District of Summerland REGULAR COUNCIL MEETING AGENDA
Monday, November 26th, 2012 - 7:00 p.m. Council Chambers Municipal Hall, 13211 Henry Ave.
Summerland, BC
Page
1. Call to Order
2. Adoption of Minutes 5-11 2.1 Adoption of Minutes Recommendation:
THAT the Regular Council meeting minutes dated November 13, 2012 be adopted.
3. Resolution to Amend the Agenda
4. Delegations (maximum 5 minutes per delegation) 4.1 Delegation - Sgt. Mona Kauffeld - Summerland RCMP Third Quarter Report for 2012
5. Mayor's Report
6. CAO's Report
7. Unfinished Business
8. Correspondence
9. Development Services Department Reports 12-14 9.1 Urban Growth Strategy Request for Proposal RFP Approval Recommendation:
THAT staff be authorized to release a Request for Proposal (RFP) with the intent of hiring a consulting firm to conduct a review of the Urban Growth
Page 1 of 124 Page
9. Development Services Department Reports
Stategy section of our Official Community Plan;
AND THAT Council give early 2013 budget approval for the planned $65,000 expenditure.
10. Staff and Other Reports 10.1 Recommendations from the Committee of the Whole
15-19 10.2 District of Summerland Emergency Preparedness Recommendation:
THAT Council receive the staff report from Fire Chief, G. Noble on the District of Summerland's Municipal Preparedness Program;
AND THAT Council direct staff to continue to work in conjunction with the
Regional District Okanagan Similkameen (RDOS), to ensure adequate emergency preparedness;
AND FURTHER THAT $10,000.00 be approved within the 2013 "Emergency Measures" budget in order to update the District of Summerland's "Municipal Emergency Plan".
20-29 10.3 Municipal Goals and Objectives for 2013/2014 Recommendation:
THAT Council adopt the attached document publishing Council's Municipal Goals and Objectives for 2013/2014.
30-40 10.4 Winter Road and Sidewalk Maintenance Recommendation:
THAT Council repeal the existing Policy No. 400.4 - Snowplowing, Salting, and Sanding of Municipal Roads;
AND THAT Council adopt the attached Policy No. 400.4 - Winter Road and Sidewalk Maintenance.
41-120 10.5 Annual Report for 2011 Recommendation:
THAT Council set the Annual Meeting to consider the 2011 Annual Report for December 10th, 2012 and direct staff to advertise the meeting twice in the local newspaper.
Page 2 of 124 Page
11. New Business
12. Bylaws 12.1 Bylaw 2012-016 - Cemetery Bylaw Recommendation:
THAT Bylaw 2012-016 be adopted.
12.2 Bylaw 2012-022 - OCP and Rezoning, 14806 Biagioni Avenue (J. Schonewille) to allow construction of a Church OCP Amendment requires a majority vote of full Council - 4 Recommendation:
THAT Bylaw 2012-022 be adopted.
12.3 Bylaw 2012-025 - Housekeeping Text Amendment (Agricultural Uses) to Zoning Bylaw 2000-450 Recommendation:
THAT Bylaw 2012-025 be adopted.
121 12.4 Bylaw 2012-026 - Electrical Rate Increase for 2013 Recommendation:
THAT Council rescind third reading of Bylaw Number 2012-026 and give Bylaw 2012-026 third reading, as amended.
122 12.5 Bylaw 2012-027 - Zoning Amendment to add 'Single Detached Housing' as a permitted use in the M1-Light Industrial Zone to 18217 and 18219 Bentley Road, only. Public Hearing - December 10th, 2012 Recommendation:
THAT Bylaw 2012-027 be read a first time.
123-124 12.6 Bylaw 2012-028 - Zoning Amendment to regulate the size of Residential Accessory Buildings (Housekeeping Text Amendment) Public Hearing - December 10th, 2012 Recommendation:
THAT Bylaw 2012-028 be read a first time.
13. Councillor's Report
14. Adjourn
Page 3 of 124 Page
15. Public Question Period (questions must relate to items on the agenda)
Page 4 of 124
DISTRICT OF SUMMERLAND
MINUTES OF THE REGULAR COUNCIL MEETING HELD AT DISTRICT OF SUMMERLAND COUNCIL CHAMBERS 13211 HENRY AVENUE, SUMMERLAND, BC ON TUESDAY, NOVEMBER 13th, 2012
MEMBERS PRESENT: Her Worship Mayor Janice Perrino
Councillor Lloyd Christopherson Councillor Robert Hacking Councillor Bruce Hallquist Councillor Orv Robson Councillor Marty Van Alphen Councillor Peter Waterman
Staff Present: Tom Day, CAO Ken Ostraat, Director of Finance Don Darling*, Director of Engineering and Public Works Ian McIntosh, Director of Development Services Brenda Ingram*, Manager of Programs and Facilities Jim Holtjer, Information Services Coordinator Maureen Fugeta, Corporate Officer
(* denotes partial attendance)
1. CALL TO ORDER
Mayor Janice Perrino called the meeting to order at 7:00 p.m.
2. ADOPTION OF MINUTES
Moved and Seconded,
THAT the Regular Council meeting minutes dated October 22nd, 2012 be adopted;
AND THAT the Special Council meeting minutes dated October 29th and November 5th, 2012 be adopted.
Carried.
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2.1 Adoption of Minutes Page 5 of 124 District of Summerland Regular Council Meeting November 13th, 2012
3. PUBLIC HEARING
3.1 Public Hearing - Bylaw 2012-022 - OCP and Rezoning, 14806 Biagioni Avenue (J. Schonewille) to allow construction of a Church
Mayor Perrino read the public hearing statement at 7:02 p.m.
The Director of Development Services provided a brief synopsis of the application.
Mayor Perrino invited members of the public to approach the lectern if they wished to speak on the application.
John Donnelly, 14612 Biagioni Avenue in favour of the placement of the church it is an addition to our community holds our land value; recognize the real value of what the church brings to our community
Hans Redies, 14807 Biagioni Avenue in favour of this building spoke on water and sewer use
Maria Falzi, 14817 Biagioni Avenue Approve of the church to be located on Biagioni
John Donnelly, 14612 Biagioni Avenue Concerned with view of parking lot from his living room window and requested the lot be landscaped to minimize view
Heinz Winkel, Enderby – Landscape Designer Advised that the parking lot screening issue will be looked after
3.2 Public Hearing - Bylaw 2012-025 - Zoning Bylaw 2000-450 - Housekeeping Text Amendments (Agricultural Uses)
The Director of Development Services introduced the next application for Housekeeping Text Amendments to the Zoning Bylaw in relation to Agricultural Uses.
Mayor Perrino invited members of the public to approach the lectern if they wished to speak on the application. There were none.
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2.1 Adoption of Minutes Page 6 of 124 District of Summerland Regular Council Meeting November 13th, 2012
4. BYLAWS CONSIDERED AFTER PUBLIC HEARING
4.1 Bylaw 2012-022 - OCP and Rezoning, 14806 Biagioni Avenue (J. Schonewille) to allow construction of a Church. OCP Amendment requires a majority vote of full Council – 4
Members and staff discussed landscape screening; tax implications; previous location of Church; highest and best use of the land; close proximity to the highway, and visual impact to the neighbourhood.
Moved and Seconded,
THAT Bylaw 2012-022 be read a second and third time.
Carried.
Councillor’s Christopherson, Hallquist and Robson opposed.
4.2 Bylaw 2012-025 - Zoning Bylaw 2000-450 - Housekeeping Text Amendment - Agricultural Uses
Moved and Seconded,
THAT Bylaw 2012-025 be read a second and third time.
Carried.
Councillor Christopherson opposed.
Public Hearing ended at 7:18 p.m.
5. MAYOR'S REPORT
Restorative Justice Week 2012 from November 18th to 25th Congratulations to: o Trevor Knowlton, Summerland Secondary School teacher is the recipient of the Prime Minister’s Award for Teaching Excellence 2012; o Marcia Rothfield and Dean Colpitts on the grand opening of their new business, North West Technology, and o Barb Gillespie on the grand opening of her new business Cherry Tree Quilt Shop. o Thank you to the Summerland Alliance Church for inviting me to attend their service for the Royal Canadian Legion members o Condolences to Mr. Roy Bertram o Attended Remembrance Day ceremonies at Memorial Park
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2.1 Adoption of Minutes Page 7 of 124 District of Summerland Regular Council Meeting November 13th, 2012
6. CAO'S REPORT
Sidewalk/Paving work at the Firehall is nearing completion Formal version of Council Goals and Objectives will be presented to the public and for adoption at next Regular Council meeting Fire Chief is preparing a report/update on our Emergency Preparedness Program Public Works is providing an update to their Snow Removal Policy Initial presentation of our District Annual Report will be occur next meeting Development Services is preparing a Terms of References for our Urban Growth Strategy
7. DEVELOPMENT SERVICES DEPARTMENT REPORTS
7.1 Development Variance Permit for Lot 3, Block 2, DL 473, ODYD, Plan 1005 - 14806 Biagioni Avenue (J. Schonewille) Mayor Perrino to ask for comments from the public.
Members discussed the requirement for sewer connection to 14806 Biagioni and specified area tax rules.
Mayor Perrino invited members of the public to approach the lectern is they wished to speak on the application. There were none.
Moved and Seconded,
THAT a Development Variance Permit to vary Section 2, Table C.2.2-Type and Extent of Servicing of the Subdivision and Development Servicing Bylaw be granted to waive the requirement for connection to the District of Summerland Sanitary Sewer System as a condition of building permit, for Lot 3, Block 2, DL 473, ODYD, Plan 1005, located at 14806 Biagioni Avenue for the construction of a church.
Carried.
Councillor Hacking excused himself from the meeting at 7:40 p.m.
7.2 Zoning Amendment Application for 18217 and 18219 Bentley Road
Moved and Seconded,
THAT staff be authorized to prepare a site specific zoning bylaw amendment to add "Single Detached Housing" as a permitted use in the M1-Light Industrial Zone on Lot A, DL 2194, ODYD, Plan KAP45982 located at 18217 Bentley Road, and Lot 1, DL 2194, ODYD, Plan 38005 located at 18219 Bentley Road, only.
Carried.
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2.1 Adoption of Minutes Page 8 of 124 District of Summerland Regular Council Meeting November 13th, 2012
Councillor Hacking returned to the meeting at 7:45 p.m.
7.3 Zoning Bylaw Text Amendment - Residential Accessory Buildings
Moved and Seconded,
THAT staff be authorized to prepare an amendment to Zoning Bylaw 2000-450 as noted on Schedule A to the Director of Development Services staff report dated November 13th, 2012; to increase the allowable size of a residential accessory building in the single detached residential zones.
Carried.
8. STAFF AND OTHER REPORTS
8.1 Canyon View Cemetery Review Recommendation from the Committee of the Whole meeting of October 22nd, 2012
Staff and members discussed public consultation and the amendments to the draft of the Cemetery Bylaw.
Moved and Seconded,
THAT the Council gives first, second and third readings to the District of Summerland Cemetery Bylaw No. 2012-016;
AND FURTHER THAT the Engineering and Public Works Department proceed with the Cemetery Bylaw Implementation Strategy which includes the placement of: 1. Information Pamphlets at the entrances to Canyon View Cemetery; 2. Revised signage at Canyon View Cemetery to reflect the changes to the Cemetery Bylaw; 3. Sandwich boards at the entrances to Canyon View Cemetery, advertisements in the newsletter, and notices on Summerland's website outlining the changes to the Cemetery Bylaw and indicating that the public will have until January 01, 2013 to comply with the new provisions. Carried.
8.2 Cemetery Update
Moved and Seconded,
THAT Council receive the report on the operation and maintenance of Canyon View Cemetery, Peach Orchard Cemetery and the Anglican Cemetery, as outlined in the Director of Engineering and Public Works Council Report dated October 30th, 2012, for information and consideration.
Carried. 5
2.1 Adoption of Minutes Page 9 of 124 District of Summerland Regular Council Meeting November 13th, 2012
8.3 Power Outage Notification Procedure
Moved and Seconded,
THAT Council receive the Power Outage Notification Procedure Report, prepared by the Director of Engineering and Public Works, dated November 1st, 2012, for information and consideration.
Carried.
8.4 Dogs at Peach Orchard Park
The Manager of Programs and Facilities clarified the existing Bylaws for dogs at Peach Orchard Park.
Moved and Seconded,
THAT the existing bylaw regulations for dogs at Peach Orchard Park, be retained.
Carried.
8.5 Peach Orchard Campground
Moved and Seconded,
THAT Peach Orchard Campground season be extended to September 15th, each year.
Carried.
8.6 Equipment Purchase - Trommel Screener Plant
Members discussed previous screener plant utilized at landfill and life expectancy of the proposed equipment purchase of the new Trommel screener plant.
Moved and Seconded,
THAT Council approve the purchase of a used Trommel Screener Plant for the landfill at a cost of $94,000 plus HST with funding to come from the Landfill Reserve Fund.
Carried.
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2.1 Adoption of Minutes Page 10 of 124 District of Summerland Regular Council Meeting November 13th, 2012
8.7 Electrical Rate Increase for 2013
Moved and Seconded,
THAT Bylaw 2012-026, Amendment of Fees and Charges Bylaw Number 98-001 (Electric Rates) be read a first, second and third time.
Carried.
9. COUNCILLOR REPORTS
Councillor Van Alphen: Attended open house at the new business of Northwest Technologies Attended Remembrance Day ceremonies in Memorial Park October 29th – National Bullying Awareness Week; initiated by Tina Martin to create a bully free community in Summerland
Councillor Waterman: Attended the Tourism Advisory Committee meeting last week; discussing branding exercise to promote Summerland Will be attending the quarterly meeting of the Okanagan Regional Library Board on Wednesday, November 14th in Kelowna
Councillor Robson: Congratulations to new business of Northwest Technologies Condolences to Roy Bertram’s family; Roy was an asset to the Summerland Sportsmen’s Association Attended to the Royal Canadian Mounted Police depot in Regina, Saskatchewan as a guest; 44 years ago went through the same gates as an RCMP cadet graduate; world class training facility; 167 buildings on the property
Mayor Perrino reminded everyone of the upcoming Festival of Lights taking place on Friday, November 30th.
10. ADJOURN
The meeting adjourned at 8:40 p.m.
Certified Correct:
Mayor Corporate Officer /mf
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2.1 Adoption of Minutes Page 11 of 124 THE CORPORATION OF THE DISTRICT OF SUMMERLAND COUNCIL REPORT
DATE: November 26, 2012 TO: Tom Day, Chief Administrative Officer FROM: Ian McIntosh, Director of Development Services SUBJECT: Urban Growth Strategy
STAFF RECOMMENDATION: THAT staff be authorized to release a Request for Proposals (RFP) with the intent of hiring a consulting firm to conduct a review of the Urban Growth Strategy section of our Official Community Plan; AND THAT Council give early 2013 budget approval for the planned $65,000 expenditure.
PURPOSE: To undertake a review of the District’s Urban Growth Strategy, identified as a priority in Council’s 2013 Goals and Objectives.
BACKGROUND: Summerland’s current Official Community Plan (OCP) was an update from a 20-year community plan adopted in 1996. The current OCP was adopted in 2008 with the process having been initiated in 2003. The concept behind the update was that the OCP would reflect current needs and be “a continuously evolving document…[that would] be revised as circumstances [arose]” (Section 1.1). Since the last OCP update, there have been some significant changes affecting the District of Summerland. The downturn in the world economy affected development in the Okanagan. The South Okanagan Regional Growth Strategy (RGS) was adopted on April 1, 2010. The purpose of the RGS is to ensure that growth and development, in the south Okanagan, take place in a sustainable and consistent manner. Summerland adopted a Climate Action Plan on May 9, 2011 with a goal to minimize urban sprawl and promote compact development. Summerland adopted an updated zoning bylaw on September 12, 2011 to increase densities in areas with servicing and in locations within a ten-minute walk of a node where there are public amenities.
9.1 Urban Growth Strategy Page 12 of 124 Request for Proposal RFP
The planned development for the Summerland Hills Golf Resort, with 1,115 residential and 650 commercial units, has been abandoned. Summerland’s urban growth area follows the boundary of the Summerland Hills Neighbourhood Plan. Council has identified the need to revisit Summerland’s Urban Growth Strategy in light of the significant changes noted above.
DISCUSSION: It is recognized that the way in which our community grows is an important part of our community plan. The last urban growth strategy drafted as part of our Official Community Plan engaged over 180 residents at the first meeting. Staff understands the importance of this issue to our community and has drafted an RFP with heavy emphasis on the public engagement portion of the process. This section of the RFP includes the following: The project will include the following phases: 1. Review current OCP policies respecting urban growth 2. Review the Regional Growth Strategy respecting urban growth 3. Review the District’s Climate Action Plan 4. Review community context o topography o Agricultural Land Reserve o demographics o community issues 5. Develop and undertake a public/stakeholder engagement strategy which may include: o public/stakeholder issue identification process o public/stakeholder workshops o public/stakeholder open houses o web presence with information and input opportunities o social media presence and/or engagement o specific strategy for engaging youth 6. Present findings from public/stakeholder engagement process o Issues identified and their priority 7. Optional: aid in preparation of draft growth strategy policies for OCP amendment priced separately Issues of particular interest include; development of farmland in valley bottom vs. development of hillsides expansion of urban area vs. limiting development to smaller infill or multi- family housing identification of areas suitable for expansion identification of areas that should remain free of development It is intended that this RFP be released as soon as council has approved this process with a closing date of December 14, 2012. The project would be awarded at the first meeting in January and begin shortly after.
9.1 Urban Growth Strategy Page 13 of 124 Request for Proposal RFP
FINANCIAL IMPLICATIONS: The total cost of this study is expected to be $65,000. Due to the date, we do not anticipate that any work will be completed during 2012 so the entire cost will be a 2013 expenditure. Staff will include the cost in the 2013 budget but in order to award the work prior to the adoption of the 2013 budget, we will need to obtain early Council approval for this expenditure.
CONCLUSION: It appears that reviewing the District’s Urban Growth Strategy is a priority for Council and the community at large. The process can begin in early 2013 should council approve the process and expenditure of funds.
ALTERNATIVES TO STAFF RECOMMENDATION: 1. Do not undertake a review of the Urban Growth Strategy at this time. 2. Direct staff to undertake the Urban Growth Strategy review, understanding the associated adjustments in workload.
Respectfully Submitted
Ian McIntosh Director of Development Services
Approved for Agenda
CAO – November 19th, 2012
9.1 Urban Growth Strategy Page 14 of 124 Request for Proposal RFP
THE CORPORATION OF THE DISTRICT OF SUMMERLAND COUNCIL REPORT
DATE: October 30, 2012 TO: Tom Day, Chief Administrative Officer FROM: Glenn Noble, Fire Chief SUBJECT: District of Summerland Emergency Preparedness
STAFF RECOMMENDATION:
THAT Council receives the report on the District of Summerland’s Municipal Preparedness Program and directs staff to continue to work in conjunction with the RDOS to ensure adequate emergency preparedness;
AND FURTHER THAT $10,000 be approved within the 2013 “Emergency Measures” budget in order to update the District of Summerland’s “Municipal Emergency Plan”.
PURPOSE:
To provide an overview of the “District of Summerland’s Municipal Emergency Preparedness Plan” and the framework under which it is structured.
BACKGROUND:
In response to Council’s request, the following summarizes the municipality’s emergency plan capabilities, identifies strengths, weaknesses, opportunities and threats.
DISCUSSION:
The Province of British Columbia “Emergency Program Act 1996” requires that a local authority is at all times responsible for the direction and control of the local authority's emergency response and every local authority must prepare or cause to be prepared local emergency plans respecting preparation for, response to and recovery from emergencies and disasters.
