildSafeBC to provide community education and Complete con ict prevention services. -88- - 8 - Regional Recreation Low Income Work with the Comox Valley Regional Financial Assistance in Recreation Pass (FAIR Program) District’s member municipalities to (Fair) program now open for develop options for a low income applications; however supporting regional recreation all access pass in software functions in support of the Complete the Comox Valley. program remain under development. Program will be advertised in Spring Rec Guide.
Age Friendly Community Age-Friendly Assessment with action to apply for Age-Friendly BC designation Not started program. Boulevard Tree Policy Develop Policy to guide boulevard tree Not started maintenance Joint Parks and Recreation Pursue an agreement with SD 71 for Facility Use Agreement with SD joint use of facilities. Not started 71 Cumberland Community Forest On Track Nature Park Develop Interim CCF Create interim plan to designate trails Nature Park Trail in the parks and inform maintenance Management Policy priorities and actions to reduce trail On Track use con icts and environmental impacts, and improve park user's experiences. Develop CCF Nature Park Not started Management Plan Pursue MOU with Cumberland Community Not started Forest Society Cumberland Trail Network Puruse a MOU with UROC, Mosaic and Trail agreement discussions with Memorandum of Understanding Hancock to guide trail Cumberland Trail partners continue. All parties Network management, including for agreed to extend existing trails on Village Forest Lands. agreement into 2021, allowing for Behind further discussion to reach agreement.
Cultural Centre - Buchanan Hall Investigate and report to Council Future Use potential future uses of the main oor Not started room (formerly occupied by OAP) Cumberland Lake Park: Develop 10 year Operating and Pursue a 10 year Operating and Operations and Improvement Improvement agreement with CLWS. Improvements Agreement with Agreement CLWS. Motion from 11/23/2020 Council Meeting: THAT Council direct staff to enter into formal deliberations with On Track Cumberland Lake Wilderness Society on a 10-year Park Operations and Improvements Agreement (2022-2031), and report back to Council with an agreement proposal.
CAPITAL PROJECTS
Goal Details Q… Q3 '… Q4 '… Q-89-1 '… Q2 '… Q3 '… Q4 '… Comment Current Completion - 9 - Protective Services Capital Overdue Fire Boat replacement The new re boat is scheduled to be completed in spring of 2021. As part of the 2021 nancial plan a On Track new engine will be part of the new re boat.
Breathing Apparatus replacement Complete Fire Truck replacement Complete Electric Cutting Tool Complete Spill Kit Emergency Trailer Overdue Public Works Capital Overdue Electric vehicle charging station Staff are coordinating procurement and installation details through the north island municipal collaboration committee. The groups objective On Track is to have the charging stations installed and operation before the summer of 2021.
2020 Roadway and Utility Sixth Street area including Derwent improvements Avenue, Maryport Avenue, storm sewer behind Cultural Centre now complete. Remaining work includes storm sewer up First and Overdue Second Street, roadworks on Windermere Avenue, and tie-in of the First Street watermain.
Comox Lake Road Complete resurfacing treatment Union Rd resurfacing Complete treatment Windermere Road and Water and drainage portion of the Sidewalk project is nearing completion, estimated complete early 2021.
Due to the complex nature road and sidewalk scope planned for 2020, Overdue additional time was required for this portion of the project. Rather than having the road opened up over the winter the project has been rescheduled to occur in spring of 2021.
Derwent and Maryport road The road and utilities works for reconstruction these sections of roads were complete in December 2020. Complete Project is now complete.
-90- - 10 - 2020 Water projects Allen Lake Geotechnical work complete and a report of the ndings has been issued containing recommendations for future budget Complete considerations. Water SCADA system implementation is close to being completed.
Allen Lake geotechnical Project complete, nal report under phase 2 review with staff. Complete
SCADA Modernization Substantial completion of the SCADA system has occurred and went live and operational late December in conjunction with the start-up of the new water treatment Complete facility. There is some minor aspects currently being reviewed to ensure system is fully operational.
Public Works mini dump truck Truck received and in service. Complete
Parks and Facilities Capital Overdue Orchard Trail improvements Complete (Rotary partnership) Chinatown Parking Apron Change in road paving plans (move Improvements to chipseal) means project has been delayed until Village Complete undertakes suitable hot mix asphalt project
Village Park Boundary Bridge Complete replacement Campsite improvements Complete Cemetery fence replacement Staff exploring other others to complete fence, will report back to Council as project would be Overdue looked at being completed in 2021.
Parks vehicle (truck) purchase Complete Tennis and Basketball court Complete refurbish Village o ce modi cations - The o ce modi cations approved Phase 1 (lobby and admin area) in phase 1, were delayed due to delivery of the modular o ce equipment scheduled to arrive in early 2021. The project commenced January 4 and phase 1 On Track is expected to be complete by the end of January. Staff will then commence plans to reopen the Village o ce to the public.
Parks and Facilities Capital by 31st On Track December 2021 -91- - 11 - Boat Launch Planning and Design Met with CLWS to discuss issues with existing layout and infrastructure. Engaged Outlook Engineering and Landscape Architecture to coordinate a land survey to aid in preparation of options for consideration. Behind CERIP funding application was submitted October 2020 with decision expected in February 2021.
Replacement docks Not started Rotary Pathway to Recreation Design work in progress. Application to provincial funding grant (COVID-19 Resilience Infrastructure Stream) to be On Track submitted in late January.
Village Park Playground Works Staff are coordinating the zipline repairs and chip surfacing maintenance to occur in the On Track spring.
-92- - 12 - FINANCIAL SERVICES QUARTERLY REPORT
MEETING DATE: January 25, 2021
REPORT PERIOD: October to December 2020
FROM: Michelle Mason, Chief Financial Officer/Deputy CAO
QUARTERLY SUMMARY
Overall the Village is in a surplus position and within budget. Attached to the report are financial summaries as at December 31, 2020 with comparisons to the 2020 amended financial plan and 2019 audited amounts. These financial summaries are not audited and do not meet all accounting standards which would otherwise be applied for final year-end financial statement purposes. Amortization on assets, year-end adjusting entries and final expense accruals are not booked. The summaries are intended for internal purposes only.
The following statements as at December 31, 2020 are attached and provide information in financial statement format: Attachment 1: Statement of Financial Position Attachment 2: Statement of Operations and Accumulated Surplus Attachment 3: Statement of Change in Net Financial Assets / (Debt)
Attachment 4: Reconciliation of Financial Statement Surplus to Financial Plan Surplus as at December 31, 2020 is attached and provides a list of adjustments to reconcile surplus for financial statement reporting purposes to surplus for financial plan purposes.
For budget variance analysis, we recommend focusing on the Statement of Operations and Accumulated Surplus (Attachment 2) and the Reconciliation of Financial Statement Surplus to Financial Plan Surplus (Attachment 4). In reviewing budget variance please note that asset amortization is a significant accounting expense that is not being recorded throughout the year and is not within budget
Page 1 of 3 -93- - 13 -
managers’ ability to control. Consequently, Attachment 2, 3 and 4 have been modified to show the 2020 financial plan figures with and without amortization in order to provide a better comparative figure for a review of performance against budget.
Based on the above information and the fact that year-end adjustments and invoices are still outstanding for the fourth quarter, we can expect an approximate 93-100% use of budget for operating expenses. Grants, transfers from reserves, some of the other revenue and development cost charge revenues are expected to reflect similar timing to related project expenses. Brief variance comments are included on Attachment 2 and 4.
The financial plan surplus to date is $128,501. This balance will change once all 2020 expenses and related funds are recorded. Please note that this is a preliminary balance that will be adjusted throughout the year-end external audit process. Council will receive the audited financial statements for 2020 in April or early May that will provide a better analysis of the Village’s financial performance and position. The following is a list of items that contribute to the surplus position:
some projects have not been fully completed in 2020 and some will need to be carried forward to 2021; overall remuneration was lower than budget due to some vacancies, benefit reductions (due to COVID), leaves and timing differences; overall training and travel was lower than budget to offset COVID losses; some 2020 final invoices are outstanding; 2020 expense accruals will be adjusted during the year-end process; 2020 year-end adjustments are outstanding.
Spending Commitments between $50,000 and $200,000 as per the Purchasing Management Services Policy Appendix A of the Purchasing Management Services policy requires a summary to be provided to Council quarterly for commitments that have been made between $50,000 and $200,000. Council approves commitments in excess of $200,000. A summary of the commitments that have been made between $50,000 and $200,000 as at December 31, 2020 follows: Vendor Description Commitment Date Commitment Total
Powerhouse Sheetrock Ltd. Gypsum Wallboard & Batt Insulation Firehall 2/24/20 $ 159,330.00
Alliance Fire hall – engineering 3/5/20 $ 129,940.00
Athecon Projects Inc Fire hall – concrete forming and carpentry 3/16/20 $ 230,079.53
Page 2 of 3 -94- - 14 -
Mazzei Electrical Fire hall – electrical 3/24/20 $ 174,758.00
Vendor Continued from page 2 Description Commitment Date Commitment Total
MSE Precast Ltd. Fire hall – precast wall 5/19/20 $ 162,400.00
Metro Motors Ltd F550/5500 dump truck/plow-brine 6/2/20 $ 117,663.00
Wedler Engineering Roads and utilities capital - engineering 6/12/20 $ 70,170.00
Atlas Engineered Products Ltd. Fire hall - Trusses/engineered wood 6/26/20 $ 69,369.76
Ecofish Research Ltd. WMP-Maple Creek assessment 8/14/20 $ 114,074.50
Shades Tankers (1976) Ltd. Chip seal road treatment 2020 9/3/20 $ 95,168.15
ATTACHMENTS 1. Attachment 1 - Statement of Financial and Municipal Position as at December 31, 2020; 2. Attachment 2 - Statement of Operations and Accumulated Surplus as at December 31, 2020; 3. Attachment 3 - Statement of Change in Net Financial Assets as at December 31, 2020; and 4. Attachment 4 - Reconciliation of Financial Statement Surplus to Financial Plan Surplus as at December 31, 2020.
Page 3 of 3 -95- - 15 - THE CORPORATION OF THE VILLAGE OF CUMBERLAND Attachment 1 Statement Of Financial Position As At December 31, 2020 UNAUDITED 2020 2019 (Note 1) FINANCIAL ASSETS Cash, equivalents and investments 18,444,574 13,423,526 Property taxes receivable 232,006 143,002 Accounts receivable 651,686 1,150,127 19,328,266 14,716,655 LIABILITIES
Accounts payable and accrued liabilities (1,485,809) (1,103,626) Service and other deposits (1,127,208) (967,711) Deferred revenue (8,312,065) (5,304,716) Debenture and long term-debt (6,192,928) (4,573,894) (17,118,010) (11,949,948) NET FINANCIAL ASSETS / (DEBT) 2,210,256 2,766,707
NON-FINANCIAL ASSETS Tangible Capital Assets 64,719,951 58,129,282 Inventories 115,515 115,515 Prepaid expenses 20,839 153,610 64,856,305 58,398,407 ACCUMULATED SURPLUS $ 67,066,561 $ 61,165,115
MUNICIPAL POSITION Operating funds (1,731,175) (1,995,008) Statutory/Bylaw Authorized Reserves (6,808,364) (5,614,719) Equity in capital assets (58,527,022) (53,555,388) $ (67,066,561) $ (61,165,115) Note 1: These statements are not audited and do not comply with all applicable accounting standards. They are intended for internal management purposes only.
-96- - 16 - Attachment 2 THE CORPORATION OF THE VILLAGE OF CUMBERLAND Statement of Operations and Accumulated Surplus Interim Statement as at December 31, 2020 Unaudited
2020 2020 % Use Of Amended Remove Adjusted 2020 Financial 2019 Financial Plan Amortization Financial Plan Actual-YTD Plan Variance Actual Comments Revenue (Note) (Note) Property taxes and P.I.L. $ 3,266,180 $ - $ 3,266,180 $ 3,266,657 100% $ (477) $ 3,020,089 Property Taxes levied in May each year
Parcel taxes 520,935 - 520,935 518,949 100% 1,986 498,634 Parcel Taxes levied in May each year Utility billings, service connections and sales for other Sale of services & fees 2,104,980 - 2,104,980 1,923,111 91% 181,869 2,048,521 municipal services (Recreation/Cemetery)
Sale of services to other governments 432,320 - 432,320 413,861 96% 18,459 403,399 Bulk water/Fire Protection District/Animal Control to Ctny Transfer from other govts-unconditional 525,000 - 525,000 508,662 97% 16,338 504,900 Small Community Grant received in June each year Grants relate to timing of projects plus Host Amenity & Transfer from other govt's-conditional 4,657,510 - 4,657,510 1,873,050 40% 2,784,460 2,343,905 Community Works Funds
Other revenue 2,913,370 - 2,913,370 2,922,019 100% (8,649) 859,510 Permits & Licensing/donations/interest & miscellaneous Development cost charges 8,030 - 8,030 1,837 23% 6,193 46,464 DCC revenue relates to timing of projects Contributed Assets - - - - - 1,595,885 14,428,325 - 14,428,325 11,428,146 79% 3,000,179 11,321,305 Operating Expenses Projects to carry forward to 2021/timing/training & IT General government services 1,226,275 (16,705) 1,209,570 826,293 68% 383,277 1,079,010 underused to offset COVID
Projects to carry forward to Transportation services 1,796,900 (831,355) 965,545 790,468 82% 175,077 1,505,589 2021/timing/vacancies/training underused to offset COVID Projects to carry forward to 2021/training underused to Protective services 787,115 (60,780) 726,335 622,481 86% 103,854 678,381 offset COVID
Environmental health services 2,182,090 (451,480) 1,730,610 1,637,698 95% 92,912 1,898,487
Cemetery Services 50,955 (2,790) 48,165 29,326 61% 18,839 44,856 Projects to carry forward to 2021
Planning, development & environment 542,210 - 542,210 477,331 88% 64,879 488,504 Vacancy timing/training underused to offset COVID Projects to carry forward to 2021/underused exp. to offset Recreation services 877,615 (30,640) 846,975 657,327 78% 189,648 761,205 reduction in revenues due to COVID
Cultural and community events 115,395 - 115,395 78,583 68% 36,812 109,283 Community Grant underused/no event costs due to COVID
Tennis court increased project scope will be reallocated to Parks Services 498,675 (105,630) 393,045 407,193 104% (14,148) 409,680 capital /Projects to carry forward to 2021 8,077,230 (1,499,380) 6,577,850 5,526,700 84% 1,051,150 6,974,996 Annual Surplus 6,351,095 1,499,380 7,850,475 5,901,446 75% 1,949,029 4,346,310 Accumulated Surplus, Beginning of Year 61,165,115 - 61,165,115 61,165,115 56,818,805 Accumulated Surplus, End of Year $ 67,516,210 $ 1,499,380 $ 69,015,590 $ 67,066,561 97% $ 1,949,028 $ 61,165,115 Note: These statements are not audited and do not comply with all applicable accounting standards. They are intended for internal management purposes only. -97- - 17 - Attachment 3 THE CORPORATION OF THE VILLAGE OF CUMBERLAND Statement of Change in Net Financial Assets Interim Statement as at December 31, 2020 Unaudited
2020 2020 % Use Of Amended Remove Adjusted 2020 Financial 2019 Financial Plan Amortization Financial Plan Actual-YTD Plan Variance Actual (Note) (Note)
Annual Surplus 6,351,095 1,499,380 7,850,475 5,901,446 75% 1,949,029 4,346,310
Amortization 1,499,380 (1,499,380) - - - 1,368,548 Change in supplies inventories - - - - - 5,875 Change in prepaid expenses - - - 132,771 (132,771) (110,376) Proceeds on disposal of tangible capital assets ------Loss on sale of tangible capital assets - - - - - 18,748 Acquisition of tangible capital assets (14,893,305) - (14,893,305) (6,590,669) 44% (8,302,636) (5,530,772)
Change in Net Financial Assets / (Debt) (7,042,830) - (7,042,830) (556,452) 8% (6,486,378) 98,332
Net Financial Assets, Beginning of the Year 2,766,708 - 2,766,708 2,766,708 - 2,668,376
Net Financial Assets / (Debt), End of the Year $ (4,276,122) $ - $ (4,276,122) $ 2,210,256 (52%) $ (6,486,378) $ 2,766,708
Note: These statements are not audited and do not comply with all applicable accounting standards. They are intended for internal management purposes only.