A local authority that is a municipal council or the board of a regional district must establish and maintain an emergency management organization to develop and implement emergency plans and other preparedness, response and recovery measures for emergencies and disasters and, if the local authority is a municipal council, the municipal council must establish and maintain an emergency management organization with responsibility for the whole of the municipality.
10.2 District of Summerland Page 15 of 124 Emergency Preparedness
The current municipal BYLAW No. 97-015 - A BYLAW TO PROVIDE FOR AN EMERGENCY PROGRAM PLAN FOR THE CORPORATION OF THE DISTRICT OF SUMMERLAND was enacted in 1997. In conjunction with this bylaw, our current “Municipal Emergency Plan” was developed.
In 2006 a regional approach to emergency management was suggested, and ultimately adopted by the regional district board and all municipal partners within the Regional District Okanagan Similkameen (RDOS).
BYLAW No. 2375, 2006 - A BYLAW TO ESTABLISH AN EMERGENCY PLANNING PROGRAM SERVICE was consented to by the District of Summerland in April of 2006, and approved by the Inspector of Municipalities in August of 2006.
The description of service contained within the regional district bylaw is as follows;
The Board of Directors hereby establishes a service to provide an emergency program under the Emergency Program Act within the boundaries of Electoral Areas A, B, C, D, E, F, G, H, Town of Oliver, Town of Osoyoos, Village of Keremeos, Town of Princeton, City of Penticton and the District of Summerland.
The integrated, region-wide program maximizes available resources, limits duplication and streamlines communication to provide the best solution for residents throughout the South Okanagan and Similkameen valleys. In the event of a major emergency or disaster within the RDOS, an Emergency Operations Centre (EOC) will be activated to support the incident.
For larger events that involve multiple sites and jurisdictions the primary Regional District EOC will be located at the RDOS board room in Penticton. For smaller scale localized activation, the EOC will be located in Summerland utilizing the council chambers in Municipal Hall.
Staffing for the EOC, depending on circumstances, may be made up of local government employees, emergency response personnel, volunteer professionals and agency, and may also involve provincial or federal representatives.
The plan(s) are not intended to deal with day-to-day emergency situations handled by emergency response agencies. Most major disasters will create demands that exceed the normal capacity of any one organization. The intent of these plans is to facilitate and coordinate response to and recovery from disaster by implementing common management strategies for both public service and private sector agencies.
A major component of any emergency plan is the ability to deal with evacuations. Evacuation zones in Summerland have been established, and are identified on the Municipal GIS system. The RDOS also has in place a “Marine Evacuation Response Plan” that can be used for evacuation of trapped residents on either side of Okanagan Lake.
The District of Summerland (DOS) also has a very active Emergency Support Services (ESS) group to deal with evacuations. Under the umbrella of Emergency Management British Columbia (EMBC), ESS can provide shelter, food, and clothing
10.2 District of Summerland Page 16 of 124 Emergency Preparedness
to evacuated and or displaced people for up to 72 hours. The primary ESS Reception Centre for the evacuation of residents has been identified as the Summerland Recreation Centre, with a secondary reception centre being located at the Agricultural Canada Research Centre.
The RDOS has begun to implement a regional approach to ESS. This will allow neighbouring ESS agencies to assist each other in the event of a large evacuation event. During the Peachland Fire, members of the Penticton ESS assisted Summerland ESS in registering and placing evacuated residents.
While plans are in place, several areas are constantly in need of review and modification. The following identifies strengths, weaknesses, areas of opportunity that will improve our preparedness, and threats (SWOT).
Strengths:
Regional District Bylaw – allows for a regional wide approach to emergency management. RDOS staff have significant training in regards to emergency preparedness. The RDOS has the capabilities of establishing a functional EOC in relatively short order at the board office in Penticton. The RDOS is equipped to establish a mobile EOC, which can be set up in any community within the RDOS. A dedicated position has been established in the RDOS to administer this program. DOS Emergency Preparedness Plan was updated in January 2012. DOS ESS team. (During the recent Peachland wildfire event, the team was called to action and performed admirably) Good working relationship between the RDOS emergency program co- ordinator and the DOS emergency program co-ordinator. Fire Department mutual aid agreements with neighbouring communities and a memorandum of understanding with the Ministry of Forests. Engineering & Public Works have in place several individual emergency / response plans.
Weaknesses:
The DOS bylaw is dated and does not adequately address the current situation. Lack of cross jurisdictional training e.g. RDOS – DOS. Lack of municipal staff that are trained in basic emergency preparedness. A desire would be to have three people from each department trained to a minimum EOC Level II. Live EOC experience. Very few staff members have any experience in a live EOC environment. Departmental / Municipal / Regional wide contingency plans & recovery plans. Very little has been done in this regard on a Province wide basis. Recently EMBC has been focussing more on this issue. Time management. The fire department has been tasked with the role of co-
10.2 District of Summerland Page 17 of 124 Emergency Preparedness
ordinating the Municipal Emergency Plan. To adequately manage this portfolio, much more time needs to be dedicated to the program than is currently allocated. Lack of a specific “Public Information Officer”. Control and clarification of the message being released during an event is critical. The Central Okanagan does this very well, by way of a regional emergency website. http://www.cordemergency.ca/cm/page3353.aspx Critical infrastructure data is outdated, both internally and externally (Fortis BC, Telus, etc…)
Opportunities:
Training. Training is readily available and is fairly inexpensive. The RDOS co-ordinator is authorized to instruct Level I & Level II EOC. Introduction to Emergency Management in BC is available as a self-study. 2013 budget funding for a re-write of the current Municipal Plan. The goal is to utilize the same consultant that developed both the RDOS and City of Penticton plans. A desire from senior management to be better prepared in event of a local emergency. Strike while the iron is hot theory. Significant events within the region have brought to light the need to be better prepared. Clarifying of departmental roles during an emergency / non-emergency event. Recommendation that a workshop be held, with the RDOS Program Co- ordinator, to enable staff to fully understand the regional emergency management approach and its benefits. A minimum of three staff members from each department should be trained to an “EOC level II”. As identified in the emergency plan, re-establish an Emergency Preparedness Committee (staff). Review of the Hazard Risk Vulnerability Assessment, and develop broad based plans that address the identified hazards. Stress the 72 hour preparedness concept to residents. Has been the focus of fire department public education in 2012.
Threats:
Lack of staff training in emergency management. Events identified in the Hazard Risk Vulnerability Analysis. Social media / public information. Complacency.
FINANCIAL IMPLICATIONS:
The annual cost to the District of Summerland as part of the RDOS “Emergency Planning Program Service” is $21,000. This funding is provided as part of the annual property tax by way of a RDOS requisition tax.
As part of the Emergency Measures Budget for 2013, the fire department is suggesting that $10,000 be allocated towards updating the District of Summerland’s Municipal Emergency Plan.
10.2 District of Summerland Page 18 of 124 Emergency Preparedness
CONCLUSION:
In light of the recent events both locally and internationally, it is obvious that emergency preparedness is critical, both from a governmental level but also very importantly, from an individual level.
The 72 hour preparedness recommendations published by the Provincial Government must be taken seriously by the general public. Government agencies, be it local, Provincial or Federal, may be unable to provide immediate emergency response as part of a wide spread disaster.
Working with the RDOS, an effective emergency preparedness program is achievable. Ongoing revision, and reviews are never ending, but more importantly is the training that is required by municipal staff to adequately carry out the provisions within the plan(s).
ALTERNATIVES TO STAFF RECOMMENDATION:
1. Do not authorize the $10,000 identified within the 2013 “Emergency Measures” budget to be allocated towards a re-write of the District of Summerland’s “Municipal Emergency Plan”.
Respectfully Submitted
Glenn Noble______Fire Chief
Approved for Agenda
Nov. 1,2012 CAO Date
10.2 District of Summerland Page 19 of 124 Emergency Preparedness THE CORPORATION OF THE DISTRICT OF SUMMERLAND COUNCIL REPORT
DATE: November 19, 2012 TO: Mayor and Council FROM: Tom Day, Chief Administrative Officer SUBJECT: Municipal Goals and Objectives for 2013/2014
STAFF RECOMMENDATION:
That Council adopt the attached document publishing Council’s Municipal Goals and Objectives for 2013/14.
PURPOSE:
The establishment of Council’s Goals and objectives for the next two years is critical to a quality budget process. Staff need to know and understand the direction Council wants to drive the community, in order to prepare a budget that achieves that direction.
It is important that the community be aware of Council’s priorities.
The Community Charter requires that Council prepare Objectives for a two year period.
BACKGROUND AND DISCUSSION:
Council met in October to establish its goals and objectives for the following two years. Staff was then tasked with: determining how those objectives were to be accomplished; identifying milestones to measure progress; and providing approximate dates to meet the expected milestones.
While staff have not developed concrete plans for achieving all objectives, that process continues and I expect to formalize all plans before budget finalization.
I am concerned that some staff have too much on their plates and they have estimated overly optimistic schedules for achieving their milestones.
This document is a fluid document and Council will receive formal updates from staff every four months on the progress made towards accomplishing Council’s goals, as well as details of day to day activities, so Council can be aware of staff’s progress.
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10.3 Municipal Goals and Page 20 of 124 Objectives for 2013/2014
FINANCIAL IMPLICATIONS:
The 2013 Financial Plan will be built around this document.
ALTERNATIVES TO STAFF RECOMMENDATION:
Council may choose: 1. Not to formalize the document; or 2. Amend the document and reconsider its objectives for the next two years.
Respectfully Submitted
Tom Day Chief Administrative Officer
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10.3 Municipal Goals and Page 21 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 22 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 23 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 24 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 25 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 26 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 27 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 28 of 124 Objectives for 2013/2014 10.3 Municipal Goals and Page 29 of 124 Objectives for 2013/2014 Summerland Policy Manual THE CORPORATION OF THE DISTRICT OF SUMMERLAND COUNCIL REPORT
DATE: November 19, 2012 TO: Tom Day, Chief Administrative Officer FROM: Don Darling, Director of Engineering and Public Works SUBJECT: Winter Road and Sidewalk Maintenance
STAFF RECOMMENDATION: THAT Council repeal the existing Policy No. 400.4 - Snowplowing, Salting, and Sanding of Municipal Roads; AND FURTHER THAT Council adopt the attached Policy No. 400.4 – Winter Road and Sidewalk Maintenance. PURPOSE: To replace the current Policy No. 400.4 – Snowplowing, Salting, and Sanding of Municipal Roads to reflect current practices. BACKGROUND: The Engineering and Public Works Department is responsible for the winter maintenance on all Municipal roads and those public sidewalks that front on Municipal properties. The level of service is limited by available personnel and equipment, weather, and budgetary constraints. The District of Summerland wishes to have a policy that, when taking into account all circumstances and limitations, is reasonable and meets the standard duty of care. DISCUSSION: There have been several changes in personnel, equipment, and infrastructure over the past few years that have resulted in changes to the winter road and sidewalk maintenance procedures. These changes are as follows: 1. vacated positions have been filled with more qualified staff that allow us more flexibility in assigning operators to equipment; 2. added equipment includes one truck, a plow for the loader, a quad to assist in sidewalk ploughing, and a new broom that significantly improves the efficiency of snow removal in the roundabouts; 3. road infrastructure increased when the District took over approximately six lane kilometres of road near the north boundary of Summerland adjacent to Highway 97 from the Ministry of Transportation; and 4. sidewalk infrastructure has, and continues to increase, with the recent completion of several capital projects, most notably, Prairie Valley and Rosedale, Peach Orchard to the RCMP Station, and Prairie Valley Upgrade Project Phase II which is currently under construction.
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10.4 Winter Road and Page 30 of 124 Sidewalk Maintenance Summerland Policy Manual
These changes have resulted in the creation of two new winter road and sidewalk maintenance zones bringing the total to five and an adjustment to priorities to reflect current staffing and resources available to complete the work. The District of Summerland takes pride in the level of winter road and sidewalk maintenance they provide to the public. This report is being provided to Council to assist them in assuring that the balance of available personnel and equipment, public safety, and budgetary constraints has been carefully considered to develop a policy that provides a level of service that meets their expectations, is reasonable, and meets the standard duty of care. The District currently has four trucks that plough and sand roads. It takes each truck approximately eight hours to finish their zone once snow has stopped falling. If they finish early they contact the other drivers to find out where they can assist in snow removal. This work is hard on equipment and breakdowns and repairs are far more common than we would like. Currently staffing levels in the Public Works Division is 16 plus one Foreman. Three of these staff are unavailable to perform winter maintenance duties due to other commitments (2 mechanics, 1 Landfill Operator) With four staff manning the plough trucks, one each on the salt truck, side caster, John Deere sweeper, and the ATV plow, it leaves only eight staff to do the manual work. This may seem like a reasonable staffing level but with water leaks, sewer blockages, funerals, sickness, holidays, and creek ice removal the number is often reduced to two or three staff members. Winter road and sidewalk maintenance is an expensive service to provide and, with considerable fluctuations in weather from one year to the next, it can raise havoc with budgets. The current Sanding and Snow Removal budget is approximately $205,000 per year. This budget is sufficient to cover expenditures in most years where there are normal yearly snowfalls. The Finance Department sets aside $100,000 each year to deal with any shortfall in the allocated budget that may arise due to the yearly snowfall exceeding expectations. The revised policy will not have any financial implications to the existing budget since there are no anticipated changes to the level of service. FINANCIAL IMPLICATIONS: There are no financial implications as the level of service is not changing. CONCLUSION: The current policy is outdated and should be replaced with the attached Policy No. 400.4 – Winter Road and Sidewalk Maintenance, as attached, that more accurately reflects current practices. ALTERNATIVES TO STAFF RECOMMENDATION: Council could request additional revisions to be made to the proposed policy and that staff bring the additional revisions back to Council for consideration. Council could decide not to adopt the new policy and continue to provide winter road and sidewalk maintenance under the provisions of the current policy, copy attached.
Respectfully Submitted Approved for Agenda
______CAO – November 19th, 2012 Don Darling Director of Engineering and Public Works
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POLICY STATEMENT AND REGULATIONS
Number: 400.4
WINTER ROAD AND SIDEWALK MAINTENANCE The Corporation of the District of Summerland (the ‘District’) wishes to demonstrate that, balanced against the nature and quality of risks involved, the District’s procedure for winter road maintenance on Municipal roads and winter sidewalk maintenance fronting Municipal properties is reasonable in consideration of all circumstances including budgetary limitations, available personnel and equipment, and the criteria of wanting to meet the standard duty of care.
WINTER ROAD AND SIDEWALK MAINTENANCE REGULATIONS AND PROCEDURES 1. Roads and sidewalks shall be regularly inspected and the level of maintenance that will take place will be based on the condition of the road or sidewalk at the time they were inspected. 2. Winter road and sidewalk maintenance shall include ploughing, sanding, salting, and any other methods deemed necessary to comply with the provisions of this Policy. 3. The Superintendent of Public Works may, at any time and at his sole discretion, delay or alter winter road and sidewalk maintenance in any or all zones in order to delegate trucks, equipment, and manpower to other concurrent emergent events. 4. The Superintendent of Public Works may, at any time and at his sole discretion, alter winter road and sidewalk maintenance priorities and schedules due to current availability of equipment and manpower or to current weather conditions. 5. Five zones have been established for winter road and sidewalk maintenance as shown in Schedule ‘A’ – Winter Road and Sidewalk Maintenance Zones. 6. Winter road maintenance within each zone will be completed systematically by priority as set out as follows: a. roads listed in Schedule ‘B’ – List of Road Priority by Zone; b. roads that are collector roads, school bus routes, or considered especially steep; c. all remaining roads within each zone, regardless of classification, that are deemed by the Superintendent of Public Works to be dangerous or impassable; and d. straight or flat sections of roads, regardless of classification, will only be sanded if they become dangerous for travel. 7. Winter sidewalk maintenance will be: a. performed in accordance with the provisions of the District Sidewalk Maintenance Bylaw; b. performed exclusively on those portions of sidewalks that are within the frontage of a Municipal property; and c. completed systematically by priority for the applicable piece of equipment as outlined in Schedule ‘C’ - List of Sidewalk Priority by Equipment Type.
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8. The Superintendent of Public Works will assign available trucks, equipment, and manpower for each zone so as to provide the most efficient and effective method of providing winter road and sidewalk maintenance within each zone. 9. Winter road and sidewalk maintenance in all areas, other than the downtown business core, will not commence earlier than 6:00 a.m. or continue later than 9:00 p.m. 10. Winter road and sidewalk maintenance in the downtown business core will not commence earlier than 5:00 a.m. or continue later than 9:00 p.m. 11. The Superintendent of Public Works may, at his sole discretion, extend the hours of winter road and sidewalk maintenance outside of those hours specified in Articles 9 and 10, where he deems additional winter maintenance is required for public safety or other emergent situations.
12. Snow will be removed from the downtown business core the morning following a snow event if the accumulation of snow has reached a depth of 3 inches or more. 13. Road salt will only be applied to the following areas when the Superintendent of Public Works deems that road salt will be an effective method of winter maintenance to deal with existing road or sidewalk conditions and temperature: a. at intersections in the downtown business core, intersections on residential streets in the downtown core, and intersections in areas of Lower Town and Trout Creek; b. those sidewalks and other areas identified in Schedule ‘C’ – List of Sidewalk Priority by Equipment Type; and c. steep hills.
ADOPTED:
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10.4 Winter Road and Page 33 of 124 Sidewalk Maintenance Summerland Policy Manual
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10.4 Winter Road and Page 34 of 124 Sidewalk Maintenance Summerland Policy Manual
SCHEDULE ‘B’ LIST OF ROAD PRIORITY BY ZONE
The following roads will be given first priority, in order of their number, for winter road maintenance in their respective zone:
ZONE 1
Prairie Valley, Garnet Valley, Jones Flat West:
1. Prairie Valley (from South Victoria to Doherty) 2. Doherty, Bathville, Summerland-Princeton Highway 3. Morrow, Summergate, Deer Ridge 4. Taylor Place 5. Sinclair Hill 6. Garnet Valley
ZONE 2
Peach Orchard, Solly, Lowertown, Lakeshore, Jones Flat East, Fosbery
1. Prairie Valley (from South Victoria to Wharton) 2. Peach Orchard 3. Solly 4. Lakeshore 5. Fosbery
ZONE 3
Hespeler, Front Bench, Gartrell, Giants Head
1. Atkinson (Giants Head to Prairie Valley) 2. Prairie Valley (from Giants Head to Highway 97) 3. Milne 4. Hespeler 5. Gartrell 6. Giants Head 7. Front Bench
ZONE 4
Canyon View, Simpson, South Victoria, Dale Meadows
1. Pierre 2. Canyon View 3. Simpson 4. South Victoria 5. Hillborn 6. Happy Valley (from Hillborn to Gartrell)
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10.4 Winter Road and Page 35 of 124 Sidewalk Maintenance Summerland Policy Manual
ZONE 5
Salting Areas
1. Downtown Core 2. Parkdale 3. Sinclair 4. Jubilee 5. Trout Creek 6. City Parking Lots
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SCHEDULE ‘C’ LIST OF SIDEWALK PRIORITY BY EQUIPMENT TYPE
Note that the privately owned properties listed below are only listed to provide staff with a reference point to locations where sidewalks that front District owned land are located. The District is not responsible for winter sidewalk maintenance on any sidewalks that front the below referenced privately owned properties.