-98- - 18 - Attachment 4
THE CORPORATION OF THE VILLAGE OF CUMBERLAND Reconciliation of Financial Statement Surplus to Financial Plan Surplus Interim Statement as at December 31, 2020 Unaudited
2020 2020 % Use Of Amended Remove Adjusted 2020 Financial 2019 Financial Plan Amortization Financial Plan Actual-YTD Plan Variance Actual Comments
Annual Surplus 6,351,095 1,499,380 7,850,475 5,901,446 75% 1,949,029 4,346,310 Adjustments as per Financial Plan Projects to carry forward to 2021/final invoices Acquisition of tangible capital assets (14,893,305) - (14,893,305) (6,590,669) 44% (8,302,636) (5,530,772) outstanding Add back amortization expenses 1,499,380 (1,499,380) - - - 1,368,548 Proceeds on borrowing 6,072,710 - 6,072,710 2,076,609 34% 3,996,101 1,796,103 Principal payments on debt (503,480) - (503,480) (457,575) 91% (45,905) (376,217) Add Non-cash adjustments - - - - - 18,748
Change in Consolidated Balances (1,473,600) - (1,473,600) 929,811 (63%) (2,403,411) 1,622,719
Transfer (To) / From Reserves To reserves (2,637,195) - (2,637,195) (3,678,115) 139% 1,040,920 (5,935,985) From reserves 4,110,795 - 4,110,795 2,619,803 64% 1,490,992 4,628,876 Transfer (To) / From Reserves 1,473,600 - 1,473,600 (1,058,312) (72%) 2,531,912 (1,307,109)
Surplus / (Deficit) Per Financial Plan $ - $ - $ - $ (128,501) $ 128,501 $ 315,610
Note: These statements are not audited and do not comply with all applicable accounting standards. They are intended for internal management purposes only.
-99- - 19 - PROTECTIVE SERVICES QUARTERLY REPORT
REPORT PERIOD: October - December 2020
FROM: Mike Williamson, Fire Chief / Manager of Protective Services
Service Quarterly Summary Well for the year end we have 226 call outs. The department is back to email practices and Tuesday nights few firefighters come in do truck checks. We will be doing some personal training with some new recruits to get them signed off on their first level. We have four new members just joining but have them on hold at this time due to COVID. We had a very good year again with safety of our crew and safety committee has done great job on Covid response and members have done good with prevention and reporting any issues.
We have set up very good Covid safety procedures and membership have done great job of following them we have been doing this for several months and its working and we will continue this in 2021 for however long it takes.
We have 31 members present time we now have 29 regular firefighter level II. We now 3 more finishing level one and have 4 applications we get them started on Bookwork and computer lessons with JIBC.
New fire hall is coming along – waiting for Hydro hook up and finishing touches being done at this time and you see something the firefighters will be very proud of in fact the entire village will be very proud of. It’s a great addition to village will be for many many years to come. It’s an up to date safe place for our equipment and EOC.
The fire boat is being worked on will be in the water this may also nice addition to our equipment much safer than the other boat and will be better equipped for bush fires transporting firefighter too hard to get to locations on the lake we will much more
Page 1 of 4 -100- - 20 -
effective on fires when they happen around the lake or any rescues required on the lake. Engine one is fantastic new addition great engine Crew are well trained on it working well. New SCBA another great assist these up to date breathing apparatus will not only save lives and priority of our residents but are very protective to our firefighter’s safety with all these new equipment the department is in good place to protect and serve our community.
It’s been a very busy year but that’s great we have a lot going on and I hope we always will the department has moved forward with equipment and training and safety. I see 2021 as another challenging year like last year very busy for our department and members.
Fire Services Response
Response JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2020 Type Fire 4 4 3 7 3 3 6 7 2 5 3 6 40 Rescue 1 1 0 1 1 1 4 1 0 2 0 0 10 First 16 7 10 1 3 1 6 3 4 8 4 11 51 Responder MV Incident 4 3 3 2 1 1 6 2 3 2 0 2 25 Duty Officer 5 2 6 9 5 5 7 3 2 3 5 5 34 Total Monthly 30 17 22 20 13 12 29 16 11 20 12 24 170
Membership Status Regular Members 29 Junior Members: 0 Probationary Members 1 Pending Applications 3
Page 2 of 4 -101- - 21 -
Bylaw Enforcement Services Bylaw continues to be very busy. Regular property inspections on a couple files have continued. Four files continue to take up much of the officer’s time as they involve inspections, reports, legal consultation and court preparations. This has caused resources to be taken away from other areas of bylaw. Bylaw has also received disputes and prosecuted those multiple tickets in court in this past quarter. Staff resources were reduced during this quarter due to Covid-19 and vacation/holidays.
Response Type Q1 Q2 Q3 Q4 Total Apr – Dec 2020 Animal Control Dog calls 55 11 3 69 Dog warnings 49 8 5 62 Dog at large 1 9 10 Dog attack 3 3 6 Other animal complaints 13 3 3 19 Wildlife complaints 7 0 2 9 Zoning/Building/Business Illegal suites/vacation rentals 7 0 2 9 Illegal BNB/vacation rental 5 0 5 10 Property inspections 19 16 12 47 Business complaints 9 0 2 11 Do not occupy orders 1 1 Stop work orders served 4 1 5 Noise, Vandalism and Parks Vandalism 5 0 not 5 monitored Illegal camp 4 1 5 Closed park warnings 12 0 0 12 Illegal dumping 7 5 5 17 Noise complaints 15 6 2 23 Parking parking/traffic calls 34 7 5 46 Parking tickets 37 0 8 45 Parking Notices 175 20 10 205 Page 3 of 4 -102- - 22 -
Vehicles towed 2 2 Administrative Covid-19 complaints 6 3 1 10 RCMP calls/assists court calls 15 5 2 22 Tickets served 42 16 5 63 Ticket calls/ disputed 25 3 2 30 General Customer service request 12 2 14 Total all files, Apr – Dec 2020 757
Page 4 of 4 -103- - 23 - Royal Canadian Gendarmerie royale Mounted Police du Canada
Mayor Leslie Baird 2673 Dunsmuir Avenue Cumberland, B.C. VOR lSO
OICRCMP Comox Valley Detachment 800 Ryan Road Cumberland, B.C. V9N 7Tl
Dear Mayor Baird
Re: Village of Cumberland Quarterly Report
October 1st to December 31st, 2020
The Comox Valley Royal Canadian Mounted Police (RCMP) will be providing quarterly updates on policing in the community. This will include Calls for Service (CFS), crime types and Traffic statistics. Quarterly reporting reports will coincide with the Comox Valley RCMP Annual Performance reporting time lines in conjunction with Community priorities.
First Quarter: April I st to June 30th Second Quarter: July 1st to September 30th Third Quarter: October 1st to December 31st Fourth Quarter: January 1st to March 31st
1 2020 3 rn QllARTER COMJ\HINITY REPORT - Cll MBERLAND
!CALLS FOR SERVICE
Relative to 2019, there were 5 more Calls for Service in the third quarter of the current year for Cumberland.
Canada Page 1 of/de 3 RCMP GRC 2823 (2002-11) WPT
-104- - 24 - T--
Year O ct Nov Dec Grand T otal r 2019 J_ 63 37 47 147 2020 66 37 1 49 152
!TRAFFIC
Relative to 2019, there were 2 fewer Traffic files in the third quarter of the current year for Cumberland.
Year O ct Nov Dec Grand Total
2019 7 3 6 16 + ------t- 2020 5 3 6 14
!PROPERTY CRIME
Relative to 2019, there were 5 more Break and Enter files in the third quarter of the current year for Cumberland.
Year Oct Nov Dec Grand Total
2019 0 2 ------t 2020 3 + 0 4 7
Relative to 2019, there were 2 fewer Theft from Motor Vehicle files in the third quarter of the current year for Cumberland.
Year O ct Nov Dec G rand Total
2019 3
2020 0 0 Canada Page 2 of/de 3 RCMP GRC 2823 (2002-11) WPT
-105- - 25 - RECREATIONAL SPACES - PARKS, CAMPGROUNDS, AND WATERCRAFT SAFETY
Relative to 2019, there were 7 more files related to Open Areas, Parks, and Bodies of Water in the third quarter of the current year for Cumberland.
Year Oct Nov Dec Grand Total
2019 5 7
2020 IO 4 14
!CRIME REDUCTION - PROLIFIC OFFENDERS
In Cumberland, there was one individual who was negatively linked to more than 10 files in the third quarter of 2020. This individual is known to have serious problems with mental health and substance addiction .
.J. urvers mox Valley Detachment
Canada Page 3 of/de 3 RCMP GRC 2823 (2002-11) WPT
-106- - 26 - DEVELOPMENT SERVICES QUARTERLY REPORT
DATE: December 31, 2020 TO: Rob Crisfield, Manager of Operations FROM: Karin Albert, Senior Planner & Meleana Searle, Planner SUBJECT: Planning Report for October to December 2020
OCP/rezone 5 DP 9 TUP 2 DVP 8 HAP 4 Subdivision 21
OCP AMENDMENTS & REZONINGS
1. 2019-02-OCP&RZ Comox Lake Land Corporation – Internal review of studies received Zoning Amendment Bylaw No. 1133 - Housekeeping, Water Bottling, Rooftop Beekeeping, Parking Cash-in-lieu – Second Reading pending – 2. Feb. 8 Council meeting
3. 2019-03-OCP&RZ Firehall Site Bylaws 1115 & 1116 – Adopted Dec 14, 2020
4. 2020-02-OCP&RZ Island Health Bylaws 1136&1137 – Third Reading, December 14, 2020
5 2020-04-RZ Ulverston parcel – internal review
TEMPORARY USE PERMITS
2020-01-TUP: Tru Movement: Application for yoga/fitness/dance studio. Approved at Oct 14, 2020 Council meeting with conditions. Waiting for 1. completion of conditions. 2018-02-TUP 2703 Dunsmuir Ave: Application to amend 2018 TUP – change of address. Approved, November 9th 2020. 2. -107-- 1 - - 27 -
HERITAGE ALTERATION PERMITS
1. 2015-01-HAP 2692 Dunsmuir Avenue (Waverley): Outstanding Issues from HAP. 2. 2018-02-HAP 3273 Third Street (Cooks): Council approved Permit May 14, 2019. Completed – security returned.
2019-01-HAP 2700 Dunsmuir Avenue (Citta Holdings): Council approved permit with conditions Nov 26, 2019. Security deposit for mural as part 3. of HAP.
2020-01-HAP 2731 Dunsmuir Avenue (Handyside): Approved at Oct. 14, 2020 Council meeting October 14, 2020. 4
DEVELOPMENT PERMITS
1. 2019-15-DP CVE Phase 10 - application for ESA and Wildfire DP received October 25, 2019. Put on hold during CDA amendment discussions. Report to Council Dec 14, 2020 – processed in conjunction with subdivision application.
2. 2020-04-DP 3226B Sutton Road: Application for new ADU – Approved at Jan 11, 2021 Council meeting
3. 2020-05-DP 2767 Derwent Avenue: Application for new ADU – approved at Oct 14, 2020 Council meeting
4. 2020-06-DP 3284 Second Street: Application for ADU conversion. See also 2020-03-DV: On hold on at request of applicant
5. 2020-10-DP Maryport Avenue: Application for a new ADU – withdrawn at applicant’s request.
6. 2020-11-DP 3339 Second Street (VIHA): Application to vary setback and parking requirements. Reviewed by APC. To be reviewed by HAH Committee Jan. 20, 2021. Report to Council pending final adoption of OCP and Zoning Bylaw Amendment.
7. 2020-12-DP 3132 Grant Street : Application for DPA #1 Environmental Protection, DPA#3 Farmland Protection and DPA #5 Industrial – In progress.
18Jan2021 -108- Page 2 of 7 - 28 - DEVELOPMENT PERMITS
8. 2017-08-DP Amendment 2956 Ulverston Avenue: Application to amend existing DP – addition of an additional industrial principal building. Approved at December 14th Council Meeting
9. 2019-11-DP Amendment Bevan Road: Application to amend DP – Update of Schedule A. Approved at December 14th 2020 Council meeting
DEVELOPMENT VARIANCE PERMITS
2016-04-DV 2613 Dunsmuir Avenue: Application received to vary lot line setbacks, height, and lot coverage for an existing single family dwelling 1. and proposed accessory building. Enforcement in process.
2020-03-DV 3284 Second Street : Application for ADU conversion on hold on request of applicant. 2.
3. 2020-06-DV 2731 Dunsmuir Ave: Application received on June 18 together with 2020-01-HAP to vary lot coverage and parking. Denied by Council on Oct. 14, 2020.
4. 2020-08 DV 3339 Second Street (VIHA): Application to vary setback and parking requirements. Reviewed by APC. To be reviewed by HAH Jan. 20, 2021. Report to Council pending final adoption of OCP and Zoning Bylaw Amendment.
th 5. 2020-09-DV 3268 Fifth Street: Application to vary side setback and lot coverage. Approved at January 11 Council meeting.
6. 2020-10-DV 2720 Derwent Avenue: Application to vary side setback for firefighting access to an ADU. In progress. Referred to APC.
th 7. 2019-11-DV Bevan Road Amendment: Application to amend the Schedule A. Approved at December 14 2020 Council meeting
8. 2020-11-DV Bevan Road: Application to vary lot size. Approved at January 11, 2021 Council meeting.
SUBDIVISIONS
1. 2015-03-SV 3216 Sutton Road: (2 lots + remainder) PLR Expires February 7, 2021
18Jan2021 -109- Page 3 of 7 - 29 - 2. 2017-02-SV Coal Valley Estates – Phase 8 (22 lots) Maintenance Period Ended April 18, 2024
3. 2017-04-SV Carlisle Lane Phase 3: (8 lots) Maintenance Period Ends June 22, 2024
4. 2018-06-SV 3469 Hope Road: Final Approval granted – Dec 2020
5. 2018-08-SV 2810 Bruce Street (formerly 4699 Cumberland): Granted Final approval Dec 2020 6. 2018-10-SV 2806 Penrith Avenue: LTO rejected September 23, 2020, Client did not submit plan within legislated timeline. Approving Officer re-approved September 25, 2020. 7. 2019-02-SV 2640 Derwent Avenue: PLR Expires July 3, 2021
8. 2019-03-SV 4700 Cumberland Road: PLR Expires July 3, 2021 9. 2019-04-SV 2700 Maryport Avenue : Final approval Granted
10. 2019-05-SV 2828 Maryport Avenue : PLR Expires November 5, 2021 (received extension)
11. 2019-07-SV 3901 Bevan Road (Tree Island Yogurt): PLR Expires October 29, 2021
12. 2019-08-SV Maple Street: PLR Expires March 21, 2021
13. 2019-10-SV 2744 Penrith Avenue : Final approval granted December 2020
14. 2020-04-SV 2814 Dunsmuir Avenue): PLR expires October 7, 2021
15 2020-05-SV 4703 Cumberland Road: Application received Oct 13, 2020 – waiting for PLR
16 2020-06-SV VIHA 3339,3341, 3345 Second: Consolidation under LTA section 100
17 2020 -07-SV 2798 Ulverston Ave: Application received July 20, 2020: Waiting for PLR
18Jan2021 -110- Page 4 of 7 - 30 - 18 2020-08-SV 3268 Fifth Street: PLR Expires September 28, 2021
19 2020-09-SV 2631 Derwent: Application received September 17, 2020 - Waiting for PLR
20 2020-10-SV 3132 Grant Road: Application received September 30, 2020 – Waiting for PLR
21 2020-11-SV Bevan Road: Granted Final Approval January 2021
BUILDING PERMITS
Provided advice/information on Building/Plumbing Permits, prepared and kept forms and statistics, and processed Building/Plumbing Permit applications prior to plan check by Building Inspector.
To date December 2019 To date December 2020 Single Family Dwellings 28 36 Secondary Suite Conversions 4 14 Duplex 2 0 SFD Addtns & Reno’s 21 19 Accessory Dwelling Units 9 4 Residential Accessory 6 7 Multi-family 7 2 Industrial & Utility 2 1 Commercial 8 2 Institutional 0 1 Demolition 2 2 89 88
18Jan2021 -111- Page 5 of 7 - 31 - Outstanding resolutions (not including development application related resolutions)
THAT Council revisit the Cumberland Enhancement Study to bring it up to date in terms of rainwater 1. THAT Council direct staff to work with the Cumberland Community Housing Society to development a memorandum of understanding. 2. THAT Council direct that the vacation rental regulations be reviewed upon completion of the 2019/2020 Housing Needs Assessment and in 3. conjunction with the review of the Official Community Plan in 2020; and THAT Council direct staff to prepare a list of possible publicly-owned sites within the Village of Cumberland that could be further evaluated by 4. Co-operative Housing Federation of BC, for the feasibility of a Co-op Housing project. THAT Council direct staff to develop a letter of agreement with the owner of the land known as Coal Valley Estates for the development of the 5. No. 5 Mine Fan House Park. THAT Council direct staff to share the Urban Forest Management Plan through advertisement and on the Village website; and THAT Council 6. direct staff to host a public open house in 2020 to share the Urban Forest Management Plan and seek public comment on the recommendations, the priorities for implementation and the canopy cover target for the Village and report back to Council with an implementation plan. THAT Council direct staff to consider the Vancouver Island Food Charter during the Official Community Plan update in 2021. 7. THAT Council accept the Age-Friendly Assessment and Action Plan, and direct staff to apply for Age-Friendly BC designation. 8. THAT the Committee of the Whole recommend that Council consider reducing the minimum setback to 0 meters and establishing a maximum 9. setback of 2 metres for the Camp Road neighbourhood during the next zoning bylaw update. THAT the Committee of the Whole recommend that Council consider making Camp Road neighbourhood a heritage conservation area when 10. Council considers the 2021 official community plan review. THAT the Committee of the Whole recommend that Council consider cash in lieu parking requirements for Camp Road neighbourhood during a 11. comprehensive Village parking study. THAT the Committee of the Whole implement the “Heritage Protection Tools for Local Governments” report, dated April 17, 2020 as part of the 12. upcoming Council strategic priorities planning session in order to allow for an assessment of the impact on staff resources and the targeted allocation of those resources to achieve strategic priorities. THAT Council amend Zoning Amendment Bylaw No. 1133, 2020 by removing clause 7(b) to permit accessory dwelling units (ADUs) in the front 13. yard. THAT Council give first reading Zoning Amendment Bylaw No. 1133, 2020 as amended.