JOHN DEERE UNIT 184
1. Hunt 2. The Loop – Wharton, Prairie Valley, and Brown, which includes all the sidewalks in front of the Library, Museum, and the parking lot on Prairie Valley and Brown, and clean ramp into parking lot on Brown. 3. 7-Eleven and Mac’s 4. Ward walkway 5. Cartwright sidewalk 6. Giants Head (Boys & Girls Club/Substation) both sides of the road on Giants Head 7. 12610 Giants Head 8. Prairie Valley (corner of Bell and south sidewalk to bottom of Atkinson) 9. Lowertown, across from the Resort 10. Kinsmen Park, Lift Station 3LS 11. Peach Orchard underpass 12. Harold Simpson Youth Centre, Little Chicks Day Care, and the RCMP Station (new and old locations) 13. access to Engineering and Public Works offices HONDA ATV UNIT 183 1. Beavis Place (12019 Prairie Valley at South Victoria) 2. Sidewalk on South Victoria along Memorial Park 3. Island at the Food Emporium 4. Smith Street parking lot 5. Prairie Valley north side 6. Tim Horton’s 7. asphalt walkway on Solly across Highway 97 8. Prior Place SIDE CASTER UNIT 144 1. Roundabouts 2. Giants Head walkway 3. Lane off Hunt on north side 4. around gas pumps at Public Works yards
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10.4 Winter Road and Page 37 of 124 Sidewalk Maintenance Summerland Policy Manual
MANUALLY: These sidewalks and other areas are to be done by hand or snow blower: 1. Memorial Park - steps at Brown and Kelly 2. All sidewalks, ramps, steps and entrances to the Library and Museum 3. Sinclair from Jubilee to Barclay 4. Municipal Hall on Henry - all steps, landings and walkways around building including access to basement (O.K. College) 5. RCMP Station (old and new locations), all entrances, steps, and landings 6. Prairie Valley, Rosedale, and Wharton roundabout including walkways in islands 7. Solly from MacDonald to Lakeshore including stairs 8. Solly from Cooke to Bristow 9. Municipal Hall on Henry - all sidewalks in front of parking lots on Henry and lane entrance south of parking lot 10. Fire Department on Jubilee - all sidewalks around building 11. Victoria North - sidewalk in front of Post Office parking lot 12. Victoria North - lane across from Main and land entrance south of 13201 Victoria North
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Current policy for information and comparison purposes.
10.4 Winter Road and Page 39 of 124 Sidewalk Maintenance Summerland Policy Manual
10.4 Winter Road and Page 40 of 124 Sidewalk Maintenance THE CORPORATION OF THE DISTRICT OF SUMMERLAND COUNCIL REPORT
DATE: November 21, 2012 TO: Tom Day, Chief Administrative Officer FROM: Ken Ostraat, Director of Finance SUBJECT: Annual Report for 2011
STAFF RECOMMENDATION:
That Council set the Annual Meeting to consider the 2011 Annual Report for December 10, 2012 and direct staff to advertise the meeting twice in the local newspaper.
PURPOSE:
To establish the date for consideration of the 2011 Annual Report.
BACKGROUND:
Section 98 of the Community Charter requires each municipality to hold an annual meeting to consider the annual report prepared for the previous year.
DISCUSSION:
Under the Community Charter, we are required to prepare and make available an annual report for public inspection. Included in tonight’s agenda is a copy of the District’s Annual Report for 2011. A meeting to consider the annual report must be held by Council and notice of the date of this meeting must be published twice in the local newspaper. During the annual meeting, members of the public may make presentations and ask questions.
Staff would like to set the date of the annual meeting for December 10, 2012. A copy of the annual report will be made available on our website and a hard copy will be available for review at the Municipal Hall.
Approved for Agenda Respectfully Submitted
th ______CAO – November 19 , 2012 (Director)
10.5 Annual Report for 2011 Page 41 of 124 Annual Report 2011
10.5 Annual Report for 2011 Page 42 of 124 THE CORPORATION OF THE DISTRICT OF SUMMERLAND 2011 ANNUAL REPORT
Table of Contents
Message from Mayor Janice Perrino 3 Department Reports Administrative and Legislative Services 19 Summerland Mayor and Council Financial Services 21 January to November 2011 4 Fire Department 24 Engineering and Public Works 30 Summerland Mayor and Council Development Services 40 December 2011 5 Parks and Recreation Services 43
Report from the Chief Administrative Officer 6 Statement of Permissive Property Tax Exemptions 45 Organizational Chart 8 Report from the Director of Finance 46 Audited Financial Statements for 2011 50 Municipal Goals and Objectives 9 Graphical Financial Information 74 Staff Contact List 79 Location and Community 14
Community Facts 16
10.5 Annual Report for 2011 Page 43 of 124 Message from Mayor Janice Perrino 2011
I would like to start by thanking our past Council for all their contributions over these past three years. We have faced some significant challenges and have many accomplishments. I would also like to congratulate our incoming Council on their election and welcome four new members. I look forward to working with all of you in the coming three years.
During 2011, our Council moved forward with the renewal of some of our aging infrastructure with the completion of the Prairie Valley Road – Rosedale Avenue Improvement Project. This has been such a welcomed project for our community as it has improved the flow of traffic on these roads and made them safer for our citizens with sidewalks being installed on both sides of the street. Plans are currently underway to see these improvements continue up Prairie Valley Road to Giants Head Elementary School. The road along this section is in need of improvement and getting sidewalks on both sides will provide a safe walking area for our children going to the school. We are working on obtaining some grant funding for this project which will allow us to avoid incurring additional debt.
I was most excited to see the start of construction of the new RCMP Detachment Building. We have all worked for many years to see this project get under way and construction of the building has finally begun. Construction is scheduled to be completed by June 2012 with the RCMP members moving into the building shortly thereafter. We have a budget of $4.5 million for this building and Council will be working hard to see that we stay within budget and get the building finished on time.
With the installation of the new Council, we will soon be working on a set of new goals and objectives for the coming three years. We are beginning to see some improvement in the economy in general and in Summerland specifically. There have been a number of new businesses that have located in Summerland and we need to work hard at attracting more to our community. In order to be able to face some of the challenges we have in Summerland, we need to see more growth. This is the only way we can keep our taxes reasonable and provide the services we all desire. Economic development will be an important goal for our new Council.
On behalf of Council, I would like to thank everyone who has contributed to our success – from those that take the time to write or phone or attend open houses with their opinions and advice on the issues facing our municipality. I would also like to take this opportunity to thank our dedicated staff and tireless volunteers.
Thank you everyone,
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10.5 Annual Report for 2011 Page 44 of 124 Mayor and Council January to November 2011
MAYOR JANICE PERRINO
COUNCILLOR COUNCILLOR COUNCILLOR GORDON CLARK LLOYD CHRISTOFFERSON SAM ELIA
COUNCILLOR COUNCILLOR COUNCILLOR BRUCE HALLQUIST JIM KYLUIK KEN ROBERGE
10.5 Annual Report for 2011 Page 45 of 124 Mayor and Council December 2011
MAYOR JANICE PERRINO
COUNCILLOR COUNCILLOR COUNCILLOR LLOYD CHRISTOFFERSON ROBERT HACKING BRUCE HALLQUIST
COUNCILLOR COUNCILLOR COUNCILLOR ORV ROBSON MARTY VAN ALPHEN PETER WATERMAN
10.5 Annual Report for 2011 Page 46 of 124
Chief Administrative Officer’s Report 2011
We have completed another challenging year but signs of an improving economy are becoming visible. We have seen a number of new businesses start up or relocate to Summerland. We also have more new development taking place within the community; particularly with new house starts.
Unfortunately, the deal we had with New Futures on the Wharton Street property collapsed early in 2011. We will continue to work on finding a new developer to take on this project. This project will help to bring some revitalization to our downtown and provide a new home for our library. We have had some recent inquiries from potential developers and we will be working on getting a new agreement with an appropriate developer as soon as possible.
We completed the Prairie Valley Road – Rosedale Avenue Project during the year but there is more work to be done on Prairie Valley Road. Plans have been prepared to improve the section of Prairie Valley Road from Brown Street to the intersection of Victoria Road. At the intersection we expect to construct Summerland’s third roundabout. We have been working with the Regional District to obtain funds from the Federal Gas Tax Rebate Program under their regionally significant projects. We are hopeful that final approval of a $600,000 grant will be received early in 2012. We have commenced a public consultation process for this project and we look forward to getting the public’s input on this project.
We have finally commenced construction on the new RCMP building for Summerland in August 2011. We are scheduling completion of construction in June 2012. Our budget is $4.5 million for the construction and we will be challenged to complete the project within budget but all staff are striving to achieve this goal.
Development Services undertook the considerable task of reviewing and rewriting our zoning bylaw. The project consultants and staff have done a great job of engaging an enthusiastic public in the process. In September 2011 we were able to adopt the new zoning bylaw which had several improvements over our old bylaw. The new bylaw will permit increased density in areas that have access to the sanitary sewer system. It will also help streamline the approval process and allow applications to proceed sooner.
As of December 2011, we have a new Council in place and we will be working with the new Council as they set their new goals and objectives for the coming three years. To this end, we have scheduled a consultant to work with both Council and staff to identify
10.5 Annual Report for 2011 Page 47 of 124
Chief Administrative Officer’s Report 2011
the most pressing issues for our community and work on solutions to those concerns. These goals and objectives will provide staff with the direction for our community and they will incorporate them into their work plans.
The year was very busy and a lot was accomplished under trying circumstances. I would like to thank the outgoing Council for their past support and I look forward to working with the new Council. A special thanks goes out to all our employees for their contributions and of course the public for their support which helps to make Summerland the great community it is.
Don H. DeGagne Chief Administrative Officer
10.5 Annual Report for 2011 Page 48 of 124 MAYOR & COUNCIL
Legislatives & Administrative
10.5 Don DeGagne Services Chief Administrative Officer Maureen Fugeta Policing Services Annual Reportfor 2011 Corporate Officer R C M P
Gary Ellis Vacant By-law Officer Deputy Corporate Officer Mona Kauffeld RCMP Sergeant
Karen Jones 8 RCMP Deb Lapshinoff Secretary/Receptionist Officers Secretary II
Gisela Lemarbre Secretary I
ancial Services Development Services Fire & Rescue Services Engineering and Public Works
Don Darling Ian McIntosh Ken Ostraat Glenn Noble Director of Engineering & Public Works Manager of Planning Fire Chief f Finance/Deputy CAO & Development
Chad Gartrell Scott Lee Devon van der Meulen Dave Hill Denis Gagnon Julie McGuire Assistant Fire Chief Water Operations Deputy Director of Superintendent of r Corporate Services Climate Action Planner Manager Engineering & public Works Engineering & Public Works Rob Robinson Robert Cook Lucy Bishuty Firefighter Building Inspector Danny MacMillan Brent Voss Maarten Stam Terry Carter nior Accountant Water Distribution George Pugh Operator II Engineering Technician Foreman Labourer II Dawn Webb Maureen Holler Firefighter Secretary II Shawn Hughes Graham Birds Ron McDowell Craig Lyons nior Accountant Water Quality 28 Volunteers Technician III Engineering Technician Mechanic II Equipment Operator II Paula George Firefighters nior Accountant Kevin Larson Vacant Ricky Leardo Bruce Strickland Water Distribution Mechanic II Electrician Pr Operator II Engineering Technician Jody Nesdoly Cashier Patrick Hawkes Melanie Clark Kevin Karlson Rio Simmons Page 49 of124 Operator II Accounting Clerk Labourer II Bldg/Sdwlk Maintenance Sharon Blaney Secretary I Rodney Yurick Deb DeFerro William May Dean Taylor Operator I Secretary II Equipment Operator IV Labourer II
Dave Scott Tanya Cameron Mark Wiens Operator I Secretary I Utilities Serviceperson Derek Chudyk Electrical Foreman Andrew Burden Robert Gunn Mike Lemke Operator II Labourer II Sewer Equipment Richard Bard Operator Powerline Technician Kevin McLuskey Gary Smith Mike Pegoraro Operator III Equipment Operator II Landfill Equipment Mark Bicknell Operator IV Powerline Technician Eric Thurlin David Sandrelli Operator I Equipment Operator II Westin Nixon Clayton Keys Sign Maintenance Powerline Technician 10.5
Annual Reportfor 2011 Municipal Goals and Objectives 2011
Council and senior staff review the goals and objectives for the municipality at the end of each year and a plan is established. Our current goals and objectives fall into four identified themes.
1. Water Strategy 3. Enhanced Communications 2. Infrastructure Stewardship 4. Sustainable Growth and Development
As part of our review process, we solicited comments from the public and posted the information on our website.
Water Strategy Goal
To improve the quality, safety and reliability of the community’s water supply.
Service Objectives Strategy Performance Measures Target Results Date
Engineering To have a plan in place Prepare a three year Completion of a three year drought Completed A new drought management plan was and Public that will secure the water drought management management plan and adoption by adopted by Council in July 2011. Works supply for residents after plan. Council. a three year drought.
Engineering To maintain all water Prepare a long term The extension of the Okanagan Lake June 2011 An application was made to extend the and Public licenses in good plan for the utilization of Water License and a plan prepared license to the end of 2013 was made in Works standing including the the Okanagan Lake that will make use of the license. December 2010 and a consultant was hired Okanagan Lake Water Water License such that to prepare a report on a conceptual design License. the District does not and the construction of an intake to utilize lose it. the license.
Engineering Complete improvements Review operating Reduction in operating costs and Ongoing During 2011 improvements were made to and Public to the District’s water procedures and chemical use at the water treatment the Water Treatment Plant monitoring Page 50 of124 Works treatment plant that will technologies for plant. systems and pumps that reduced power make operations more opportunities for consumption and costs. These efficient. streamlining the improvements also reduced the number of processes. alarms which reduced the amount of staff overtime costs.
Engineering Complete improvements Fence in area Improved water quality in the main September Fencing around the head pond was and Public to the District’s surrounding the reservoirs that will in turn result in 2012 postponed due to budget considerations. Works watershed management. District’s main water less treatment and sludge issues at This project will be considered again as part reservoirs and head our water treatment plant. of the 2012 budget preparations. ponds in order to limit access.
10.5
Annual Reportfor 2011 Municipal Goals and Objectives 2011
Infrastructure Stewardship Goal
To maintain and enhance the municipality’s infrastructure to meet the needs of the community in a sustainable and cost effective manner.
Service Objectives Strategy Performance Measures Target Results Date
Engineering To make Hire a consultant to A completed design that is March A consultant was hired to prepare a design for and Public improvements to prepare the final design favoured by the public and a 2012 the improvements. A series of open houses Works Prairie Valley Road, and preliminary cost financing plan for the road upgrade were held to review the preliminary designs. Victoria Road and estimates for the project. A final design was created. Funding for the their intersection upgrading of Prairie project is to include proceeds from a grant including adding Valley Road and Victoria under the Federal Gas Tax Rebate Program. sidewalks and bike Road. lanes.
Finance, To ensure that new To prepare an update of A new updated Development Cost June 2012 Growth areas of the District have been Engineering development pays its the Development Cost Charge Bylaw that has gone identified in the Official Community Plan and and Public proportionate share of Charge Bylaw to reflect through a public consultation new information from various infrastructure Works and new infrastructure new information process and ultimately adopted by master plans has been completed. Development costs. regarding projects and Council. Services costs.
Engineering Complete Complete land The finished construction of new Ongoing Final design of improvements to the section of and Public improvements to the acquisition for right of sidewalks that provide pedestrians Prairie Valley Road from Brown Street to the Works District’s sidewalk ways on key areas for with a safe area to travel and Giants Head School property will include infrastructure. future sidewalks. encourage more members of the sidewalks on both sides of the street which Include sidewalks as part public to walk. will allow children to safely walk to school of any major road from the downtown area. Acquisition of improvements. required right of way will be made during 2011.
Page 51 of124 Engineering Complete Design and construct Upgrade the SCADA monitoring March A design was prepared and the works were and Public improvements to the improvements to the system and look at various energy 2012 constructed during 2011. Works District’s wastewater monitoring systems of efficiency improvements to treatment plant that the plant and the pumping systems. will improve the pumping systems to efficiency of the plant. make the operations more efficient.
Administration Replace the existing Finalize the construction The new RCMP building is June 2012 Construction of the new building commenced RCMP Detachment of the new RCMP designed and constructed. in August 2011 with completion scheduled to Finance Building. building. be June 2012.
10.5
Annual Reportfor 2011 Municipal Goals and Objectives 2011
Engineering To make Work with the BC Transit Obtain an agreement with the BC December The District continues to work with BC Transit and Public improvements to the Authority, City of Transit Authority and our regional 2012 with the hopes of improving transit service Works District’s Transit Penticton and the partners that increases the number between Summerland and Penticton. A study Service by increasing Regional District to get of trips between Summerland and is under way at the Regional District that will Finance the number of trips to increased service Penticton. be looking at transit in the South Okanagan. Penticton each day. between Summerland Administration and Penticton.
Page 52 of124 10.5
Annual Reportfor 2011 Municipal Goals and Objectives 2011
Enhanced Communications Goal
To provide open and accountable government and improve communications.
Service Objectives Strategy Performance Measures Target Results Date
Administration Improve the municipal Improve the look and A new, more vibrant look to the June 2011 Staff has formed a user group which is website to make it navigability of the website and an increased number considering changes to the website and Finance easier for the public to website and ensure as of staff and consultant reports being ways it can be improved for the average use and more much information is available on the municipal website. user. informative. placed on the site and is current.
All Improve Provide the public with Improved attendance at public open Ongoing We had excellent participation by the public Departments communications with opportunities to give houses and a greater regarding the new zoning bylaw and the public on major input into the preparation understanding of the major projects greenhouse gas reduction public open issues facing the of major plans and undertaken by the District. Should houses. municipality. projects being also result in fewer complaints undertaken by the regarding the projects. District.
All To improve customer Consider the Positive results from the citizen December A restructuring of the Development Departments service levels and restructuring of some survey to be sent out by the 2011 Services Department was completed early accelerate service departments and municipality. in 2009 and positive changes made to the response times. processes such that communications between Engineering and customer service is Public Works and the Development emphasized. Initiate Services Departments. This is resulting in customer service training better communication with the public and for staff. improvements to processing times.
Page 53 of124 10.5
Annual Reportfor 2011 Municipal Goals and Objectives 2011
Sustainable Growth and Development Goal
To build and promote a community that integrates a healthy balance between development and our natural environment that makes efficient use of our existing infrastructure.
Service Objectives Strategy Performance Measures Target Results Date
Administration Complete a new Hire a consultant to An adopted zoning bylaw that September A consultant has been hired and they are in zoning bylaw that prepare a new zoning captures the positive aspects of 2011 the process of gathering the information Engineering works together with document and hold growth and is welcomed by the necessary to produce the new document. and Public the recently adopted public open houses to community. Meetings with affected municipal Works Official Community review the document departments and staff have been made and Plan that reflects the prior to being presented the public consultation will take place Development growth needs of the to Council. during 2011. Services community.
Finance To ensure that the To prepare an Adoption of a new Development June 2012 Preliminary information to support the infrastructure needs amendment to the Cost Charge Bylaw. drafting of a new Development Cost Engineering are being met by the Development Cost Charge bylaw has been completed. A and Public District with new Charges bylaw that Water Master Plan has been completed Works development reflects the current which will support the water section of the financing its infrastructure needs of bylaw. Development appropriate share of the community and the Services any new infrastructure impact that new projects. development has on those infrastructure needs.
Administration Revitalize urban Complete negotiations A completed redevelopment plan December The purchase agreement with New Futures areas such as the with a developer for the for the Wharton Street block 2012 expired in January 2011 and the deal has Engineering Downtown, the redevelopment of the including a development agreement collapsed. The District has been and Public Lakeside area and the municipally owned lands and land purchase agreement. approached by some new potential
Page 54 of124 Works Wharton Street block. in the Wharton Street developers of the Wharton Street block. properties. Staff will pursue the potential Development development of the property with one of Services these developers.
Economic Enhancement of the Meet with the downtown A new downtown enhancement June 2011 Staff planning has commenced and a Development downtown core businesses and develop policy that establishes a new meeting with the downtown businesses is a new policy for the look design theme that is endorsed and planned to be held in mid-2011 to Administration of the downtown area supported by the downtown assemble ideas that could be incorporated including façade businesses into a new downtown enhancement policy. improvements. Location and Community 2011
Summerland is a community with a population of just over 11,000 located on the southwestern shores of Okanagan Lake 15 kilometers north of Penticton. It is strategically located between the cities of Kelowna and Penticton on Highway 97. The traditional industry sector in Summerland has been the fruit growing industry which has been expanding through related enterprises such as wine production. Tourist commercial and light industry has also become significant parts of the local economy. In general, Summerland’s economy is stable with employment from a range of sectors including: agriculture, manufacturing, commercial, retail, tourism and agricultural research.
The community has a rich social and cultural environment with strong service-oriented community groups. Summerland’s lakeshore and beaches, hillsides, parks and trails provide the community with acres of outdoor opportunities. A yacht club / marina is located beside a new hotel resort on the lakeshore and the community has a challenging 18 hole public golf course with some of the most spectacular views in the valley.
The lakeshore area is the original townsite for the Municipality. It included many fruit packing houses, wharves for paddle wheel boats and commercial establishments serving the mainly agricultural community of the early 1900’s. The main town area gradually moved to its current site with introduction of the railway to the upper western portion of the community. While regular rail service is no longer available in Summerland, the spirit of the railway lives on with the Kettle Valley Steam Railway, a tourist train that runs on the old rail tracks within Summerland. Highway 97 runs through Summerland from Penticton to Kelowna and used to follow the lakeshore. A major highway
10.5 Annual Report for 2011 Page 55 of 124 Location and Community 2011
reconstruction project between Summerland and Peachland was completed in 2010 which resulted in the Province expanding Highway 97 from its previous 2 lanes to 4 lanes. Many of the turns have been straightened making the highway significantly safer to travel on during all seasons of the year.
Summerland’s economy continues to grow as we see several new businesses locate in the community. Summerland separated itself from many of its neighbouring communities as the 2011 Federal Census revealed a modest increase in population as opposed to the decreases seen by other South Okanagan communities. Completion of some major infrastructure projects and plans for some additional infrastructure improvements will poise Summerland at the fore front for future growth and employment in the South Okanagan.
10.5 Annual Report for 2011 Page 56 of 124 BC Stats 250-387-0327 www.bcstats.gov.bc.ca Community Facts Summerland District Municipality
1 General
Incorporated in 1906, Summerland has a total land area of 73.88 square km (2006 Census). By highway the District is 16 km north of Penticton. Summerland is in the Okanagan-Similkameen Regional District.
2 Population Estimates Age Distribution Annual Estimates 2011 Census % Distribution, 2011 * Year Summerland % Change BC % Change Summerland Male Female Summerland BC Prev. Year Prev. Year All ages 5,230 6,050 100.0 100.0 2007 11,013 n/a 4,309,632 n/a 0 - 14 685 765 12.8 15.4 2008 11,143 1.2 4,384,047 1.7 15 - 24 575 585 10.2 12.6 2009 11,257 1.0 4,459,947 1.7 25 - 44 890 960 16.4 26.3 2010 11,004 -2.2 4,529,647 1.6 45 - 64 1,740 1,985 33.0 30.0 2011 10,942 -0.6 4,573,321 1.0 65 + 1,340 1,765 27.4 15.7 Source: Statistics Canada (as of July 1, includes estimate of Census undercount) * based on published totals, both sexes 2006 Census Profiles can be found on our Website at http://www.bcstats.gov.bc.ca/census.asp 3 Selected Census Characteristics Summerland British Columbia Characteristics 2001 2006 % Change % Change 2001 2006 Population 10,713 10,828 1.1 5.3 3,907,738 4,113,487 Population (by citizenship) 10,550 10,685 1.3 5.3 3,868,875 4,074,385 Non-immigrant 8,910 8,935 0.3 2.9 2,821,870 2,904,240 Immigrant 1,615 1,740 7.7 10.8 1,009,820 1,119,215 Labour force (15+ yrs.) 4,935 5,145 4.3 8.1 2,059,950 2,226,380 Employees 3,880 3,985 2.7 9.2 1,715,600 1,873,050 Self-employed 975 1,080 10.8 7.4 291,455 313,000 Participation rate [ppt.=percentage points] 56.0% 56.3% 0.3 ppt. 0.4 ppt. 65.2% 65.6% Unemployment rate 8.0% 5.8% -2.2 ppt. -2.5 ppt. 8.5% 6.0% Total population 25 to 64 years 5,065 5,360 5.8 6.5 2,144,050 2,284,465 No certificate, diploma or degree 1,125 535 - 52.4 - 40.1 471,470 282,200 High school certificate or equivalent 950 1,420 49.5 27.7 462,925 591,275 Apprenticeship/trades certificate or diploma 900 905 0.6 - 7.4 295,180 273,450 College, CEGEP or other cert. or diploma 1,145 1,180 3.1 11.3 401,760 447,005 University certificate, diploma or degree 950 1,320 38.9 34.7 512,715 690,535 Bachelor's degree 505 590 16.8 23.0 282,800 347,715 Census families 3,270 3,345 2.3 6.9 1,086,030 1,161,420 Lone-parent families 390 390 - 4.0 168,420 175,165 Households 4,485 4,545 1.3 7.1 1,534,335 1,643,150 1-family households 3,160 3,265 3.3 6.1 1,012,925 1,074,850 Multi-family households 55 40 - 27.3 18.4 35,050 41,510 Non-family households 1,265 1,235 - 2.4 8.3 486,355 526,785 Median Income (2000 & 2005) $ 21,658 $ 22,688 4.8 12.5 $ 22,095 $ 24,867 Males $ 27,816 $ 30,020 7.9 9.0 $ 28,976 $ 31,598 Females $ 18,110 $ 18,245 0.7 14.0 $ 17,546 $ 19,997 Median Family Income (2000 & 2005) $ 51,559 $ 58,888 14.2 20.0 $ 54,840 $ 65,787 Economic Families 3,270 3,310 1.2 6.5 1,044,850 1,112,810 2001 Incidence, low income 2006 Prevalence, low income 6.3% 6.3% 0.0 ppt. -0.6 ppt. 13.9% 13.3% Unattached persons, 15+ 1,400 1,370 - 2.1 4.7 576,825 603,880 Incidence, low income 28.1% 28.6% 0.5 ppt. -1.4 ppt. 38.1% 36.7% Population in private hh. 10,525 10,605 0.8 5.1 3,785,270 3,978,215 Incidence, low income 9.2% 9.8% 0.6 ppt. -0.5 ppt. 17.8% 17.3% Dwellings 4,480 4,545 1.5 7.1 1,534,335 1,643,150 Owned 3,615 3,740 3.5 12.5 1,017,485 1,145,045 Rented 870 800 - 8.0 - 3.6 512,360 493,995 Average gross rent $ 708 $ 820 15.8 10.4 $ 750 $ 828 Average owners' payments $ 640 $ 820 28.1 17.1 $ 904 $ 1,059 Avg. value, owned dwel. $ 174,816 $ 359,787 105.8 81.5 $ 230,645 $ 418,703 Source: Statistics Canada. Notes: incomes are for 2005 and 2000; rent/owner's payments are restricted to non-farm, non-reserve private dwellings. Page 1 of 3 Printed 2012-08-01
10.5 Annual Report for 2011 Page 57 of 124 BC Stats 250-387-0327 www.bcstats.gov.bc.ca Community Facts Summerland District Municipality 4 Labour Force by Industry (NAICS) Summerland BC % Distribution, 2006 Industry 2001 2006 % Change % change Summerland BC Total labour force 4,935 5,145 4.3 8.1 100.0 100.0 Industry - Not applicable 55 50 - 9.1 - 26.6 1.0 1.5 All industries (Experienced LF) 4,880 5,095 4.4 8.9 99.0 98.5 111-112 Farms 270 285 5.6 5.2 5.5 1.8 113 Forestry and logging 40 35 - 12.5 - 10.0 0.7 1.0 114 Fishing, hunting and trapping - - - 1.3 - 0.2 1151/2 Support activities for farms 55 35 - 36.4 11.3 0.7 0.1 1153 Support activities for forestry 40 50 25.0 - 21.5 1.0 0.3 21 Mining and oil and gas extraction 35 55 57.1 42.6 1.1 0.9 22 Utilities 30 25 - 16.7 - 3.4 0.5 0.5 23 Construction 330 485 47.0 39.9 9.4 7.5 31-33 Manufacturing 390 520 33.3 - 2.7 10.1 8.5 311 Food manufacturing 60 35 - 41.7 3.6 0.7 1.0 321 Wood product manufacturing 85 105 23.5 - 16.1 2.0 1.7 322 Paper manufacturing - - - - 13.5 - 0.6 41 Wholesale trade 70 185 164.3 11.6 3.6 4.1 44-45 Retail trade 715 565 - 21.0 6.9 11.0 11.2 441 Motor vehicle and parts dealers 90 60 - 33.3 9.0 1.2 1.1 445 Food and beverage stores 215 140 - 34.9 8.4 2.7 2.9 448 Clothing & clothing accessories 50 75 50.0 9.2 1.5 1.1 452 General merchandise stores 80 45 - 43.8 6.5 0.9 1.2 48-49 Transportation & warehousing 120 80 - 33.3 0.6 1.6 5.2 51 Information and cultural industries 90 50 - 44.4 - 5.3 1.0 2.6 52 Finance and insurance 155 110 - 29.0 4.5 2.1 3.8 53 Real estate & rental/leasing 100 130 30.0 22.1 2.5 2.3 54 Prof'sonal, scientific & tech. serv. 215 250 16.3 18.6 4.9 7.3 55 Mgment. of companies/ent'prises - - - 126.6 - 0.1 56 Admin+support, waste mgmnt srv. 160 170 6.3 20.4 3.3 4.4 61 Educational services 325 340 4.6 9.2 6.6 6.9 62 Health care and social assistance 645 595 - 7.8 6.5 11.6 9.6 71 Arts, entertainment and recreation 120 120 - 11. 3 232.3 232.3 72 Accommodation and food services 355 350 - 1.4 7.7 6.8 8.1 721 Accommodation services 75 25 - 66.7 2.5 0.5 1.7 722 Food services & drinking places 280 325 16.1 9.2 6.3 6.4 81 Other services (excl. public admin.) 300 240 - 20.0 11.8 4.7 4.9 91 Public administration 330 410 24.2 - 2.0 8.0 5.0 Agriculture, Food and Beverage 395 385 - 2.5 5.8 7.5 2.9 Special Fishing and Fish Processing - - - - 3.3 - 0.5 Aggre- Logging and Forest Products 165 190 15.2 - 14.7 3.7 3.7 gations Mining and Mineral Products 135 195 44.4 17.1 3.8 2.1 Source: Statistics Canada. Industry according to NAICS version used in each census. Unpublished data. 5 Business Locations- Number of Firms by Employment Size Range Firms with no employees Firms with employees % change Penticton CA Penticton CA BC Penticton CA BC Penticton CA 1 to 19 20 to 49 50-199 200 Plus
2008 1,673 185,879 1,919 175,003 - 1,702 134 74 9 2009 1,695 186,541 1,901 176,124 - 0.9 1,695 130 68 8 2010 1,792 194,349 1,904 175,913 0.2 1,698 134 65 7 2011 1,816 195,290 1,886 173,589 - 0.9 1,690 125 64 7 Source: Business Register, Statistics Canada. In some areas, boundary changes/geocoding changes may cause large changes. 6 Municipal Residential Taxes and Charges on a Representative House Summerland Index (2008=100.0) House Value Taxes & Charges 120 House Value Year $ % change $ % change 110 2008 419,722 3,194 2009 423,157 0.8 3,423 7.2 100 2010 408,528 -3.5 3,469 1.4 90 Taxes & Charges 2011 410,478 0.5 3,516 1.4 2008 2009 2010 2011 2012 2012 407 ,739 -0.7 3,549 0.9 Source: Ministry of Community, Sport & Cultural Development http://www.cd.gov.bc.ca/lgd/infra/statistics_index.htm (No RD level figures)
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10.5 Annual Report for 2011 Page 58 of 124 BC Stats 250-387-0327 www.bcstats.gov.bc.ca Community Facts Summerland District Municipality 7 Values of Building Permits Residential Non-Residential Total Number of Units Value $'000 Value $'000 Value $'000 Year Summerland BC Summerland BC Summerland BC Summerland BC Year 2007 81 40,932 25,154 8,611,723 12,294 3,932,968 37,448 12,544,691 2007 2008 94 30,110 26,839 6,899,289 2,046 3,677,866 28,885 10,577,155 2008 2009 26 18,607 14,000 4,491,075 2,542 3,138,810 16,542 7,629,885 2009 2010 43 28,984 20,129 6,705,888 3,864 3,017,921 23,993 9,723,809 2010 2011 23 25,745 14,097 6,113,406 6,350 3,136,361 20,447 9,249,767 2011 Source: Statistics Canada Note: Detailed non-residential permits data can be found on our Website: www.bcstats.gov.bc.ca A dash can indicate a nil report, a value of less than $500, or non-reporting. P indicates 'preliminary'. 8 Personal Taxation Statistics Percent Change in Avg. Income 20 Total Income of All Returns 15 All Returns (number) Average Income ($) % Change avg. income 10 Year Summerland BC Summerland BC Summerland BC 5 0 2005 9,140 3,154,090 32,295 35,601 n/a n/a -5 2006 9,200 3,165,750 34,395 38,523 6.5 8.2 -10 2007 9,520 3,287,750 36,863 40,802 7.2 5.9 -15 2006 2007 2008 2009 2008 9,670 3,383,640 37,460 40,736 1.6 -0.2 2009 9,640 3,406,860 36,591 39,754 -2.3 -2.4 Taxation data available at :http://www.bcstats.gov.bc.ca/data/dd/income.asp Summerland BC
Source of Total Income 2009 % Distribution, Total Income Summerland BC 80 Summerland BC $Thousands % of Total % of Total Employment 185,188 52.5 63.7 60 Pension 85,275 24.2 13.8 40 Investment 36,942 10.5 9.8 Self-Employed 18,088 5.1 5.3 20 Other 20,802 5.9 5.3 Tax Exempt 6,430 1.8 2.0 0 Employment Pension Investment Self-Empl' yd Other Tax Exempt Total 352,734 100.0 100.0 Source : Canada Revenue Agency. Areas are defined by postal codes and may not match municipal boundaries.
9 Dependency on the Safety Net Total Beneficiaries by Age Group, % Percentage of Population by Age Receiving Benefits - September 2009 (Basic BC Assistance & EI) BC Basic* Income Employment Total of BC Basic 6.0 Age Assistance Insurance Income Assistance & EI 5.0 Group Recipients (%) Beneficiaries (%) Beneficiaries (%) 4.0 3.0 Summerland BC Summerland BC Summerland BC 2.0 Under 19 0.8 2.7 1.0 19-24 - 2.1 5.3 2.6 - 4.6 0.0 25-54 0.4 1.9 4.4 3.1 4.8 4.9 19-24 25-54 55-64 55-64 - 0.7 2.0 2.0 - 2.6 19-64 0.3 1.7 3.8 2.8 4.2 4.4 Summerland BC * On temporary assistance only. Excluded are those on Continuous Assistance, aboriginals living on reserve, seniors/OAS, & children living with relatives. Source: BC Stats (using administrative files from the BC Ministry of Housing & Social Development, and Human Resources & Social Development Canada) Note: EI Beneficiareies reports now include regular, fishing and employment benefits, work sharing and support measures. The reports exclude sickness, maternity and parental benefits. 10 Business Formations and Failures Incorporations Bankruptcies Number Penticton Thompson/Okanagan DR BC Year Summerland BC Year Business Consumer Business Consumer Business Consumer 2007 69 34,036 2005 12 86 n.a. n.a. 786 8,168 2008 55 30,085 2006 11 82 120 913 585 7,020 2009 36 26,431 2007 8 90 97 874 470 6,651 2010 51 30,305 2008 4 99 92 1,014 454 7,293 2011 55 30,844 2009 2 129 66 1,573 380 10,639 Source: BC Ministry of Finance Source: Office of the Superintendent of Bankruptcy, Government of Canada Incorporations are counted in municipality of the registered Note: Bankruptcy is by urban postal code forward sortation area office address which may differ from the actual business location. and is counted where it is filed.
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10.5 Annual Report for 2011 Page 59 of 124 Administrative and Legislative Services 2011
Administrative and Legislative Services is responsible for recording the business of the municipality through its minutes, bylaws, and contracts. This department provides support services to Council and their committees, conducts the municipal elections and processes all Freedom of Information requests. Bylaw Services which handles bylaw complaints and business licensing is also a part of this department.
During 2011, the Administrative and Legislative Services department continued to support Mayor and Council with their goals and objectives.
It’s been a very busy year with the Municipal Elections and with the retirement of the former Corporate Officer in July 2011, which left the department short one staff member for the remainder of the year.
Mayor and Council, together with staff developed a Strategic Priorities Chart outlining Council priorities and Departmental reviews, including capital and completed projects accomplished by each Department. The chart is updated monthly and forms part of the Regular Council meeting agendas.
Municipal Elections were held on Saturday, November 19th, 2011 where 2,994 votes were cast. On December 5th, 2011 the new Council was sworn in. Janice Perrino was elected as Mayor by acclamation. The new council members sworn in were Councillor’s Robert Hacking, Orv Robson, Peter Waterman and Marty Van Alphen, and returning Councillor’s Bruce Hallquist and Lloyd Christopherson.
In September, Helios Group, a consulting firm was working with the District to make recommendations and comments on all aspects of our organization. Overall, the findings were positive and found the District to be operating in a very efficient manner with appropriate staffing levels and manager to employee ratios, compensation and improved customer service.
10.5 Annual Report for 2011 Page 60 of 124 Administrative and Legislative Services 2011
Goals for 2012 include: Electronic Agenda(s) for Council Meetings Social Media training (eg facebook; twitter) 2012 Citizen Survey
10.5 Annual Report for 2011 Page 61 of 124 Financial Services Department 2011
The Financial Services Department is responsible for the Municipality’s financial records and reporting, annual budget, information technology, municipal land inventory, property taxes, cash receipts, payroll, accounts payable and receivable, utility billings and collections. It is the mandate of the Financial Services Department to provide Council, municipal departments, government agencies and the general public with advice, leadership and resources regarding the financial management of the District.
The Manager of Corporate Services works in the Finance Department and acts as the municipality’s Human Resource Officer. This job has been particularly challenging as we try to fill positions open from staff retiring or moving on to new jobs. Finding qualified candidates to fill these positions has been difficult as there is a lot of competition to hire staff and there appears to be a shortage of people with the qualifications necessary for the job. In many cases we are finding that we are hiring internally and training individuals to take on more responsible positions such as water treatment operators. It is expected that we will continue to be challenged to find the quality personnel necessary to provide the municipal services for the community.
During 2011, the Director of Finance worked together with the Manager of Development Services and the Chief Administrative Officer to get a final design for our new RCMP building completed. We also called for proposals to hire a consultant to act as the project manager for the construction of the new building. The firm Unitech Construction Management Ltd. was selected. Council decided to use a project manager rather than a general contractor as we believed that with a number of smaller contracts there would be a greater opportunity for local contractors to bid on portions of the building construction. There were 34 separate contracts that were ultimately issued for bid. Unfortunately only two Summerland contractors bid on our project. This was a huge disappointment; especially when the two contractors who bid were not the lowest bids. Construction on the building commenced in August 2011 and is scheduled for completion in June 2012. We have a budget of $4.5 million for the construction of the building and our goal is to complete the building within budget.
The District obtained approval from the public in October 2010 to borrow $3,125,000 towards the cost of the new RCMP building. In Spring 2011, the
10.5 Annual Report for 2011 Page 62 of 124 Financial Services Department 2011
District arrange to borrow these funds through the Municipal Finance Authority. The interest rate we got on these funds was 4.2% fixed for ten years.