18Jan2021 -112- Page 6 of 7 - 32 - Outstanding resolutions (not including development application related resolutions)
THAT Council refer the request from Hugh Fletcher for Council feedback in regard to development and heritage retention of the Ilo Ilo (2691 14. Dunsmuir) and King George (2723 Dunsmuir) buildings to staff to prepare a report briefly summarizing existing land use and development policies and application options for commercial heritage properties that are available within the Official Community Plan, Heritage Management Plan, and Council’s Strategic Priorities. THAT staff include a definition for private fitness facilities in a future update of the Zoning Bylaw and explore other zones where this use could be 15. permitted. THAT Council direct staff to include a speed limit reduction review as part of the Traffic and Pedestrian Study and Transportation Master Plan 16. identified in Council’s Strategic Priorities, 2020 – 2023. THAT Council request staff to get more clarification regarding Coal Valley Estates’ responsibility in regards to the runoff from their proposed 17. development adjacent to Camp Road in relation to the Official Community Plan section that states development needs to keep 90 percent of rain on their development properties.
18Jan2021 -113- Page 7 of 7 - 33 - BUILDING TRENDS 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 YTD Category 50 SF Detached 45 Secondary Suite 40 ADU 35 Reno's 30 Duplex 25 Multi-family 20 Residential accessory 15 Industrial 10 Commerical Institutional 5 Demolition
year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Trend
SF Detached 15 29 20 10 8 28 26 30 47 41 28 36 318
Secondary Suite 0 0 0 0 0 0 0 0 7 8 4 14 33
ADU 0 0 0 0 0 0 0 0 20 11 9 4 44
Reno's 20 27 17 18 20 14 15 14 10 15 21 19 210
Duplex 0 0 0 0 0 0 0 0 0 2 1 0 3
Multi-family 0 0 0 0 0 0 0 0 0 14 7 2 23 Residential accessory 3 3 1 3 4 5 7 8 10 3 6 7 60
Industrial 0 0 0 0 0 0 0 0 6 5 2 1 14
Commerical 3 6 7 6 2 7 5 6 3 8 8 2 63
Institutional 0 0 0 0 0 0 0 1 0 0 0 1 2
Demolition 2 0 0 0 4 1 1 1 0 4 2 2 17
Total Permits 43 65 45 37 38 55 54 60 103 111 88 88 787
-114- - 34 - Council Resolutions - Outstanding Action Items Jan 18 2021 File No. 0550-01
Date Resolution Dept Status
2016-04-25 THAT Council direct staff to develop a bicycle parking plan. DS/OP Complete 2019-07-22 THAT Council direct staff to proceed with an appeal of the Administrative Penalty under the Environmental Management Act OP Complete and obtain legal advice as to next steps in the appeal. 2019-09-09 THAT Council direct staff to work with the Comox Valley Regional District’s member municipalities to develop options for a PR Complete low income regional recreation all access pass in the Comox Valley. 2020-05-11 THAT Council approve borrowing from the Municipal Finance Authority of British Columbia, as part of its 2020 Fall Borrowing FIN Complete Session, $447,120.72 as authorized through “The Corporation of the Village of Cumberland Water Improvement Loan Authorization Bylaw No. 981, 2013”; and that the Comox Valley Regional District be requested to consent to the Village of Cumberland borrowing over a 20 year term and include the borrowing in a Security Issuing Bylaw; and THAT Council approve borrowing from the Municipal Finance Authority of British Columbia, as part of its 2020 Fall Borrowing Session, $1,050,100 as authorized through “Water Improvements Loan Authorization Bylaw No. 1063, 2017”; and that the Comox Valley Regional District be requested to consent to the Village of Cumberland borrowing over a 20 year term and include the borrowing in a Security Issuing Bylaw; and THAT Council direct staff to investigate options on spreading the parcel tax out over longer periods and come back with that information.
2020-06-08 LS Complete THAT Council direct staff to proceed with purchasing a video conferencing system for the Council Chamber, and purchasing new meeting table system for the Council Chamber; AND THAT Council direct staff bring forward an amendment to the 2020- 2024 Financial Plan Bylaw for an expenditure of $25,000 from the Emergency and Public Safety Reserve. 2020-06-08 THAT Council amend Zoning Amendment Bylaw No. 1133, 2020 by removing clause 7(b) to permit accessory dwelling units DS Complete (ADUs) in the front yard. THAT Council give first reading Zoning Amendment Bylaw No. 1133, 2020 as amended.
2020-07-13 THAT Council reallocate the funding source from the following projects in the Village’s 2020-2024 Financial Plan Bylaw to the PR Complete Village Park Court Upgrades Project: a. $8,695 from No. 6 Mine Playground Replacement Project in the Village’s 2020 FS Complete Parks Capital Budget (Cfwd accumulated surplus funds); b. $20,000 from the Lake Park Boat Launch Dock Improvements 2020-07-13 THAT Council authorize the work associated with Phases one relating to the Village Office modification concept; and THAT CAO Complete Council direct staff to bring forward an amendment to the 2020-2024 Financial Plan Bylaw to add a budget up to a maximum Fin Complete of $120,000.00 for phase one of the municipal office renovations to be funded by the General Asset Renewal Reserve
2020-08-10 THAT Council set up a meeting with Island Health and other municipalities to discuss what program might work best for all of LS Complete us. -115- - 35 - Council Resolutions - Outstanding Action Items Jan 18 2021 File No. 0550-01
2020-08-10 THAT Council refer the Heritage Alteration and Development Variance Permit Application – 2731 Dunsmuir Avenue report, DS Complete dated July 28, 2020, to the Heritage Committee for a recommendation; THAT Council refer the Development Variance 2020-08-10 THATPermit Council Application approve – 2731 the applicationDunsmuir Avenue for a Development report, dated Variance July 28, Permit2020, to for the property Advisory legally Planning described Commission as Lot 1,for Block a 27, DS Complete District Lot 21, Nelson District, Plan 522C (2814 Dunsmuir Avenue) which varies a rear yard setback for principal dwellings from the required 4.5metres to 1.6metres as shown on the site drawing attached as Schedule A to the Permit dated July 9, 2020. 2020-08-10 THAT Council approve Development Permit 2020-07-DP for the property described as Lot A, Section 30, Township 11, Nelson DS Complete District, Plan VIP69479 (3190 Royston Road) substantially in compliance with the Development Permit dated August 10, 2020-09-14 THAT2020. Council approve the Bevan Industrial Lands Conceptual Master Plan Report and direct staff to include the ED Complete recommendations within the report into economic development work plans for the Bevan area; and to include in future budget workshops for Council’s consideration the recommendations outlined in the Bevan Industrial Lands Conceptual Master Plan Report. 2020-09-28 THAT Council encourage the Weird Church and Boys and Girls Club to apply to the non-profit stream of the Child Care BC ED Complete New Spaces Fund. 2020-10-13 THAT Council approve the Heritage Alteration Permit, substantially in compliance with the permit (2020-01-HAP) attached to DS Complete the staff report dated September 30, 2020; and THAT Council approve varying the lot coverage of the proposed development at 2731 Dunsmuir Avenue from the maximum of 75 percent as specified in Zoning Bylaw No. 1027, 2016 to 87.5 percent, substantially in compliance with the variance permit (2020-06-DV) attached to the staff report dated September 30, 2020; and THAT Council deny the request to vary the number of on-site parking spaces / cash in-lieu required in Zoning Bylaw No. 1027, 2016 from five to four; and THAT Council deny the requests for a dedicated on-street parking space for the commercial tenant and a dedicated on-street commercial loading zone for the proposed development at 2731 Dunsmuir Avenue.