In 2011, the people of Faulder were having problems with their water supply and the levels of uranium contained in their water. Through the Regional District of Okanagan-Similkameen, the Finance Department was involved with negotiating a water supply agreement such that the people in Faulder would be connected to the Summerland Water Treatment Plant and receive treated water from Summerland. The agreement required the residents of Faulder to pay the same rates as Summerland residents. The Faulder residents would be responsible for all the capital costs of extending the supply line from the Treatment Plant to the central supply in Faulder. Construction of this line was dependent on the Regional District obtaining grant funds from the Federal and Provincial Governments. Ultimately insufficient funding was obtained and this project did not proceed.
With the installation of residential water meters in Summerland, a new rate structure was necessary to begin billing for water use on the basis of the amount of water actually used rather than the existing flat rate system. Using data obtained from our water meters, we looked at a variety of methods for the billing of water consumption. There were a number of complications and it was decided that we would use the services of an expert water consultant to help us determine a rate structure. His final report became the basis for our new rates. Council directed staff to send out water notices for a year such that residents would have information about the amount of water they used and what their potential costs would be. These notices will be sent out during 2012.
Council and staff work hard to ensure that we meet as much of the infrastructure and service needs of the community while keeping our taxes and fees as reasonable as possible. On the following page there is a chart showing the total property taxes, parcel taxes and utility fees charged by a number of municipalities with a population between 9,000 and 11,000 on a representative house for that community.
This chart shows that the property taxes and utility charges are fairly consistent between the various communities. The total charges for the Okanagan communities of Coldstream, Lake Country and Summerland are within a few dollars of each other. Those communities, such as Quesnel, with a larger industrial tax base are able to keep their residential tax rates lower.
The municipality collected a total of $6,101,555 of general municipal taxes for 2011. This was $137,506 over the amount collected during the previous year. Of the increased tax collection, $77,070 was from new development that
10.5 Annual Report for 2011 Page 63 of 124 Financial Services Department 2011
increased the number of properties being taxed and $60,436 was from a general tax increase of 1% for 2011.
And finally, we had a significant retirement in the Finance Department in 2011. Our Utility Clerk, Sue Demerse, retired at the end of the year. Sue had worked for the municipality for over 35 years, mainly with our utility accounts. Sue was a tremendous resource as she seemed to know everyone in the community. She was a dedicated employee and she will be dearly missed by all of us. Taking Sue’s place will be Lucy Bishuty.
10.5 Annual Report for 2011 Page 64 of 124 Summerland Fire Department 2011
The Summerland Fire Department is a composite department with 4 Career members and 26 Auxiliary Firefighters. The department responds to a wide variety of emergency response incidents as well as conducts property inspections, plan reviews and public education training. The department coordinates all Emergency Preparedness Planning within the District of Summerland.
Emergency Response
In 2011 the Summerland Fire Department responded to the public’s request for assistance 210 times for a total of 2,762 man hours. The department relies on the response of its Auxiliary Firefighters to support its career staff. The Summerland Fire Department does not provide medical first responder service.
Of these calls, 23 were “Motor Vehicle Incidents” located within the Districts’ Municipal boundaries.
Response to fire alarm activations decreased to 42 in 2011 from 63 in 2010.
Grass/brush/forest fires were consistent with the previous year’s numbers, with 19 in 2011 compared to 18 in 2010.
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Fire/dollar loss – 48 Office of the Fire Commissioner reportable fire incidents, for a total dollar loss of $2,144,200
2011 ANNUAL REPORT ACTIVITY STATISTICS
Incident Type 2011 2010 2009 2008 2007
Fire Alarm - All Types 42 63 41 55 38 Ambulance Assist 10 8 4 7 7 Burning Complaint 1 2 4 5 11 Burning Bylaw Violation 16 14 5 14 8 Carbon Monoxide Detector Alarm 11 4 2 6 3 Electrical / Mechanical Failure 5 1 3 2 3 Fire / Campfire 15 10 18 8 9 Fire / Chimney 5 7 4 4 5 Fire / Dollar Loss 18 14 12 18 13 Fire / Electrical 2 2 2 3 4 Fire / Grass/Brush/ Forest 19 18 11 17 26 Fire / Motor Vehicle 4 8 5 6 3 Fire / No Dollar Loss 0 0 0 1 0 Hazmat / Chemical Spill 4 4 4 2 0 Mutual Aid 0 1 0 1 3 Motor Vehicle Accidents 23 21 25 14 29 Natural Gas Leak 2 10 2 2 2 Public Service 4 8 7 12 10 Rescue – Non MVA 4 2 6 6 0 Response / Investigation 25 25 41 28 33
Total Incidents 210 222 196 210 207
Total Incident Man-hours 2762 hrs 2026 hrs 1962 hrs 2029 hrs 1632 hrs
10.5 Annual Report for 2011 Page 66 of 124 Summerland Fire Department 2011
Inspections and Public Education
The department continues to expand the number of inspections done annually and works with the community to provide improved public education activities. The majority of premise inspections are done by the on duty firefighters.
Inspections / Public Education 2011
Premise Inspections-regular Schedule 547
Business License Inspections 42 Site Inspections-specific request 63
Evacuation Drills-F.D. attended 16 Fire Hydrant Inspections 457
Public Education Event-fire hall 17 Public Education Event-Off Site
Seniors, Youth, Schools, 29 Community Groups
Total 1,171
Training
In 2011 the department conducted 380 training sessions for a total of 975 hours of training. A total of 101 individual certifications were obtained during this time.
Training Events / Hours 2011
Regular Scheduled Training 110 (270 hrs.) On Duty Training 97 (200 hrs.) Additional FD Training 141 (386 hrs.) JIBC FF Certification 24 (119 hrs.)
Total Training Events / Hours 380 (975 hrs.)
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Certifications
In 2011 Firefighters received certification in 21 various subjects.
Number Receiving 2011 Certifications Certification
Live Fire (NORD Training Facility) 13 Members JIBC Basic Firefighter Certification 5 Members EOC Level 2 & 3 5 Members JIBC – Emergency Vehicle Operations 2 Members Firefighter I & II - NFPA 1001 1 Member Airbrakes Endorsement 1 Member Emergency Scene Traffic Control 21 Members Forestry Fire Suppression – S100 21 Member Incident Command – Level 1 6 Members Hazmat Awareness 5 Members Hazmat Operations 5 Members Critical Incident Stress 3 Members Various Certifications 13 Members
Total Individual Certifications 101
Open Air Burning Permits
The department is responsible for regulating all open burning within the District. Open burning is permitted on properties greater than two acres in size and on days identified to be “Good” ventilation days by Environment Canada. A written permit issued by the fire department is required to conduct open burning. Open burning season runs from October 15 to April 15 each year.
Permits Issued 2011 Open Air Burning – new permits 91 Open Air Burning – daily permits 356 Total 447
10.5 Annual Report for 2011 Page 68 of 124 Summerland Fire Department 2011
Association of Summerland Firefighters
The Association of Summerland Firefighters, which includes both auxiliary and career firefighters, once again made many contributions to community. In 2011 the association, raised funds for several organizations, including; Toys and Toonies for Tots and Teens, OSNS, Blossom Queen Pageant, Code 3 Cookout, Canadian Cancer Relay for Life, the Agur Lake Camp, KidSport, Canadian Red Cross, SSS Dry Grad, SOWINS, SADI, Summerland Minor Baseball, and the Summerland Middle School.
Summary of Priorities for 2012
In 2012 the fire department will focus on training requirements, both for career and auxiliary firefighters, encompassing a review of departmental long term training goals and objectives.
Additional priorities:
To achieve emergency response time targets for urban, suburban and rural response zones, inclusive of turnout and travel times using recognized standards as a guide.
To establish resource plans and budget projections for staffing and apparatus that enable supported response time targets, public safety and firefighter safety to be predictably met.
To ensure services provided meet regulatory requirements, seek to meet non-regulatory risk management assessment requirements, and strive towards value-added non-mandatory standards outlined by professional bodies.
Retention of Auxiliary Firefighters.
Fire Training Facility development plan proposal
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Radio system upgrades
Review / revision of the Fire Department Master Plan 2008-2017
10.5 Annual Report for 2011 Page 70 of 124 Engineering and Public Works 2011
The Engineering and Public Works Department continues to work on restructuring and efficiency initiatives. Renovations took place in the Engineering and Electrical Division areas of the office. These renovations allowed the Deputy Director of Engineering and Public Works to move into a more centralized location between these two Divisions. This move has been a positive improvement that provides the Deputy Director with greater access to and communication with the employees he is directly responsible for. There was some staff movement at the Water Treatment Plant in early 2011 that delayed the hiring of the seventh Water System Operator and the implementation of the seven day a week schedule. The seven day a week schedule was finally implemented in the early fall of 2011 and immediately resulted in a noticeable reduction in overtime and callouts. This reduction is anticipated to save the Water Division approximately $20,000 per year even with the added cost of the additional operator.
ENGINEERING DIVISION The Engineering Division currently has three Technologists. Together they provide capital project management, technical support, mapping, record keeping, and digital data to District departments, other agencies, and the development community. Capital project management and technical support includes: Preliminary and detailed civil design Cost estimates and budgeting Tender and contract administration Project management Construction layout and site inspection Quantities, surveys, and progress claims Warranty and maintenance security administration RCMP Off-Site Works The Engineering Division was responsible for the design review, tendering, survey, inspection, and project management services for the RCMP off-site upgrades on Peach Orchard Road and Pineo Court. The cost of this project was $350,000 and included the installation of a new 400mm diameter water main, two new hydrants, conversion of overhead electrical and communication wiring to underground, ornamental street lighting, irrigation, sidewalks, a traffic island, and road upgrades. Inclement weather delayed completion of this project and it is now anticipated that completion will take place by the end of April 2012. Bathville Road Reconstruction This long overdue upgrade to Bathville Road was designed in-house. The project included road widening, asphalt reclamation, road
Bathville Road Reconstruction
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structure upgrades, paving, drainage work, and a turning lane at the entrance to the Landfill. The Engineering Division was responsible for the design, tender, and project management of this $267,000 project. Beaver Street Lane Paving Two lanes adjacent to Beaver Street were upgraded and paved in September of 2011. The Engineering Division designed, tendered, inspected, and provided project management for the project. The Public Works Division installed drainage works that included a catch basin and dry well. The cost of this project was $25,000 with the developer of a neighbouring new development contributing $10,000 towards the overall cost. Peach Orchard Campground -
Beaver Street Lane ‐ Before Beaver Street Lane - After Electrical and Water Service Upgrade The Peach Orchard Campground upgrade was a joint effort between the Parks and Recreation and the Engineering and Public Works Departments. New 30 amp electrical services and 19mm water services were installed to 72 of the 123 campsites. The project cost was $145,000. The Engineering Division surveyed, produced construction drawings, prepared tender documents, awarded, inspected, and provided project management for the project. This project will be completed in April of 2012 when the asphalt plants re-open. Water Main and Underground Electrical
Other Engineering projects: The Engineering Division is responsible for the preparation and administration of annual operational contracts. These contracts include the pavement marking contract for all line painting requirements on District roads and the gravel crushing contract to produce aggregates for use in daily operations and for capital road projects. In addition, the Engineering Division completes surveys and collects data from various sources and
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compiles this data into a common coordinated system for use by the District, other agencies and the development community. This data includes: Cadastral (legal) mapping from surveyors and the BC Land Title and Survey Authority Infrastructure mapping for transportation, water, sewer, drainage, and electrical Zoning and Official Community Plan mapping amendments including Development Permits, Urban Growth, Riparian, and Sensitive Habitats Parks, trails, and hydrographic data Slope hazard, wild fire interface, and flood plain mapping Technical support for Fire Department mapping including incidents, emergency, and evacuation plans Data from other agencies including the Agricultural Land Reserve, crop mapping, soils, and Terrain Resource Information Management (TRIM) The Engineering Division provides mapping and data to others in both hard copy and digital format. Engineering staff support and maintain several geographic information systems for: Engineering and Public Works Planning and land development Internal use by the Fire Department Internal use by the Electrical Utility Division
ELECTRICAL UTILITY DIVISION The Electric Utility Division has five full time employees which include one Foreman, three Linemen, one Operator/Driver, and one Meter Technician. Work completed in 2011 included 57 service changes, 48 new service connections, and 20 temporary construction services. There were 11 subdivisions and 4 new developments completed. The pole inspection program continued in 2011 with approximately 500 poles being tested. Based on information from previous pole tests, 14 poles were stubbed and 25 poles were replaced. In addition to maintaining the electrical system, the Electrical Utility Division: Designs electrical servicing for subdivisions and works with developers Provides temporary power, changes to existing services, and new electrical services Maintains streetlights Trims trees, shrubs, and plants that may obstruct power lines Provides underground locates for the public and other utilities Maintains metering to Measurement Canada Standards Helps trouble shoot voltage and current issues at the service entrance
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RCMP Off-Site Works The Electrical Utility Division was involved in the design of the conversion from overhead to underground power on Peach Orchard Road and Pineo Court. Once the contractor installed the ducting, the Electrical Utility crew pulled and terminated the conductor. The overhead conductor and poles will be removed in 2012. Electrical Modeling The Electrical Utility Division has begun collecting data for inclusion into a modeling system to be prepared by Primary Engineering. This model will allow the District to make sound decisions on development and upgrades by having Primary Engineering monitor the immediate and long-term effect growth has on the District’s electrical system. Festival of Lights The Electrical Utility Division did another great job of installing Christmas lights and coordinating the light up for the District’s annual Festival of Lights event. The lights were switched on without a hitch and continued to provide a Christmas atmosphere Festival of Lights throughout the holiday season.
WASTEWATER DIVISION The Summerland Wastewater Treatment Plant (WWTP) is a Level IV facility with four full time staff. Staff experienced minimal equipment failures and callouts during 2011 due to ongoing diligence in preventative and predictive maintenance. This will continue to represent a significant portion of staff’s work as the majority of equipment at the WWTP is more than 13 years old and operates on a continual basis. There are signs of aging in the pumps, mixers, tankage, and pipe manifolds and pitting in solids handling equipment due to the aggressive nature of materials being treated. The WWTP had some difficulties during the spring and summer season. Effluent problems arose due to solids loading into the filter system from the secondary clarifiers. It is believed that the origin of this problem is the sani-dump and the deodorizers used in the gray water tanks of recreational vehicles. The deodorizers create a problem by electrically charging the particles and keeping the solids in suspension. This is in direct conflict with the WWTP process that relies on solids settling and only uses a minimal amount of alum to assist in the settling process. It is estimated that the increase in suspended solids from the sani-dump increased the cost of alum by approximately $2000 every two weeks. The sani-dump was closed in the fall of 2011 and is not expected to reopen at its current location. Alternate locations will be considered in the spring of 2012 with the main criteria being that the sani-dump be located at a sufficient distance away from the WWTP to allow the required dilution and mixing to take place.
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The District has entered into a three year extension agreement, signed 2010, that will have the Ministry of Environment continue with the monitoring requirements on Okanagan Lake. All major stakeholders who discharge into the lake, including the City of Kelowna and the Regional District of Central Okanagan, are parties to this agreement. This agreement eliminates the need for District staff to perform this monitoring, it removes the District’s safety concerns regarding staff going out onto Okanagan Lake, and it allows staff to increase vigilance on other operation and maintenance issues. Staff continues to work on regular maintenance with the help of MP2 software that is used to track preventive and predictive maintenance requirements. Staff receives more than fifty monthly maintenance work orders from the software that includes belt checks, oil changes, pump inspections, and HVAC filter changes. These work orders not only help staff with predicting the materials and supplies that are required but also reduces or eliminates costly breakdowns. These constant checks and repairs have extended the life of existing equipment and has significantly reduced life-cycle maintenance costs. Every effort has been made to improve plant efficiencies. Some of the work that has been done to reduce costs is interdepartmental sharing of equipment and expertise, reorganizing schedules, improvements in testing procedures, and process optimization by training operators in reactor chemical and biological processes. The training both on and off site has improved staff’s knowledge of Biological Nutrient Removal process. With a better understanding of the process, staff has been able to decrease alum usage for phosphorus removal resulting in reduced chemical costs. Effluent Discharge Quality The WWTP has continued to produce high quality effluent that meets or exceeds Summerland’s Operational Permit and the Water Quality Objectives as set out by the Ministry of Environment in 2005 for Okanagan Lake. Permit levels on the WWTP and specifically the Okanagan water basin which include all of the wastewater facilities remain the highest in the country. Flows The Operational Permit allows the District to discharge a maximum of 4,000 m3 per day into Okanagan Lake. In 2011, there were 2,943 service connections with an average daily treated volume of 1,880 m3 per day. The minimum recorded daily flow in 2011 was 1,570 m3 in November and maximum recorded daily flow was 2,226 m3 in August. The reclaimed (C3) water used on-site accounted for 177 m3 per day which represents a 10% reuse on average. Overall the WWTP flows were lower than historical norms. This can probably be accredited to the installation of water meters and education in reducing water consumption.
10.5 Annual Report for 2011 Page 75 of 124 Engineering and Public Works 2011
Dewatering/Solids Handling The volume of solids produced at the WWTP was an average of 2,044 kg per day. The 16% thickened waste sludge was hauled to the Landfill for reuse in the composting process that provides a high quality compost for use by the residents of Summerland. This volume of sludge is approximately 18.5% lower than previous years. Lift Stations Dewatering / Sludge Handling Staff provides maintenance to seven lift stations. Regular maintenance includes daily SCADA checks at each lift station and weekly equipment checks. In 2011 there were no significant equipment failures, however, staff identified, replaced, and repaired ongoing issues with worn and failed parts. The District mechanics provide monthly maintenance and checks to all the lift station generators. This work increases the dependability of the generators should standby power be required in the event of a power outage. Capital and Expenditure Budgets Staff participated in several Capital and operational projects in 2011 which included: Blower Efficiency Assessment, completed February Filter Bypass Pump purchase, completed February Return Activated Sludge (RAS) Pump Controllers, completed May Bar Screen Replacement parts, completed December Vertical Turbine (C3) Pump Rebuild, competed July PLC Upgrade – Phase 2, ongoing with completion in the spring of 2012 Bioreactor Actuator and Valve Replacement, completed September Bioreactor Disc Membrane Replacement, completed September Climate Control Upgrade, completed November Filter and Grit Removal Tender, awarded in November Flyght Mixer/Recycle Replacement, ordered in December for installation in 2012
Removal of Old I/P Valves Bioreactor Membranes installed
10.5 Annual Report for 2011 Page 76 of 124 Engineering and Public Works 2011
WATER DIVISION The focus for the Water Division in 2011 was to maintain the operational integrity of the entire water treatment, pumping, and pressure reducing components within the system while reducing operational costs. This effort proved to be successful with a reduction in chemical costs at the Water Treatment Plant and in most other operational areas of the budget. In addition extra time and resources were allocated to the Water Storage System which resulted in numerous improvements to the reservoir system. The Water Division underwent several staffing changes with the addition of three new Water Supply Operators, two of whom replaced departing staff while the other was a new position. Staff members attended training programs that allowed them to maintain their provincial certification by satisfying the Continuing Education Unit requirements of the Certification Program. On-site training with Self Contained Breathing Apparatus and chemical emergency suits to simulate chlorine leak response scenarios was a priority and was practiced on an ongoing basis throughout the year. Water Storage and Distribution System There were four main projects related to the Watershed in 2011 as follows: 1. Improvements to the intakes and the slide gates at Thirsk Dam, Water Master Plan Project No. 7, were completed. This involved draining the reservoir, construction and installation of new screening boxes, diversion piping, installation of a rock berm, environmental monitoring, and construction of a new structure to protect the control valve system on the downstream side of the dam. Improvements were also made in the telemetry and communications system so that remote flow control can be achieved. This will reduce the frequency of draining the reservoir to clean out the screening works and will minimize the environmental impact of future work.
Slide Gate installation Screens completed
2. Several high priority projects recommended in the 2010 Dam Safety Review were completed. Among these were the complete rebuilding of the outlet structure at Whitehead Reservoir and installation of vehicle access restrictions at
10.5 Annual Report for 2011 Page 77 of 124 Engineering and Public Works 2011
Isintok Reservoir. Inundation studies for both Isintok and Aeneas watershed sub- basins were initiated in 2011 and will be completed in the spring of 2012.
Outlet Structure at Whitehead Access Restrictions at Isintok Reservoir
3. The Okanagan Lake Water Licence was extended until December 31, 2014 and discussions commenced with the Interior Health Authority on the conceptual design for pumping from Okanagan Lake. 4. Work continued completing the Watershed Master Plan. This involved several meetings involving watershed stakeholders and the Technical Advisory Committee. These sessions have brought about a new understanding of watershed issues and have initiated a positive dialogue among all users. It is anticipated that a final version of the Watershed Master Plan will be completed in the spring of 2012. Other noteworthy items for 2011 included the adoption of a Drought Management Plan as well as conceptual and preliminary design for the replacement or repair of the flume which diverts Trout Creek water to the Summerland Reservoir. Improvements to the chlorination system at Garnet Reservoir and the irrigation chlorinator were made to improve reliability and accuracy. Human Machine Interface, HMI, screens were installed in numerous locations in the distribution system and will increase the reliability and flexibility of the system. The HMI screens replaced the circular chart recorders which had become cost prohibitive and somewhat obsolete. A review of the access requirements for PRV 10 was done and the required improvements will be incorporated into the proposed road upgrades at the Prairie Valley Road and the Victoria Road South intersection. Substantial progress was made in bringing the District’s Cross Connection Control Program back ‘in-house’ with two additional District employees becoming certified as CCC device testers. Full transition of this program will be completed in 2012. Water Treatment Plant The Water Treatment Plant performed extremely well in 2011 especially during a very challenging freshet caused by a very late melt. Raw water turbidity and colour reached
10.5 Annual Report for 2011 Page 78 of 124 Engineering and Public Works 2011
levels never seen before in Summerland, however finished water quality was maintained at very acceptable levels. Approximately 7,900 megalitres of raw water entered the WTP in 2011. Because of increased efficiency in the treatment process and the waste stream recirculation system, only about 1.4% of this amount was sent to the disposal site adjacent to the Landfill. Reduced water demands in summer resulted in a minimum amount of supplemental water being added to the Water Treatment Plant’s output. It had been hoped that a new primary voltage regulation system would allow the plant to operate at higher than nominal capacity. Reduced water demands did not allow the opportunity to adequately test this system. This electrical improvement did however lead to a reduced number of electrical equipment failures during the year and this trend is expected to continue. Turbidity at the Trout Creek Intake Staff completed the draining and cleaning of the residuals settling ponds several times during the year without requiring contracted services. This was a major factor in reducing treatment costs. A safety approved access ladder was installed in one of the settling ponds and screens were installed to protect the sludge pumps in both ponds. In May a week-long Open House was held at the WTP. This involved tours of the treatment facility and creation of displays showing all phases of Summerland’s water system. Public feedback was very positive.
PUBLIC WORKS DIVISION Capital Works Three new fire hydrants were installed in 2011, located at Peach Orchard and Lakeshore Drive North, Mitchell Avenue and Prairie Valley Road, and at the midpoint of Giant’s Head Road between Hilborn Street and Gartrell Road. The Public Works Division assisted in the water and sewer installations for the new RCMP building on Pineo Court. A new sewer connection was added and three were removed. A 200mm connection was provided along Highway 97 as an upgrade to the existing 150mm water main replacement.
Memorial Park Stairs
10.5 Annual Report for 2011 Page 79 of 124 Engineering and Public Works 2011
A new set of stairs was installed at the southwest corner of Memorial Park to replace the aging set of stairs that was originally installed in the mid 1960’s. The revitalization of Peach Orchard Cemetery did not start as planned in 2011 due in part to not receiving the geotechnical report in time to start the detailed design process. It is anticipated that the design and contract will be ready to proceed in the early part of 2012. Operations With a downturn in the building and development markets, the Public Works Division was able to focus on lingering water distribution system issues and hydrant maintenance concerns. Agricultural meters were installed at some of the properties that had less than 1.99 arable acres. Some meter installations needed to be delayed until property owners could determine what impact there may be to their properties with the pending water rate restructuring. This issue should be resolved in early 2012 enabling the Public Works Division to continue with the metering program. The domestic water meters have been up and running for over a year now. There have been a few issues but by and large they have been minimal. Ongoing road maintenance in the form of patching was not as severe as in 2011 due to less rainfall. Costs associated with the Winter Road Maintenance Program were given a shot in the arm due to the abnormally mild temperatures right up and into the New Year. Road Side Brush and Tree Removal will be getting underway with earnest in early 2012 as we are seeing more Pine Beatle kill in some areas.
10.5 Annual Report for 2011 Page 80 of 124 Development Services 2011
The Development Services department is responsible for all planning and building related processes. This includes long range planning well as current planning. Long range planning includes policy work including zoning regulations and Official Community Plan policies that guide development in our community. Current planning primarily includes processing all land use related applications and inquiries. Development applications typically include:
Rezoning/OCP Amendments Development Permits Development Variance Permits Subdivisions Strata subdivisions Agricultural Land Reserve applications Building Permits
In 2011 the Development Services department received and processed 41 land use applications. This is down 28% from the 57 applications received in 2010. Processing times for these applications decreased in every area except development permits. Development Permit processing times increased by 4 weeks from an average of 17 weeks to 21 weeks. Processing times for all our other planning applications were reduced by up to 40%. We continue to refine our procedures to increase efficiencies wherever possible.
Notable development projects received in 2011 included the ALR exclusion application for 10 properties in the Bentley Rd area, negotiation with a new developer to develop the Wharton St lands and a rezoning application to convert a campground in Trout Creek to a 20 unit townhouse development. Subdivision applications were down 50% again in 2011. We had 25 subdivision applications in 2009, 15 in 2010 and 7 in 2011. This reduction reflects the economic downturn. While development activity was in decline, application processing times
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continued to improve as the department used this reduction in application activity to fine tune service delivery processes.
A total of 104 building permits were issued in 2011 for a total value of $15,726,000. This is down 20% in permit volume and 30% in permit value over 2010. This included 13 new single family dwellings, no multi-family buildings and numerous commercial and residential renovations.
The District completed a complete rewrite of our Zoning Bylaw in 2011. This was an ambitious project that took over a year to complete. This review resulted in significant reduction in regulation while promoting infill development. Initiatives to increase our environmental stewardship and protect farmland were also included. We received a Sustainable Communities Award for our new zoning bylaw from the Federation of Canadian Municipalities. The Mayor travelled to Ottawa to receive the award and the FCM staff filmed a video in Summerland describing the initiatives in our new bylaw.
Development Services prepared Summerland’s first Community Climate Action Plan that was adopted on May 9, 2011. This was a ground breaking project involving the entire community that took over a year to complete. The Plan includes numerous initiatives to reduce greenhouse gas emissions to meet Summerland’s Climate Action Targets in the OCP.
Development Services completed a significant grant application to complete an ambitious walkway project linking lower town to Trout Creek. The grant was not approved however there is great community interest in this project. We will be watching for further funding options. This year our building official, Allan Mann retired. Allan was with the District for 24 years. We hired a new building official, Robert Cook, who comes to us from Ontario. Allan will continue to work for us three days a week to aid in the transition plus provide holiday relief. Our climate action planner, Julie McGuire is conducting our bylaw reviews, policy work and neighbourhood planning.
We have a number of significant projects slated for 2012 including: Neighbourhood plan for the Bentley Rd ALR exclusion area Review of our Growth Management Strategy in the OCP
10.5 Annual Report for 2011 Page 82 of 124 Development Services 2011
Development of the Wharton St lands Review of our Sign Bylaw Development of the former RCMP property Rewrite of our Building Bylaw Rewrite of our Subdivision and Development Bylaw in conjunction with the Public Works and Engineering Department
All this will hopefully be accomplished with our current staff of 5 professionals. Our staff includes one development planner, one long range planner, one full time building official, one part time building official and one counter person. We are back up to the same staffing levels we had in 2009. Our continued goal is to facilitate high quality development in Summerland that is sensitive to our environment and benefits our community. We are continually attending training seminars to stay abreast of current trends in the planning and building fields. We are all looking forward to the challenges that 2012 will certainly bring.
10.5 Annual Report for 2011 Page 83 of 124 Parks and Recreation 2011
It is the objective of Parks and Recreation to maintain quality parks, facilities and leisure services that provide opportunities for all citizens to benefit personally, socially and economically in an environmentally conscious manner. The Department is responsible for the maintenance of approximately 395 hectares of parks and green space throughout the municipality. This represents 5.6% of the total land within the municipal boundaries. The municipality is fortunate to be located beside Okanagan Lake which allows us the opportunity to enjoy several public beaches in the community. Parks and Recreation also looks after the Summerland Arena, the Aquatic and Fitness Centre, Dale Meadows Sports Complex, Peach Orchard Campground, Centre Stage Theatre, Summerland Art Gallery and the Rodeo Grounds.
The Dale Meadows Park Complex continues to flourish with four major soccer tournaments including one provincial and four major softball tournaments. The Aquatic & Fitness Centre and Centre Stage Theatre continued to be busy especially early in the year as Penticton’s new facility had still not been completed. Junior hockey returned to the Summerland Arena after a two year absence with the new Summerland Steam making an entrance to the KIJHL for the 2011-2012 seasons.
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Summerland’s beaches saw the addition of slides to both Powell and Rotary Beach and the Summerland Lions Club donated funds for a new adventure playground at Powell Beach Park. In addition 15 new park benches and three park benches were added to the parks through Summerland’s dedication program. Action Festival was once again Summerland’s major special event but the Bluegrass Festival held at the Rodeo Grounds also had 1000’s in attendance and the Ride the Giant Skateboard competition on Giants Head Mountain had contestants from all over North America. As well Earth Day continues to get larger each year and has now become a full mainstream event. In addition the Orca Sprint Triathlon continues to be strong and a new major mountain bike race took place for the first time. In 2012 we have two new major projects planned for Dale Meadows Park and Giants Head Mountain Parks.
10.5 Annual Report for 2011 Page 85 of 124 The Corporation of the District of Summerland 10.5 Statement of Permissive Property Tax Exemptions For the year ended December 31, 2011 Annual Reportfor 2011 In accordance with Section 98(2)(b) pf the Community Charter , the following properties in the District of Summerland were provided permissive property tax exemptions by Council in 2011.
Duration of Estimated Value for Owner / Occupier Property Address Purpose Exemption 2011 3 Years
Free Methodist Church in Canada 9109 Peach Orchard Road Land and Improvements surrounding a charitable religious organization 1 Year 250 750 Christian and Missionary Alliance 14820 Victoria Road North Land and Improvements surrounding a charitable religious organization 1 Year 175 525 St. Stephens Anglican Church 9311 Prairie Valley Road Land and Improvements surrounding a charitable religious organization 1 Year 1,400 4,200 Interior Health Authority 12815 Atkinson Road Land and Improvements surrounding a public health facility 1 Year 3,600 10,800 Kettle Valley Railway Society Kettle Valley Railway Right of Way Not for profit organization 1 Year 33,174 99,522 Kettle Valley Railway Society 18404 Bathville Road Not for profit organization 1 Year 9,775 29,325 Lakeside Presbyterian Church 5505 Butler Street Land and Improvements surrounding a charitable religious organization 1 Year 500 1,500 Okanagan Hindu Temple & Cultural 2706 Johnson Street Land and Improvements surrounding a charitable religious organization 1 Year 1,200 3,600 Roman Catholic Bishop of Nelson 14010 Rosedale Avenue Land and Improvements surrounding a charitable religious organization 1 Year 5,100 15,300 St. Johns Lutheran Church 15244 Victoria Road North Land and Improvements surrounding a charitable religious organization 1 Year 2,550 7,650 Summerland Baptist Church 10318 Elliott Street Land and Improvements surrounding a charitable religious organization 1 Year 7,800 23,400 Summerland Jehovah Witness 9518 Julia Street Land and Improvements surrounding a charitable religious organization 1 Year 1,200 3,600 Summerland Jehovah Witness 9514 Julia Street Land and Improvements surrounding a charitable religious organization 1 Year 800 2,400 Summerland United Church 13204 Henry Avenue Land and Improvements surrounding a charitable religious organization 1 Year 2,510 7,530 Summerland Yacht Club 13209 Lakeshore Drive South Not for profit organization 1 Year 20,430 61,290 Summerland Chamber of Commerce 15600 Highway 97 Not for profit organization 1 Year 7,166 21,498 Summerland Community Centre 9111 Peach Orchard Road Not for profit organization 1 Year 31,395 94,185 Parkdale Housing Society - Angus 9302 Angus Street Not for profit organization 1 Year 12,200 36,600 Pentecostal Assemblies of Canada 9918 Julia Street Land and Improvements surrounding a charitable religious organization 1 Year 1,850 5,550 South Okanagan Sailing Association 11619 Lakeshore Drive South Not for profit recreational building 1 Year 20,430 61,290 Summerland Golf Society 2405 Mountain Avenue Not for profit recreational building 1 Year 38,808 116,424 Summerland Senior Citizens Drop-In 9710 Brown Street Not for profit organization 1 Year 8,920 26,760 Summerland Montesori School 10317 Prairie Valley Road Not for profit organization 1 Year 11,040 25,950 Summerland Recreation Society 13607 Lakeshore Drive South Not for profit recreational building 1 Year 5,348 16,044 Page 86 of124 Report from the Director of Finance 2011
Mayor and Council District of Summerland
Your Worship and Council Members:
I am pleased to present the municipality’s audited financial statements for the year ended December 31, 2011. These financial statements form part of the annual reporting requirements of Section 98 of the Community Charter and have been prepared in accordance with the requirements of Section 167 of the Community Charter.
The municipality’s Finance Department is responsible for the preparation and presentation of the financial statements and related information in the annual report. The financial statements were prepared in accordance with generally accepted accounting principles and the recommendations of the Public Sector Accounting Board of the Canadian Institute of Chartered Accountants. The municipality maintains a system of internal accounting controls designed to safeguard assets of the corporation and provide reliable financial information.
The consolidated financial statements were audited by the firm White Kennedy, Chartered Accountants in accordance with Canadian generally accepted auditing standards and they have expressed an unqualified opinion that the consolidated financial statements prepared by management present fairly the financial position of the District of Summerland and the results of operations for the year ended December 31, 2011.
FINANCIAL OVERVIEW
Under the current accounting standards for local governments, capital expenditures are treated similarly to those of a regular corporation with depreciation being recorded as an annual expense. The result is that there is a significant surplus for the year but this entire surplus has been invested in new capital upgrades for the District. This can be seen with the increase in the investment in tangible capital assets portion of our surplus when compared to 2010. You will also note that the current funds surplus has reduced by approximately $245,000 when compared to 2010. This represents funds used from our previous non-statutory reserve funds to help fund some of our capital expenditures. At the end of 2011, there were $5,532,020 left in our non-statutory reserves and surplus. Our statutory reserve funds and our development cost charges add $1,303,989 and $3,983,965 respectively to our current funds surplus.
Overall the 2011 fiscal year was a successful one as most departments were able to keep within their budgets for the year. The District’s Engineering and Public Works Department completed work on the Rosedale Avenue – Prairie Valley Road Improvement project which included two
10.5 Annual Report for 2011 Page 87 of 124 Report from the Director of Finance 2011
new roundabouts. Traffic flow on these two roads has been significantly improved. The most significant construction project started in 2011 is the new RCMP detachment building. This building will be a welcomed replacement for the RCMP and the public. Actual construction commenced in August 2011 and it is scheduled for completion in June 2012. Funding for this building includes $3,125,000 in debenture debt, $1,000,000 from capital reserves and a $375,000 Towns for Tomorrow grant from the Provincial Government. Total capital additions for 2011 was $7,464,827. The majority of these costs were made up from the new RCMP building and finishing the Rosedale – Prairie Valley Road project. Also included in the capital expenditures for 2011 was the final settlement of the costs towards the construction of the Thirsk Dam Expansion. The main contractor on that project had sued the District for delay claims and additional work. The original lawsuit was for $2 million. After a mediation process, a final settlement was arrived at in the amount of $467,000.
The following is a more specific review of the financial statement items:
Revenues
Property tax revenues were lower than budget. This was mainly as a result of some property assessment appeals that resulted in refunds. The majority of the transfers from the Federal and Provincial Governments are made up of grants towards the Rosedale Avenue – Prairie Valley Road Improvement and RCMP building projects.
Nearly one half of the revenue collected by the District is in the form of fees and charges for services and rentals. The majority of this type of revenue comes from charges for power use from our electric utility. Electrical charges were a little less than budget due to warmer weather. Water and sewer charges represents the next largest portion of total charges. Our revenues for 2011 that came from contributions from developers was significantly higher as we saw greater development activity taking place in Summerland during 2011.
Our investment income exceeded the budget and was higher than the previous year mainly due to more funds on hand during the year. This was mainly due to collecting the main portion of our Accounts Receivable from 2010 resulting in larger amounts on deposit during the year and therefore a higher base to earn interest. Interest rates at the end of 2011 were very low and are expected to continue at lower levels into 2012. While a significant portion of our funds are invested in short-term funds that earn a fluctuating interest rate, we do have some of our statutory funds invested in longer term instruments that earn a better return. All of our investments are invested in accordance with the requirements of the Community Charter.
Expenditures
Once again our department managers kept good control over expenditures as most fell within budget for the year. Our policing costs for the year were substantially under budget as the RCMP detachment strength was not at full compliment. Transfers, retirements and some long- term disabilities resulted in the average detachment strength being only 8 members as
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compared to the 9 members normally assigned to Summerland. We expect to continue to be under our detachment assigned strength as we wait for the transfer of a new constable sometime during 2012. We expect our operating costs for the RCMP to be slightly higher in 2012 as we move the officers into their new building.
Our Transportation and Engineering Services operating expenditures was over budget by approximately $246,000 for 2011. Snow removal and sanding costs was the main reason for the overage as these costs were $165,000 more than budget. Equipment maintenance costs were also higher than budget by $137,000. Various under budget amounts brought us to the $246,000 overall budget deficit.
Environmental health services includes the costs of operating the landfill, residential garbage and recycling collection. The direct cost of the residential refuse collection program totaled $350,000 before any allocation of landfill tipping charges. Part way through the year we put our residential garbage and recycling collection out for proposal and we obtained a very favourable price which is reducing our collection costs. The District passed the savings from the new contract on to our ratepayers through lower garbage and recycling fees. In addition to improvements on the pricing, some improvements to service was achieved that will result in yard waste being collected more often.
Overall water utility operating costs were marginally under budget as the chemical costs of the new treatment plant were reduced and we continued to make the operations more efficient. Included in the water operating costs were expenditures on domestic water meters as we finalize our water metering project. It is anticipated that water meters will help to reduce the amount of water having to be treated at our plant and therefore reduce treatment costs in the future. With the completion of the first two phases of irrigation water separation in the Prairie Valley area, less treated water was used to irrigate orchards and resulted in some reduction in water treatment chemical costs.
Operating costs of the sanitary sewer system were for the most part on budget. Our Wastewater Treatment Division has been making improvements to the monitoring systems that should reduce future operating costs. We are also looking at improvements to the grit removal system and the effluent filter which will extend the life of equipment, reduce maintenance costs and improve the environmental safety of our plant.