2020-10-13 THAT Council approve the Development Permit (2020-05-DP) at 2767 Derwent Avenue, property legally described as Lot 11, DS Complete Block 17, District Lot 21, Nelson District, Plan VIP522A, substantially in compliance with the attached Development Permit, with the electric vehicle charger moved to the front.
2020-10-13 THAT Council direct staff to go back to the applicant and ask for a few more choices on the proposed mural that reflect DS Complete council discussion. 2020-10-13 THAT Council approve the amendments to the Volunteer Firefighter Remuneration Policy 7.3 to increase compensation for LS Complete volunteer firefighters for practice and emergency callouts including housekeeping amendments.
2020-10-13 THAT Council direct that the Village give notice of the proposed disposition of 2680 Dunsmuir Avenue by way of a lease with LS Complete the Cumberland and District Historical Society for a fifteen-year term.
-116- - 36 - Council Resolutions - Outstanding Action Items Jan 18 2021 File No. 0550-01
2020-10-13 THAT Council direct staff to submit an application to the Childcare BC New Spaces Fund for up to $3,000,000 for the creation ED Complete of new childcare spaces; and THAT Council direct staff to work with School District 71 in exploring the establishment of a partnership agreement for a childcare facility to be added to SD71 property; and THAT staff engage the Boys & Girls Clubs of Central Vancouver Island as subject area experts in support of the Village’s funding application.
2020-10-13 THAT Council direct staff to submit an application to the Community Economic Recovery Infrastructure Program, under Rural ED Complete Economic Recovery stream, for funding in support of infrastructure development for the Bevan Lands water service with a maximum project value of $500,000; and THAT Council direct staff to submit an application to Community Economic Recovery Infrastructure Program, under Community Economic Resilience stream, for funding in support of infrastructure upgrades and/or improvements for Cumberland Lake Park, with a maximum project value of $200,000; and THAT Council direct staff to submit an application to the Community Economic Recovery Infrastructure Program, under Community 2020-10-13 THAT Council give first and second reading to “Official Community Plan Amendment Bylaw No. 1136, 2020”; THAT Council DS Complete give first and second reading to “Zoning Amendment Bylaw No. 1137, 2020”; and THAT Council schedule a public hearing for “Official Community Plan Amendment Bylaw No. 1136, 2020” and “Zoning Amendment Bylaw No. 1137, 2020” on Wednesday, November 18, 2020 at 7 p.m. at the Recreation Centre Gym.
2020-11-09 THAT Council write a letter of support for the Cumberland Community Schools Society community gaming grant application. LS Complete
2020-11-09 THAT Council approve an addendum to the Community Services Agreement with the Cumberland Community Schools LS Complete Society to permit the Society to apply the unused 2020 funding in the amount of $5,833 to eligible expenditures directly related to the operations of the Society’s Food Share Program from September to December 2020.
2020-11-09 That Council enter into a Memorandum of Understanding with the Comox Valley Regional District and other parties on OP Complete regional transportation planning and advocacy within the Comox Valley. 2020-11-09 THAT Council acknowledge the notice of termination of the lease for first floor area of 2674 Dunsmuir Avenue and direct LS Complete staff to report on next steps for the Buchanan Hall after the rental of the space to the Cumberland Museum and Archives until spring 2021. 2020-11-09 THAT Council approve the application for an amended Temporary Use Permit for the property described as Lot 8, Block 2, DS Complete District Lot 21, Nelson District, Plan 522 (2703 Dunsmuir Avenue) for the purpose of updating the location and revised floor plan of the Temporary Use Permit, substantially in compliance with the Temporary Use Permit (2018-02-TUP Amended).
2020-11-09 THAT Council refer the application (2020-04-DP) for a Development Permit on property described as Lot 14, DL 24, Plan DS Complete VIP27906 (3226 Sutton Road) to the Advisory Planning Commission for a recommendation; and THAT Council waive the requirement for a neighbourhood public meeting for the Development Permit.
-117- - 37 - Council Resolutions - Outstanding Action Items Jan 18 2021 File No. 0550-01
2020-11-09 THAT Council refer the application for a Development Variance Permit (2020-09-DV) for 3268 Fifth Street for the property DS Complete legally described as Lot 1, Block 21, DL 21, Plan VIP522C to the next meeting of the Advisory Planning Commission.
2020-11-09 THAT Council approve the 2021 Council Meeting Schedule with the March 1, 2021 Village Hall at 10 a.m., and schedule the LS Complete second regular meeting in May on May 31, 2021, and direct staff to give public notice of the availability of the annual schedule 2020-11-09 THAT Council appoint acting mayors as follows: LS Complete November 2020 to January 2021: Councillor Ketler February to April 2021: Councillor Brown 2020-11-09 THAT the Council approve the revised Policy 9.2, Street Closures for Special Events Policy with provision to appeal a decision LS Complete of the Manager of Operations to Council. 2020-11-09 THAT Council direct staff to prepare the public meeting package and the financial plan bylaw for the November 16, 2020 FS Complete Village Hall/Budget open house to include: · addition of 1 FTE administrative and customer service position of $70,490 annually, · Increase in janitorial hours of $29,070 annually, · Increase in parks budget operating of $14,600 annually, · Monetizing of RV sani dump, · Adding Tree Management Plan for hazard trees at Lake Park of $5,000 in 2022; and · Funding the portable toilet in Village Square for twelve months a year, THAT Council direct staff to increase 2021 tax revenue to 4.95%, maximize the property tax cap on Class 2, utilities, and using Class 7, managed forest, to supplement that rate and use growth taxes up to $80,000.
2020-11-23 THAT Council direct staff to write to the Comox Strathcona Waste Management Board on the impact of the Comox Valley LS Complete Waste Management Centre statutory holiday closure on the Village of Cumberland solid waste collection service as well as to all local government solid waste collection contractors in the region.
2020-11-23 THAT Council appoint Mayor Baird to an AVICC select committee on Provincial Funding for Emergency / Fire Equipment Small LS Complete Communities. 2020-11-23 That Council approve the borrowing of $4,200,000, as authorized through “Fire Hall Loan Authorization Bylaw No. 1122, FS Complete 2019”, from the Municipal Finance Authority of British Columbia as part of its 2020 Fall Borrowing Session; and that the Village of Cumberland request that the Comox Valley Regional District consent to the Village of Cumberland borrowing over a 20-year term and include the borrowing in a Security Issuing Bylaw.
2020-12-14 THAT Council endorse the November 13, 2020 letter to the Ministry of Municipal Affairs and Housing from the Comox Valley LS Complete Coalition to End Homelessness, regarding Housing Proposal to create permanent housing for vulnerable populations in the Comox Valley. -118- - 38 - Council Resolutions - Outstanding Action Items Jan 18 2021 File No. 0550-01
2020-12-14 THAT Council approve the Amendment to Development Permit 2019-11-DP for a portion of the property described as DS Complete Section 34, Township 10, Comox District, Plan 552H Except That Part Shown Outlined In Red On Plan 21RW and That Part In Plan VIP55123 and VIP69987 (3901 Bevan Road). 2020-12-14 THAT Council grant the amendment to Development Permit 2017-09-DP, for property described as Lot 1 District Lot 24 DS Complete Nelson District Plan50021 Except Part in Plan VIP53295 (2956 Ulverston Avenue); and THAT Council waive the requirement for a neighbourhood public meeting for the amended Development Permit.
2020-12-14 THAT Council rescind the resolution of November 23, 2020: LS Complete THAT Council approve the Village entering into a lease agreement with the Cumberland and District Historical Society for the use of the museum building located at 2680 Dunsmuir Avenue for a ten-year term with a five-year extension upon mutual agreement; and THAT Council approve the extension of the notice for termination of the lease without cause clause and; and THAT Council direct staff to negotiate final terms of the lease for execution by the Mayor and Chief Administrative Officer.