Operating costs for our electrical utility were less than expected, mainly due to lower electrical consumption by our customers which resulted in lower supply costs. Warmer weather during the winter lowered consumption by $50,000 and impacted the amount of revenue we earned for the year as they were approximately $65,000 lower than expected. Electrical supply rates were increased substantially during the year by our supplier FortisBC Inc. The balance of our expenditures were essentially in line with budget for 2011.
Long Term Debt
We added one new debenture for $3,125,000 by the District during the year. This debenture was used to fund a portion of our new RCMP building costs in during the year. The interest rate we obtained was 4.2% fixed for ten years. Had we been able to borrow these funds in the Fall
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of 2010, our interest rate would have been 0.50% less and would have reduced our costs by $156,250 over the first ten years of the debenture.
Reserves
Operating reserves were approximately $300,000 less than the previous year. At year end, our operating reserves and surpluses totaled $5.5 million versus $5.8 million in 2010. The reduction of these operating reserves was due to capital expenditures, mainly on the Rosedale Avenue – Prairie Valley Road Improvement project The operating reserves are used to fund future operating and capital costs. A portion of these funds have been earmarked for some of the financing of the major capital projects currently underway.
Conclusion
The municipality continues to make improvements to its infrastructure and will see it make significant investments in road projects and other infrastructure over the next few years. This presents a challenge to Council and staff as we struggle to keep project costs within budgeted amounts in an economy that is facing uncertain times. Staff is committed to strong financial management and they are constantly looking for alternative ways of delivering the services that the community expects in an efficient and effective manner.
In closing, I would like to express my appreciation to the Finance Department staff for all their hard work during the past year.
Respectfully submitted,
K.M. Ostraat, CA Director of Finance
10.5 Annual Report for 2011 Page 90 of 124 The Corporation of the District of Summerland Consolidated Financial Statements For the year ended December 31, 2011
10.5 Annual Report for 2011 Page 91 of 124 The Corporation of the District of Summerland Consolidated Financial Statements For the year ended December 31, 2011
Contents
Independent Auditors' Report
Management Report
Consolidated Financial Statements
Statement of Financial Position
Statement of Operations
Statement of Change in Net Financial Liabilities
Statement of Cash Flows
Summary of Significant Accounting Policies
Notes to the Consolidated Financial Statements
10.5 Annual Report for 2011 Page 92 of 124 10.5 Annual Report for 2011 Page 93 of 124 10.5 Annual Report for 2011 Page 94 of 124 10.5 Annual Report for 2011 Page 95 of 124 The Corporation of the District of Summerland Consolidated Statement of Financial Position
As at December 31, 2011 2011 2010
Financial assets Cash and cash equivalents $ 7,109,473 $ 2,724,831 Taxes receivable 751,819 856,725 Accounts receivable 1,923,080 7,044,318 Portfolio investments (Note 1) 2,601,476 2,493,483 Land available for resale 1,220,098 1,220,098 Deposits paid 48,188 142,059 Deposit - Municipal Finance Authority (Note 2) 560,790 511,286
14,214,924 14,992,800
Financial liabilities Accounts payable and accrued liabilities 3,638,717 3,403,616 Deferred revenue (Note 4) 3,983,965 4,639,690 Deposits received 889,183 1,242,144 Net long-term debt (Note 5) 30,140,032 28,538,327 Obligations under capital lease (Note 6) 881,553 820,486
39,533,450 38,644,263
Net financial liabilties (25,318,526) (23,651,463)
Non-financial assets Tangible capital assets (Note 7) 106,153,590 103,957,997 Inventories of supplies 1,132,950 1,315,794
107,286,540 105,273,791
Accumulated surplus (Note 8) $ 81,968,014 $ 81,622,328
Contingent liabilities and committments (Note 14)
Treasurer Mayor
The accompanying summary of significant accounting policies and notes are an integral part of these financial statements
10.5 Annual Report for 2011 Page 96 of 124 The Corporation of the District of Summerland Consolidated Statement of Operations
Budget (Unaudited) For the year ended December 31, 2011 2011 2011 2010
Revenue Taxation - net (Note 10) $ 6,496,763 $ 6,578,519 $ 6,256,800 Parcel taxation 2,157,511 2,172,051 2,162,356 Government transfers - Federal (Note 11) - 100,849 2,213,242 Government transfers - Provincial (Note 12) 466,070 1,036,413 2,727,049 Government transfers - Regional (Note 13) 798,953 746,712 750,141 User fees, sales and rentals 14,560,047 14,187,073 13,567,945 Permits, licenses and fines 326,220 326,132 358,395 Penalties and interest on taxes 50,000 129,949 140,892 Investment income 124,900 492,734 446,956 Franchise 122,568 122,568 146,755 Contribution from developers 280,000 408,064 284,284 Development cost charges (Note 4) 150,000 530,000 330,000 Other 108,092 140,516 147,531
25,641,124 26,971,580 29,532,346
Expenses General government services 1,667,115 1,757,532 1,506,787 Protection services 2,172,305 1,953,414 2,052,779 Transportation services 1,574,473 1,820,644 1,471,812 Environmental services 1,076,795 762,787 872,830 Health services 80,435 67,933 100,489 Planning and development 422,065 376,204 614,353 Parks and recreation 2,109,806 1,998,622 1,985,653 Water services 2,230,790 2,065,665 2,278,996 Sewer services 962,110 959,208 960,418 Electrical services 7,978,350 7,807,032 7,059,200 Debt financing 1,723,645 1,781,019 1,604,104 Amortization 4,000,000 5,115,672 4,019,848 Loss on disposal of tangible capital assets - 141,412 225,785 Debt issuing costs - 18,750 12,000
25,997,889 26,625,894 24,765,054
Annual surplus (deficit) (356,765) 345,686 4,767,292 Accumulated surplus, beginning of year, 81,622,328 81,622,328 76,855,036
Accumulated surplus, end of year $ 81,265,563 $ 81,968,014 $ 81,622,328
The accompanying summary of significant accounting policies and notes are an integral part of these financial statements
10.5 Annual Report for 2011 Page 97 of 124 The Corporation of the District of Summerland Consolidated Statement of Change in Net Financial Liabilities
Budget (Unaudited) For the year ended December 31, 2011 2011 2011 2010
Annual surplus (deficit) $ (356,765) $ 345,686 $ 4,767,292
Acquisition of tangible capital assets (7,046,975) (7,464,827) (9,681,929) Amortization of tangible capital assets 4,000,000 5,115,672 4,019,848 Loss on disposal of tangible capital assets - 141,412 225,785 Proceeds on sale of tangible capital assets - 12,150 -
(3,403,740) (1,849,907) (669,004)
Change in inventory of supplies - 182,844 (282,718)
Net change in net financial liabilities (3,403,740) (1,667,063) (951,722)
Net financial liabilities, beginning of year (23,651,463) (23,651,463) (22,699,741)
Net financial liabilities, end of year $ (27,055,203) $ (25,318,526) $ (23,651,463)
The accompanying summary of significant accounting policies and notes are an integral part of these financial statements
10.5 Annual Report for 2011 Page 98 of 124 The Corporation of the District of Summerland Consolidated Statement of Cash Flows
For the year ended December 31, 2011 2011 2010
Operating transactions Annual surplus $ 345,686 $ 4,767,292 Items not involving cash Amortization 5,115,672 4,019,848 Loss on disposal of tangible capital assets 141,412 225,785 Changes in non-cash operating balances Taxes receivable 104,906 32,665 Accounts receivable 5,121,238 (2,828,333) Land held for resale - (76,902) Inventories of supplies 182,844 (282,718) Accounts payable and accrued liabilities 235,101 12,809 Deferred revenue (655,725) (369,617) Deposits paid 93,871 67,420 Deposit - Municipal Finance Authority (49,504) (35,968) Deposits received (352,961) 52,367
10,282,540 5,584,648
Capital transactions Acquisition of tangible capital assets (7,119,387) (9,298,357) Proceeds on sale of tangible capital assets 12,150 -
(7,107,237) (9,298,357)
Investing transactions Proceeds on disposition of portfolio investments 1,374,637 5,936,900 Acquisition of portfolio investments (1,482,630) (1,310,683)
(107,993) 4,626,217
Financing transactions Proceeds from issuance of long-term debt 3,125,000 2,000,000 Repayment of long-term debt (1,523,295) (1,381,993) Repayment of obligations under capital lease (284,373) (181,977)
1,317,332 436,030
Net change in cash and cash equivalents 4,384,642 1,348,538
Cash and cash equivalents, beginning of year 2,724,831 1,376,293
Cash and cash equivalents, end of year $ 7,109,473 $ 2,724,831
The accompanying summary of significant accounting policies and notes are an integral part of these financial statements
10.5 Annual Report for 2011 Page 99 of 124 The Corporation of the District of Summerland Summary of Significant Accounting Policies
December-31-11
Management's The consolidated financial statements as at December 31, 2011 are the Responsibility for the responsibility of management. They have been prepared in accordance Financial Statements with Canadian generally accepted accounting principles established by the Public Sector Accounting Board of the Canadian Institute of Chartered Accountants. The Corporation of the District of Summerland (the "District") is a municipality in the Province of British Columbia and operates under the provisions of the Community Charter.
Basis of Consolidation The consolidated financial statements reflect the assets, liabilities, revenues and expenses of all municipal organizations, committees and Boards which are owned or controlled by the District.
Cash and Cash Management considers all highly liquid investments with maturity of three Equivalents months or less at acquisition to be cash equivalents.
Portfolio Investments Portfolio investments are recorded at cost unless there has been a decline in the market value which is other than temporary in nature in which case the portfolio investments are written down to market value.
Inventory Inventory is valued at the lower of cost and net realizable value. Cost is determined principally on a weighted average and specific item basis, or replacement cost.
Work in Progress Work in progress represents capital projects under construction but not yet completed and are valued at cost.
Budgeted Figures The budgeted figures are not subject to audit and are adopted before December 31st of each year. Subequent amendments have been made by council to reflect changes in the budget as required by law.
Tangible Capital Tangible capital assets are recorded at cost less accumulated Assets amortization. Cost includes all costs directly attributable to acquisition or construction of the tangible capital asset including transportation costs, installation costs, design and engineering fees, legal fees and site preparation costs. Contributed tangible capital assets are recorded at fair value at the time of the donation, with a corresponding amount recorded as revenue. Amortization is recorded on a straight-line basis over the estimated life of the tangible capital asset commencing once the asset is available for productive use as follows:
Buildings 20 to 50 years Roads and sidewalks 20 to 50 years Machinery and equipment 8 to15 years Water infrastructure 10 to 80 years Sewer infrastructure 10 to 50 years Electric infrastructure 10 to 50 years Vehicles 6 to 15 years Furniture and equipment 5 to 10 years Computer hardware and software 5 to 10 years
10.5 Annual Report for 2011 Page 100 of 124 The Corporation of the District of Summerland Summary of Significant Accounting Policies
December-31-11
Leased Assets Leases entered into that transfer substantially all the benefits and risks associated with ownership are recorded as the acquisition of a tangible capital asset and the incurrence of an obligation. The asset is amortized in a manner consistent with tangible capital assets owned by the District, and the obligation, including interest thereon, is liquidated over the term of the lease. All other leases are accounted for as operating leases, and the rental costs are expensed as incurred.
Collection of Taxes on The District collects taxation revenue on behalf of other entities. Such Behalf of Other levies, other revenues, expenses, assets and liabilities with respect to Taxation Authorities the operations of entities are not reflected in these consolidated financial statements.
Trust Funds Trust funds held in trust by the District, and their related operations, are not included in these consolidated financial statements. The financial activity and position of the trust funds are reported separately.
Deferred Revenue Funds received for specific purposes which are externally restricted by legislation, regulation or agreement and are not available for general municipal purposes are accounted for as deferred revenue on the consolidated statement of financial position. The revenue is recognized in the consolidated statement of operations in the year in which it is used for the specified purpose.
Government Transfers Government transfers, which include legislative grants, are recognized in the consolidated financial statements in the period in which events giving rise to the transfers occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amount can be made.
Reserve Funds Non-statutory reserves represent an appropriation of surplus for specific purposes. Statutory reserves are restricted by the Community Charter and the associated municipal bylaws that established the reserves.
10.5 Annual Report for 2011 Page 101 of 124 The Corporation of the District of Summerland Summary of Significant Accounting Policies
December-31-11
Financial Instruments The Municipality's financial instruments consist of cash and short term deposits, portfolio investments, accounts receivable, accounts payable and accrued liabilities, and long term debt. Unless otherwise noted, it is management's opinion that the Municipality is not exposed to significant interest, currency or credit risks arising from these financial instruments. The fair values of these financial instruments approximate their carrying values, unless otherwise noted.
Revenue Recognition Taxation revenues are recorded on an accrual basis and recognzied as revenue in the year they are levied. Charges for electric, sewer and water usage are recorded as user fees. Connection fee revenues are recognized when the connection has been established. Transfers from other governments are recognized as revenue in the period that the transfer is authorized, eligibility criteria, if any, have been met by the Municipality, and a reasonable estimate of the amount to be received can be made. Conditional grant revenue is recognized to the extent the conditions imposed on it have been fulfilled. Unconditional grant revenue is recognized when monies are receivable. Grants for the acquisition of tangible capital assets are recognized in the period in which eligible expenditures are made. Sales of service and other revenue is recognized on an accrual basis. Expenditures Expenditures are recognized as they are incurred and measurable based upon the receipt of goods or services and/or the creation of a legal obligation to pay. Use of Estimates The preparation of consolidated financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the consolidated financial statements, and the reported amounts of revenues and expenses during the reporting period. Significant areas requiring use of management estimates relate to the determination of collectibility of amounts receivable, provision for contingencies and tangible capital asset costs associated with years prior to 2009 and related useful life and amortization expense, deferred charges, expenditures and liabilities related to development and employee benefit plans. Actual results could differ from management's best estimates as additional information becomes available in the future. Adjustments, if any will be reflected in the consolidated financial statements in the period that the change in estimate is made as well as the period of settlement if the amount is different.
10.5 Annual Report for 2011 Page 102 of 124 The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
1. Portfolio Investments
2011 2010
Bonds $ 2,530,167 $ 2,423,897 Money market funds 70,489 69,563 Other 820 23
$ 2,601,476 $ 2,493,483
The income from portfolio investments for the year was $196,956 (2010 - $289,021). The market value of the District's portfolio investments was $2,691,081 (2010 - $2,584,700).
2. Reserve - Municipal Finance Authority
The District issues its debt instruments through the Municipal Finance Authority. As a condition of these borrowings, a portion of the debenture proceeds are withheld by the Municipal Finance Authority as a debt reserve fund. The District also executes demand notes in connection with each debenture whereby the District may be required to loan certain amounts to the Municipal Finance Authority. These demand notes are contingent in nature and are not reflected in the accounts. The details of the cash deposits and demand notes at the year end are as follows:
Demand Notes Cash Deposits Total
General Fund $ 222,621 85,711 $ 308,332 Water Fund 567,605 236,020 803,625 Sewer Fund 419,340 239,059 658,399
$ 1,209,566 560,790 $ 1,770,356
10.5 Annual Report for 2011 Page 103 of 124 The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
3. Federal Gas Tax Agreement Funds
Included in deferred revenue are amounts relating to gas tax agreement funds:
2011 2010
Opening balance of unspent funds $-$- Add: Amounts received in the year 340,997 345,426 Less: Project expense (340,997) (345,426)
Closing balance of unspent funds $-$-
Gas tax revenue is provided by the Government of Canada. The use of the funding is established by a funding agreement between the District and the Province of British Columbia. Gas tax funding may be used towards designated community energy, water, wastewater, solid waste and capacity building projects as specified in the funding agreements.
4. Deferred Revenue
Externally restricted Opening Contributions investment Revenue Ending balance received income recognized balance Federal gas tax $-340,997 - (340,997) $- Development 4,227,568 169,179 117,218 (530,000) 3,983,965 charges Public Transit 37,122 - - (37,122) - Agreement Provincial 375,000 - - (375,000) - Grants
$ 4,639,690 510,176 117,218 (1,283,119) $ 3,983,965
10.5 Annual Report for 2011 Page 104 of 124 10.5 Annual Reportfor 2011
The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
5. Net Long-term Debt
Net long term debt reported on the statement of financial position is comprised of the following:
Bylaw Year % 2011 Payments Balance Outstanding Number Purpose Maturing Rate Interest Principal 2011 2010
General fund 99-038 Road Improvements 2014 3.150 $ 31,500 $ 49,807 $ 261,258 $ 340,910 00-083 Road Improvements 2026 5.690 56,900 30,243 619,612 666,528 00-083 Road Improvements 2030 4.500 90,000 67,164 1,932,837 2,000,000 00-399 RCMP Building 2030 4.200 97,269 - 3,125,000 -
5,938,707 3,007,438
Water fund 99-039 Water works upgrade 2019 3.150 31,500 33,149 516,606 569,248 00-161 Water works upgrade 2025 4.170 250,200 201,491 4,663,518 4,908,662 00-213 Thirsk Dam Expansion 2026 4.660 279,600 201,490 4,908,662 5,144,378 00-195 Water works upgrade 2027 4.820 289,200 201,491 5,144,378 5,371,027
15,233,164 15,993,315
Sewer fund 96-043 Sewer Treatment plant land 2016 4.430 44,300 30,243 347,408 407,287 (a) 98-034 Sewer System construction 2023 4.650 418,500 188,572 5,659,825 5,998,474
Page 105 of124 (a) 99-040 Sewer System construction 2019 3.150 31,500 33,149 516,606 569,248 (a) 00-192 Sewer System construction 2025 4.170 33,360 26,865 621,802 654,488 (a) 00-207 Sewer System construction 2026 4.660 93,200 67,164 1,636,221 1,714,793 (a) 00-192 Sewer System construction 2029 4.130 8,260 6,716 186,299 193,284
8,968,161 9,537,574
$ 1,755,289 $ 1,137,544 $ 30,140,032 $ 28,538,327
(a) Recovered from specific area taxation The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
5. Net Long-term Debt (continued)
Future principal requirements, including sinking fund additions, on existing debt for the next five years and thereafter are as follows:
General Water Sewer Fund Fund Fund Total
2012 $ 252,156 $ 637,621 $ 352,709 $ 1,242,486 2013 252,156 637,621 352,709 $ 1,242,486 2014 252,156 637,621 352,709 $ 1,242,486 2015 202,349 637,621 352,709 $ 1,192,679 2016 202,349 637,621 352,709 $ 1,192,679 2017 and thereafter 2,665,647 6,144,163 2,420,188 $ 11,229,998 Actuarial additions 2,111,894 5,900,896 4,784,428 $ 12,797,218
$ 5,938,707 $ 15,233,164 $ 8,968,161 $ 30,140,032
10.5 Annual Report for 2011 Page 106 of 124 The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
6. Obligations under Capital Lease 2011 2010 Obligation under capital lease, Prime minus 1%, blended monthly payments of $9,715, due March 2013 $ 143,682 $ 252,653
Obligation under capital lease, Prime minus 1%, blended monthly payments of $4,756, due February 2014 123,021 178,028
Obligation under capital lease, Prime minus 1%, blended monthly payments of $3,437, due November 2015 157,974 196,365
Obligation under capital lease, Prime minus 1%, blended monthly payments of $9,191, due March 2016 456,876 193,440 $ 881,553 $ 820,486
Obligations under capital leases are secured by a Landfill Compactor, Sewer Flush Truck, Fire Truck and a Loader. Interest paid relating to the above obligations on capital leases was $25,730 (2010 - $20,971). The future minimum lease payments for the next five years and thereafter are:
2012 $ 330,876 2013 241,911 2014 163,868 2015 150,694 2016 28,056
915,405 Less imputed interest: 33,852
$ 881,553
10.5 Annual Report for 2011 Page 107 of 124 10.5 Annual Reportfor 2011
The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
7. Tangible Capital Assets
2011 Machinery Land and Roads and Water Sewer Electric Land Improve Buildings Equipment Sidewalks Utility Utility Utility Total Cost, beginning of year $ 5,803,884 $ 3,164,059 $ 7,790,497 $ 7,632,609 $ 31,359,464 $ 44,296,443 $ 33,133,810 $ 6,455,499139,636,265 $ Additions 5,608 2,514,182 1,230,544 2,044,876 998,618 316,971 354,028 7,464,827 Disposals - - - (50,000) (329,366) - - - (379,366) Cost, end of year $ 5,803,884 $ 3,169,667 $ 10,304,679 $ 8,813,153 $ 33,074,974 $ 45,295,061 $ 33,450,781 $ 6,809,527146,721,726 $ Accumulated amortization, beginning of year $ 4,829,826 $ 4,298,570 $ 11,308,892 $ 5,196,135 $ 8,191,386 $ 1,853,459 $ 35,678,268 Amortization 178,460 500,816 2,641,914 990,390 660,936 143,156 5,115,672 Disposals (50,000) (175,804) (225,804) Accumulated amortization, end of year $ 5,008,286 $ 4,749,386 $ 13,775,002 $ 6,186,525 $ 8,852,322 $ 1,996,615 $ 40,568,136 Net carrying amount, end of year $ 5,803,884 $ 3,169,667 $ 5,296,393 $ 4,063,767 $ 19,299,972 $ 39,108,536 $ 24,598,459 $ 4,812,912 $106,153,590 Page 108 of124 10.5 Annual Reportfor 2011
The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
7. Tangible Capital Assets (continued)
2010 Machinery Land and Roads and Water Sewer Electric Land Improve Buildings Equipment Sidewalks Utility Utility Utility Total Cost, beginning of year $ 5,470,884 $ 3,117,956 $ 7,701,188 $ 6,639,241 $ 28,087,765 $ 42,119,872 $ 32,570,151 $ 4,473,064130,180,121 $ Additions 558,785 46,103 89,309 993,368 3,271,699 2,176,571 563,659 1,982,435 9,681,929 Disposals (225,785) ------(225,785) Cost, end of year $ 5,803,884 $ 3,164,059 $ 7,790,497 $ 7,632,609 $ 31,359,464 $ 44,296,443 $ 33,133,810 $ 6,455,499 $139,636,265 Accumulated amortization, beginning of year $-$-$ 4,667,320 $ 3,838,608 $ 9,774,921 $ 4,231,791 $ 7,425,585 $ 1,720,195 $ 31,658,420 Amortization - 162,506 459,962 1,533,971 964,344 765,801 133,264 4,019,848 Accumulated amortization, end of year $-$-$ 4,829,826 $ 4,298,570 $ 11,308,892 $ 5,196,135 $ 8,191,386 $ 1,853,459 $ 35,678,268 Net carrying amount, end of year $ 5,803,884 $ 3,164,059 $ 2,960,671 $ 3,334,039 $ 20,050,572 $ 39,100,308 $ 24,942,424 $ 4,602,040 $103,957,997
The net book value of tangible capital assets not being amortized because they are under construction (or development or have been
Page 109 of124 removed from service) is $2,448,434 2010( - $(5,160,676)). Assets held under capital leases in the amount of$1,613,515 (2010 - $1,268,075) with related accumulated amortization in the amount of$191,412 (2010 - $93,108) are included in Machinery and Equipment. $Nil ( 2010 - $284,284) in contributed infrastructure tangible capital assets were recognized in the consolidated financial statements during the year. The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
8. Accumulated Surplus
The District segregates its accumulated surplus in the following categories:
2011 2010
Investment in tangible capital assets $ 75,132,005 $ 74,599,184 Current Funds 5,532,020 5,777,827 Reserve Funds Tax Sale 82,077 79,880 Land Sale 298,501 290,512 Capital Works 870,413 823,346 Parking 52,998 51,579
$ 81,968,014 $ 81,622,328
The investment in tangible capital assets represents amounts already spent and invested in infrastructure and other non-financial assets.