2021-01-11 THAT Council approve the Development Variance Permit, dated January 4, 2021, for Lot 3 shown in Subdivision Plan DS Complete EPP104047 for property described as Section 34, Township 10, Comox District, Plan 552H Except That Part Shown Outlined In Red On Plan 21RW and That Part In Plan VIP55123 and VIP69987 (3901 Bevan Road) for the purposes of developing and servicing a six lot subdivision substantially in compliance with the permit presented in the staff report; and THAT Council waive the requirement to hold a neighbourhood public meeting for the Development Variance Permit.
2021-01-11 THAT Council approve Development Variance Permit – Amended 2019-07-DVP for a portion of the property described as DS Complete Section 34, Township 10, Comox District, Plan 552H Except That Part Shown Outlined In Red On Plan 21RW and That Part In Plan VIP55123 and VIP69987 (3901 Bevan Road). 2021-01-11 THAT Council approve the application for a Development Variance Permit (2020-09-DV) for the property legally described as DS Complete Lot 1, Block 21, DL 21, Plan VIP522C, substantially in compliance with the permit dated December 3, 2020.
2021-01-11 THAT Council approve the short-term borrowing from the Municipal Finance Authority through the Equipment Financing FS Complete Program up to $143,830 for the purchase of a 2020 dump truck and brine solution system for a five year term that must be repaid in five years. 2012-04-10 THAT Council request staff to get more clarification regarding Coal Valley Estates’ responsibility in regards to the runoff from DS In Process their proposed development adjacent to Camp Road in relation to the Official Community Plan section that states development needs to keep 90 percent of rain on their development properties.
2016-01-26 THAT Council endorse the Rotary Club of Cumberland Centennial “Path to Recreation” trail proposal to partner to develop a PR In Process trail from the Village core to Comox Lake in principle, direct staff to proceed with further investigations into the feasibility of the project, and report back to Council; and THAT Council direct staff to draft a Partnership Agreement with the Rotary Club -119- - 39 - Council Resolutions - Outstanding Action Items Jan 18 2021 File No. 0550-01
2016-07-25 THAT Council revisit the Cumberland Enhancement Study to bring it up to date in terms of rainwater management. DS In Process
2018-11-13 THAT Council direct staff to draft a policy on committee procedures for Council’s consideration. LS In Process 2018-11-26 THAT Council follow up the Bear Hazard Assessment Report with the development of a Bear Conflict Management Plan. PS In Process
2018-12-10 THAT Council allocate the $41,300 from 2018 growth taxes to the Cumberland Museum and Archives in equal payments over CAO In Process five years through an agreement to be negotiated with the Cumberland and District Historical Society that includes a clause that the funding be contingent on the Museum receiving funding from the Heung Foundation for the expansion of the Museum. 2019-01-28 THAT Council agree to participate in the Municipal Natural Assets Initiative project with the Comox Valley Regional District, OP In Process City of Courtenay, Town of Comox and K’omoks First Nation; AND THAT Council approve the expenditure of $10,500 over the 2019 and 2020 fiscal years, with funding to come from the Water Financial Stabilization Reserve Fund and THAT Council LS direct staff to amend the 2019-2023 Financial Plan bylaw to reflect the expenditure
2019-03-11 THAT Council participate in the Municipal Survivor Climate Challenge. Cllr In Process Ketler 2019-05-27 THAT Council direct staff to work with the Cumberland Community Housing Society to development a memorandum of DS In Process understanding. 2019-06-10 THAT Council direct that the vacation rental regulations be reviewed upon completion of the 2019/2020 Housing Needs DS In Process Assessment and in conjunction with the review of the Official Community Plan in 2020; and THAT the June 5, 2019 staff report on vacation rental regulations be referred to Homelessness and Affordable Housing Complete Committee, the Economic Development Committee and the Advisory Planning Commission for comment.
2019-07-22 THAT Council direct staff to collaborate with Fortis BC to find a suitable location within the Village of Cumberland or the ED In Process region to construct a compressed natural gas (CNG) or renewable CNG multi-fueling station; THAT council direct staff to OP consider a requirement for CNG, or heavier weighting for request for proposals with CNG or R-CNG fuelling in new waste collection contracts; 2019-10-28 THAT Council direct staff to prepare a list of possible publicly-owned sites within the Village of Cumberland that could be DS In Process further evaluated by Co-operative Housing Federation of BC, for the feasibility of a Co-op Housing project.
2019-11-25 THAT Council direct staff to use the existing concrete slabs onsite and look at options of incorporating a concrete bench from DS In Process design 2 into design 3 for the No. 5 Mine Fan House design concept. 2019-11-25 THAT Council direct staff to develop a letter of agreement with the owner of the land known as Coal Valley Estates for the DS In Process development of the No. 5 Mine Fan House Park. -120- - 40 - Council Resolutions - Outstanding Action Items Jan 18 2021 File No. 0550-01
2019-11-25 THAT Council direct staff to share the Urban Forest Management Plan through advertisement and on the Village website; DS In Process and THAT Council direct staff to host a public open house in 2020 to share the Urban Forest Management Plan and seek public comment on the recommendations, the priorities for implementation and the canopy cover target for the Village and report back to Council with an implementation plan.
2019-11-25 THAT Council approve the 2019-01-HAP for property described as Parcel B (DDA26122) of Lots 3 and 4, Block 3, District Lot DS In Process 21, Nelson District, Plan 522 (2700 Dunsmuir Avenue) substantially in compliance with the Heritage Alteration Permit (2019- 01-HAP), dated November 14, 2019; and THAT Council approve the 2019-08-DV permit for property described as Parcel B (DDA26122) of Lots 3 and 4, Block 3, District Lot 21, Nelson District, Plan 522 (2700 Dunsmuir Avenue) substantially in compliance with the Development Variance Permit (2019-08-DV), dated November 14, 2019.
2019-12-09 THAT Council direct staff to draft a Management Direction Statement for the Village Forest lands and to report back to PR In Process Council. 2020-01-13 THAT Council direct staff to consider the Vancouver Island Food Charter during the Official Community Plan update in 2021. DS In Process
2020-01-13 THAT Council accept the Age-Friendly Assessment and Action Plan, and direct staff to apply for Age-Friendly BC designation. DS In Process
2020-04-27 THAT the Committee of the Whole recommend that Council consider reducing the minimum setback to 0 meters and DS In Process establishing a maximum setback of 2 metres for the Camp Road neighbourhood during the next zoning bylaw update.
2020-04-27 THAT the Committee of the Whole recommend that Council consider making Camp Road neighbourhood a heritage DS In Process conservation area when Council considers the 2021 official community plan review.
2020-04-27 THAT the Committee of the Whole recommend that Council consider cash in lieu parking requirements for Camp Road DS In Process neighbourhood during a comprehensive Village parking study. 2020-05-25 THAT Council direct staff to write a letter of support regarding regulation for independent cannabis producers. LS In Process
2020-06-22 THAT Council direct staff to bring forward a report to Council on the Cumberland Culture and Art Society’s mural proposal for PR In Process Village Park. 2020-06-22 THAT Council direct staff to fund the additional SCADA system upgrade costs from the Water Stabilization Reserve Fund in OP In Process the amount of $15,000; and THAT Council direct staff to bring forward an amendment to the adopted 2020-2024 Financial FS Complete Plan Bylaw to reflect this expenditure
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2020-08-10 THAT Council approve the award of the 2020 Roads and Utilities Capital Works Tender to Leuco Construction for the OP In Process mandatory work at a bid price of $820,312; THAT Council approve the award of the additional scope of work to Leuco Construction at a cost of $282,923; and THAT Council direct staff to reflect the additional funds required to complete either Fin Complete just the mandatory work or both the mandatory and optional work, in the next budget amendment; and THAT Council 2020-09-14 THAT Council refer the request from Hugh Fletcher for Council feedback in regard to development and heritage retention of DS In Process the Ilo Ilo (2691 Dunsmuir) and King George (2723 Dunsmuir) buildings to staff to prepare a report briefly summarizing 2020-09-14 THATexisting Council land use direct and staff development to include policiesa speed and limit application reduction optionsreview as for part commercial of the Traffic heritage and Pedestrianproperties thatStudy are and available DS In Process Transportation Master Plan identified in Council’s Strategic Priorities, 2020 – 2023.
2020-09-14 THAT Council refer the article If We Care about the Homeless, We’ll Build Lots of Tiny Homes, Fast (Condon, The Tyee Aug 19 DS In Process 2020) to the Homelessness and Affordable Housing Committee for information along with Portland just Showed Vancouver fix its Housing Crisis (Condon, The Tyee Aug 28 2020) to the Homelessness and Affordable Housing Committee and the Advisory Planning Commission.
2020-09-28 THAT Council direct staff to submit an application for grant funding for the No. 2 Dam Rebuild through the Investing in OP In Process Canada Infrastructure Program – Rural and Northern Communities; and THAT Council supports the project and commits to its share of the project costs, which would only include costs not covered under the program or cost overruns beyond the project costs applied for, as this grant program under the Rural and Northern Communities intake is for 100% funding.
2020-09-28 THAT Council direct staff to work with School District 71 to identify opportunities to partner in establishing a childcare ED In Process facilities on SD71 grounds; to report back regarding possible Village policies which would include incentives for developers to include childcare spaces within new commercial and/or residential developments; to engage with local developers towards options relating to securing a Village owned/leased space designated for childcare needs; to identify possible appropriate Village owned facility and/or locations to develop and/or utilize as designated childcare space, identify staff and financial resources needed to develop the site, and present to Council for a consideration for an application to the Child Care BC New Spaces Fund.
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2020-09-28 THAT Council approve the use of 3000K LED street lights for local residential streets, collector/arterial streets, and all street OP In Process intersections; and further that staff request BC Hydro use yellow, green or amber lights if at all possible.
2020-10-13 THAT Council direct staff to write a letter of support for the Ec Dev recovery six priority strategies which are: ED In Process - Shop Local/arts and cultural support - agriculture and food security - tech/digital support for business - child care - transportation and regional conectivity - streamline permitting process for business and to refer the list of specific actions to the Committee of the Whole
2020-10-13 THAT Council refer the Development Permit application 2020-08-DP for 4135 Cumberland Road to the Advisory Planning DS In Process Commission for comment; and THAT Council waive the requirement for a neighbourhood public meeting for Development Permit 2020-08-DP. 2020-10-13 THAT Council approve the Temporary Use Permit (2020-01-TUP) for Unit 4 at 4640 Cumberland Road, legally described as DS In Process Lot 1, Section 25, Township 10, Comox District, Plan 35738 substantially in compliance with the Permit attached to this report for the purposes of operating a yoga, fitness and dance study in Unit 4 on the property.
2020-10-26 THAT Council approve the change in project delivery model for the Wastewater Upgrade Project from Design-Build to OP In Process Construction Management; and direct staff to move forward with the procurement process.
2020-11-09 THAT Council approve the revised Heritage Alteration Permit (2019-01-HAP REV) to collect a security for a mural or other DS In Process decorative treatment of the east-facing wall of 2700 Dunsmuir Avenue and direct staff to prepare a report with mural options and process to complete the project for Council’s consideration.
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2020-11-09 THAT Council refer the applications (2020-08-DV and 2020-11-DP) for a Development Variance Permit and a Development DS In Process Permit for 3339, 3341, 3345 Second Street to the Advisory Planning Commission for comment; and THAT Council refer the applications (2020-08-DV and 2020-DV) for a Development Permit for 3339, 3341, 3345 Second Street to the Homelessness and Affordable Housing Committee for comment; and for staff to report back on analysis on the property values of the gifted Village lands and possibly to those referrals as well.
2020-11-09 THAT Council direct staff to provide report to Council with recommendations to the Village’s Business Licence Bylaw (No. ED In Process 896, 2009), Inter-Community Business Licence Bylaw (No. 995, 2013) and/or other policy needs such as vacation rental and/or mobile vending regulations. 2020-11-09 THAT Council approve the implementation of the Financial Assistance in Recreation Program to increase access to recreation PR In Process for low income residents of Cumberland starting in 2021. 2020-11-23 THAT Council refer the correspondence from the Cumberland Business Association regarding Holiday Season Help to staff for EC In Process reply; and THAT Council direct staff to bring forward options to formalize the working relationship between the Village and the Cumberland Business Association. 2020-11-23 THAT Council direct staff to enter into formal deliberations with Cumberland Lake Wilderness Society on a 10-year Park PR In Process Operations and Improvements Agreement (2022-2031), and report back to Council with an agreement proposal.
2020-11-23 THAT Council direct staff to prepare a report to Council with options for residential rental tenure zoning. DS In Process
2020-12-14 THAT Council endorse Bill C-213, Canadian Pharmacare Act through a letter to Peter Julian, MP, New Westminster-Burnaby. LS In Process
2020-12-14 That Council support the creation and implementation of a Regional Emergency Operations Centre Policy Group and that the LS In Process Mayor be appointed as the Village of Cumberland representative. 2020-12-14 THAT Council refer the application for a Development Variance Permit (2020-10-DV) for 2720 Derwent Avenue to the DS In Process Advisory Planning Commission. 2020-12-14 THAT Council request that staff provide the information requested by Council on the Coal Valley Estates development DS In Process proposal before considering referral of the Environmental Protection (DPA #1) and Wildfire Urban Interface Development Permit (DPA #4) to the APC.
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2020-12-14 That Council direct COVID-19 Safe Restart Grant for Local Governments funds to fund the 2021 capital projects identified FS In Process within the 2021-2025 Financial plan for $35,700; That Council direct COVID-19 Safe Restart Grant for Local Governments funds to fund the Phase 1 office renovations and Council Chambers Video system, for an amount of $145,000, and that these funds be directed to replenish the reserves originally used for these projects; That Council direct the use of COVID-19 Safe Restart Grant for Local Governments funds to fund the following priority projects: Fibre Optic connection, Server and Communication upgrades, and Village facility upgrades for an amount of $199,300.
2020-12-14 THAT Council direct staff to submit an application for the Path to Recreation Project to the COVID-19 Resilience PR In Process Infrastructure Stream with an approved budget of $200,000, for funding a funding amount not to exceed $200,000.
2020-12-14 THAT Council approve the Village entering into an lease agreement with the Cumberland and District Historical Society for LS In Process the use of the museum building located at 2680 Dunsmuir Avenue for a ten-year term with a five year extension upon mutual agreement; and THAT Council approve the removal of the clause to enable the Village to terminate the lease without cause; and THAT Council direct staff to negotiate final terms of the lease for execution by the Mayor and Chief Administrative Officer.
2020-12-14 THAT Council confirm that, pursuant to its Development Procedures and Fees Bylaw No. 1073, 2018 and statutory DS In Process requirements, early and on-going consultation was undertaken, including but not limited to a notice sign on the property, delivery of flyers and mailed notifications to neighbours within a 75 metre radius, public information meetings and a public hearing; THAT Council amend “Official Community Plan Amendment Bylaw No. 1136, 2020” in section 3 by striking out “3329” and substituting “3339”; THAT Council give third reading to “Official Community Plan Amendment Bylaw No. 1136, 2020” as amended; THAT Council give third reading to “Zoning Amendment Bylaw No. 1137, 2020”; and THAT final consideration of Bylaw No. 1136 and Bylaw No. 1137 be subject to: a) Registration of a section 219 Land Title Act covenant and housing agreement on title of 3345, 3341 and 3339 Second Street, legally described as Lots 3, 4, and 5, Block 32, District Lot 24, Nelson District, Plan 3268 with terms as outlined generally by the Senior Planner at the Public Hearing held on November 18, 2020. b) An access agreement, or assurance thereof, in a form satisfactory to the Village to permit the applicant to access their proposed on-site parking spaces off the Island Health rear driveway. c) Registration of a section 219 Land Title Act covenant requiring the consolidation of the three lots prior to any development, further subdivision (consolidation) or use.
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2021-01-11 THAT Council direct staff to provide Council with a report in regards to the request to expedite the process of establishing a PR In Process Regional Parks Service and to arrange for the Comox Valley Regional District staff to attend an upcoming Council meeting.
2021-01-11 THAT Council approve the Development Permit (2020-04-DP) for the property legally described as Lot 14, DL 24, Plan DS In Process VIP27906 (3226 Sutton Road), substantially in compliance with the Development Permit dated December 21, 2020.
2021-01-11 THAT Council refer the “Heritage Protection Tools for Local Governments” report, dated December 18, 2020 to the Heritage DS In Process Committee for comment.
2021-01-11 THAT Council authorize the sole sourcing of the contract for the Village Hall Phase 1 renovation Project to Lacasse CAO In Process Construction up to $83,819 plus tax as per section 5.9 (vii) as per the Village of Cumberland Purchase Management Services Policy. 2021-01-11 *See Remedial Action Resolution - 2721 Derwent Avenue PS In Process 2021-01-11 THAT Council table consideration of second reading of “Zoning Amendment Bylaw, No. 1133, 2020 “and bring forward to the DS In Process next council meeting.
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