Reserve funds represent funds set aside by bylaw or council resolution for specific purposes.
9. Statutory Reserve Funds
Opening Contributions Investment Ending balance received income Expenditure balance
Tax Sale $ 79,880 - 2,197 - $ 82,077 Land Sale 290,512 - 7,989 - 298,501 Capital Works 823,346 24,225 22,842 - 870,413 Parking 51,579 - 1,419 - 52,998
$ 1,245,317 24,225 34,447 - $ 1,303,989
10.5 Annual Report for 2011 Page 110 of 124 The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
10. Taxation - Net Budget (Unaudited) 2011 2011 2010
Property taxes and payments-in-lieu $ 6,496,763 $ 6,574,848 $ 6,246,681 Collections for other governments Province of British Columbia - school tax 5,100,000 5,033,205 5,118,345 Regional District 626,760 625,908 657,804 Regional Hospital District 632,150 599,975 608,702 Municipal Finance Authority 465 460 457 British Columbia Assessment Authority 155,360 148,344 156,602 Okanagan Regional Liabrary 418,125 423,931 414,851
13,429,623 13,406,671 13,203,442
Transfers Regional District 626,760 626,317 653,518 Province of British Columbia - school tax 5,100,000 5,034,490 5,119,151 Regional Hospital District 632,150 600,408 605,952 Municipal Finance Authority 465 460 457 British Columbia Assessment Authority 155,360 148,352 155,491 Okanagan Regional Library 418,125 418,125 412,073
6,932,860 6,828,152 6,946,642
Available for general municipal purposes $ 6,496,763 $ 6,578,519 $ 6,256,800
11. Government Transfers - Federal
Budget (Unaudited) 2011 2011 2010
Federal Transfers Municipal Rural Infrastructure Program $ - $-$ 743,526 Infrastructure Stimulus Program - 74,530 1,425,470 Other contributions - 26,319 44,246
$ - $ 100,849 $ 2,213,242
10.5 Annual Report for 2011 Page 111 of 124 The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
12. Government Transfers - Provincial
Budget (Unaudited) 2011 2011 2010
Provincial Transfers Small Community Grants $ 398,354 $ 485,778 $ 361,145 Traffic Fine Revenue Sharing 67,716 87,645 71,654 Municipal Rural Infrastructure Program --743,526 Towns for Tomorrow - 375,000 - Infrastructure Stimulus Program - 74,530 1,425,470 Other contributions - 13,460 125,254
$ 466,070 $ 1,036,413 $ 2,727,049
13. Government Transfers - Regional Budget (Unaudited) 2011 2011 2010
Community Works Fund Grant $ 345,426 $ 340,997 $ 345,426 Okanagan Basin Water Board 453,527 401,715 401,715 Water Quality Grants - 4,000 3,000
$ 798,953 $ 746,712 $ 750,141
10.5 Annual Report for 2011 Page 112 of 124 The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
14. Contingent Liabilities and Committments
(a) The District is responsible, as a member of the Regional District of the Okanagan- Similkameen, for its proportion of any operating deficits or long-term debt related to functions in which it participates.
(b) The District and its employees contribute to the Municipal Pension Plan (Plan), a jointly- trusteed pension plan. The Board of Trustees, representing plan members and employers, is responsible for overseeing the management of the Plan, including investment of the assets and administration of benefits. The pension plan is a multi- employer contributory pension plan. Basic pension benefits provided are defined. The plan has about 173,000 active members and approximately 63,000 retired members. Active members include approximately 35,000 contributors from local governments.
The latest valuation as at December 31, 2009 indicated an unfunded liability of $1,024 million for basic pension benefits. The next valuation will be as at December 31, 2012 with results available in 2013. Defined contribution plan accounting is applied to the plan as the plan exposes the participating entities to actuarial risks assoicated with the current and former employees of other entities, with the result that there is no consistent and reliable basis for allocating the obligation, plan assets and cost to individual entities participating in the plan. The Corporation of the District of Summerland paid $ 457,886 (2010 - $419,758) for employer contributions while employees contributed $378,113 (2009 - $361,954) to the Plan in fiscal 2011.
(c) The District has contracted to have a new RCMP Detachment Building constructed at a total cost of $4,500,000. As at December 31, 2011, the District had expenditures totalling $2,448,434 on the building with the balance of the contract to be expended during 2012. The new RCMP Detachment Building is expected to be completed by July 27, 2012.
15. Summerland Sanitary Landfill
(a) The Summerland Landfill Amended Design/Operations/Closure Plan as revised January 2002 was used as the basis to estimate the future closure and post-closure expenditures for the Summerland Sanitary Landfill.
(b) The Summerland Landfill Amended Design/Operations/Closure Plan as revised January 2002 estimates the capital cost for closure of the Summerland Sanitary Landfill will be $6,363,000 and the annual post-closure expenditures will be $228,000 for a period of 25 years. The remaining lifespan of the landfill is estimated to be 45 to 63 years depending on compaction and soil cover ratios with a total capacity for 1,301,000 tonnes of material.
(c) As at December 31, 2011, there was $233,297 (2010 - $183,297) in the Landfill Reserve for Future Expenditure. The District transfers $50,000 annually to this reserve from tipping fee revenues to provide funding for future anticipated expenditures on the closure capital costs and post-closure care for the Summerland Sanitary Landfill.
10.5 Annual Report for 2011 Page 113 of 124 The Corporation of the District of Summerland Notes to Consolidated Financial Statements
December-31-11
16. Funds Held in Trust
At the year end, the District held $920,243 (2010 - $909,123) in trust. These funds are not included in these consolidated financial statements. Certain assets have been conveyed or assigned to the District to be administered as directed by agreement or statute. The District holds the assets for the benefit of and stand in fiduciary relationship to the beneficiaries. The following trust funds and assets are excluded from the District’s consolidated financial statements:
2011 2010
Summerland scholarship $ 31,144 $ 31,882 Cemetery perpetual care 343,341 337,371 Abernethy Memorial 71,449 69,537 Summerland Education Funding 474,309 470,333
$ 920,243 $ 909,123
17. Expenditures by Object of Expenditure
2011 2010
Salaries, wages and employee benefits $ 6,472,340 $ 6,697,237 Contracted and general services 4,241,175 4,419,854 Materials, goods, supplies and utilities 8,705,972 7,783,602 Interest on long term debt 1,781,019 1,604,104 Amortization 5,115,672 4,019,848 Debt issuing costs 18,750 12,000 Loss on disposal of tangible capital assets 141,412 225,785 Other 149,554 2,624
$ 26,625,894 $ 24,765,054
10.5 Annual Report for 2011 Page 114 of 124 Taxable Assessments of Land and 2011 Improvements
The following table provides a summary of the District’s assessment base by property class for the past five years:
Property Classification 2011 2010 2009 2008 2007
Residential $ 1,984,537,402 $ 1,974,259,510 $ 2,026,586,279 $ 1,981,209,129 $ 1,543,570,500 Utilities 2,137,800 2,094,100 1,514,900 1,454,400 1,307,500 Light Industry 18,847,600 19,532,900 18,840,800 18,312,100 13,776,600 Business/Other 101,924,162 97,826,912 91,350,350 90,314,400 88,448,500 Recreation/Non-Profit 5,423,600 4,701,600 4,362,000 5,733,600 4,403,400 Farm 5,566,370 5,603,794 5,662,640 5,753,601 5,988,233
$ 2,118,436,934 $ 2,104,018,816 $ 2,148,316,969 $ 2,102,777,230 $ 1,657,494,733
2011 Assessment Base by Property Class – Net General Taxable Values
Residential, $724,430,801, 84.40%
Utilities, $2,137,800, 0.25%
Light Industry, Farm, $5,566,370, $18,847,600, 2.20% 0.65% Business/Other, $101,924,162, 11.87% Recreation/Non- Profit, $5,423,600, 0.63%
10.5 Annual Report for 2011 Page 115 of 124 Property Taxes Levied 2011
The following table provides a summary of the District’s property taxes by taxing authority for the past five years:
Taxing Authority 2011 2010 2009 2008 2007
General municipal $ 6,574,848 $ 6,246,681 $ 6,004,820 $ 5,746,035 $ 5,320,098 Parcel taxes 2,172,051 2,162,356 2,130,641 2,095,041 1,548,148 Province – School 5,033,205 5,118,345 5,105,752 4,988,706 4,656,643 Regional District 625,908 657,804 625,646 582,873 563,202 Regional Hospital District 599,975 608,702 628,455 630,441 590,743 Municipal Finance Authority 460 457 464 413 479 BC Assessment Authority 148,344 156,602 154,140 145,050 129,790 Okanagan Regional Library 423,931 414,851 391,578 364,795 347,484
$15,578,722 $15,569,027 $15,041,496 $14,553,354 $13,156,587
2011 Property Taxes by Authority
Parcel taxes, $2,172,051, 13.94%
General municipal, $6,574,848, 42.20% Province - School, $5,033,205, 32.31%
Regional District, Okanagan Regional $625,908, 4.02% Library, $423,931, 2.72% Regional Hospital District, $599,975, BC Assessment 3.85% Authority, $148,344, Municipal Finance 0.95% Authority, $460, 0.00%
10.5 Annual Report for 2011 Page 116 of 124 Municipal Revenue Sources 2011
The following table provides a summary of the District’s revenues by source for the past five years:
Revenue 2011 2010 2009 2008 2007
Property taxes (net) $ 6,578,519 $ 6,256,800 $ 5,996,407 $ 5,716,701 $ 5,183,229 Parcel taxes 2,172,051 2,162,356 2,130,641 2,095,041 1,548,148 User fees, sales and rentals 14,187,073 13,567,945 13,194,901 12,345,255 10,805,842 Grants 1,883,974 5,690,432 3,257,595 1,290,214 802,838 Permits, licenses and fines 326,132 358,395 312,768 415,056 325,855 Investment income 492,734 446,956 432,286 635,482 359,089 Developer contributions and DCC’s 938,064 614,284 3,383,092 500,001 2,133,500 Other 393,033 435,178 555,681 541,087 397,364
$26,971,580 $29,532,346 $29,263,371 $23,538,837 $21,555,865
2011 Municipal Revenue Sources
Parcel taxes, $2,172,051, 8.05%
User fees, sales and rentals, $14,187,073, 52.60%
Property taxes (net), $6,578,519, 24.39%
Grants, $1,883,974, 6.99% Other, $393,033, 1.46% Permits, licences and fines, $326,132, Developer 1.21% contributions and DCC's, $938,064, Investment income, 3.48% $492,734, 1.83%
10.5 Annual Report for 2011 Page 117 of 124 Municipal Operating Expenditures 2011
The following table provides a summary of the District’s operating expenditures for the past five years:
Expenditure 2011 2010 2009 2008 2007
General government services $ 1,757,532 $ 1,506,787 $ 1,502,631 $ 1,562,057 $ 1,371,470 Police protection services 1,054,639 1,182,549 1,056,541 837,393 921,043 Fire protection services 622,851 581,286 599,510 569,532 476,461 Other protective services 275,924 288,944 268,359 304,964 251,330 Transportation services 1,820,644 1,471,812 1,408,869 1,463,739 1,371,507 Landfill and refuse disposal 762,787 872,830 980,278 871,428 515,635 Cemetery 67,933 100,489 89,877 85,565 84,087 Planning and development 376,204 614,353 390,376 375,526 512,593 Parks and recreation 1,998,622 1,985,653 1,842,117 1,782,460 1,687,077 Water 2,065,665 2,278,996 2,297,455 1,962,680 1,336,603 Sewer 959,208 960,418 902,189 860,476 789,844 Electrical 7,807,032 7,059,200 7,045,205 6,398,769 6,100,251
$19,569,041 $18,903,317 $18,383,407 $17,074,589 $15,417,901
2011 Operating Expenditures
Policing Protection, Fire Protection, $1,054,639, 5.92% $622,851, 3.50%
Other Protection, $275,924, 1.55%
Transportation, Landfill and Refuse $1,820,644, 10.22% Disposal, $762,787, 4.28%
Electrical, $7,807,032, 43.83% Cemetery, $67,933, 0.38%
Parks and Recreation, Planning and $1,998,622, 11.22% Development, $376,204, 2.11%
Water, $2,065,665, Sewer, $959,208, 11.60% 5.39%
10.5 Annual Report for 2011 Page 118 of 124 Debenture Debt 2011
The following table provides a summary of the District’s debenture debt by fund and purpose for the past five years:
Debt Source and Purpose 2011 2010 2009 2008 2007
General – Road improvements $ 2,813,707 $ 3,007,438 $ 1,128,322 $ 1,252,862 $ 1,371,470 General – RCMP building 3,125,000 - - - - Water – Waterline improvements 516,606 569,248 619,612 666,528 711,210 Water – Thirsk Dam expansion 4,908,662 5,144,378 5,371,027 5,588,959 5,798,510 Water – Treatment Plant 9,807,896 10,279,689 10,733,337 11,169,537 11,588,959 Sewer – Treatment Plant land 347,408 407,287 464,314 518,625 570,350 Sewer – System construction 8,620,753 9,130,287 9,603,708 9,873,811 10,309,939
$30,140,032 $28,538,327 $27,920,320 $29,070,322 $30,350,438
Debenture Debt by Fund
$35,000,000
$30,000,000
$25,000,000
$20,000,000 Sewer Water $15,000,000 General $10,000,000
$5,000,000
$0 2011 2010 2009 2008 2007
10.5 Annual Report for 2011 Page 119 of 124 Staff Contact List 2011
Position Name EMAIL
Acting Chief Administrative Officer Ken Ostraat, CA [email protected] Director of Finance and Deputy Chief Administrative Officer Ken Ostraat, CA [email protected] Director of Engineering and Public Works Don Darling [email protected] Deputy Director of Engineering and Public Works Devon van der Meulen [email protected] Superintendent of Engineering and Public Works Dave Hill [email protected] Information Systems Coordinator Jim Holtjer [email protected] Water Operations Manager Scott Lee [email protected] Corporate Officer Maureen Fugeta [email protected] Fire Chief Glen Noble [email protected] Director of Parks and Recreation Dale MacDonald [email protected] Manager of Development Services Ian McIntosh [email protected] Director of Economic Development Scott Boswell [email protected] Manager of Corporate Services Denis Gagnon, CMA [email protected] Deputy Director of Parks and Recreation Brenda Ingram [email protected] Assistant Fire Chief Chad Gartrell [email protected] Long Range Planner Julie McGuire [email protected] Electrical Foreman Derek Chudyk [email protected] RCMP NCO In-charge Sgt. Mona Kauffeld [email protected]
Municipal Departments
Municipal Hall Main 250-494-6451 Fax 250-494-1415 Fire and Rescue Administration 250-494-7211 Fax 250-494-7815 Development Services Administration 250-494-1373 Fax 250-494-1415 Parks and Recreation Administration 250-494-0447 Fax 250-494-3222 Engineering and Public Works Administration 250-494-0431 Fax 250-494-3399
Municipal Auditors Bankers White Kennedy, Chartered Accountants Summerland & District Credit Union
10.5 Annual Report for 2011 Page 120 of 124 THE CORPORATION OF THE DISTRICT OF SUMMERLAND COUNCIL REPORT
DATE: November 21, 2012 TO: Tom Day, Chief Administrative Officer FROM: Ken Ostraat, Director of FInance SUBJECT: Adjustment to Electrical Rate Code E17 on Bylaw Number 2012-026
STAFF RECOMMENDATION:
That Council rescind third reading of Bylaw Number 2012-026 and give Bylaw 2012-026 third reading as amended.
BACKGROUND:
Council gave first three readings to Bylaw Number 2012-026 that amends the Fees and Charges Bylaw for an electrical rate increase at its Regular Council meeting of November 13, 2012. Staff have reviewed the rate charged under Electrical Rate Code E17 and believe that it should be reduced to make it more competitive in the area.
DISCUSSION:
Staff have compared the rates charged under the District’s E17 rate code and are recommending that it be altered from the rate originally proposed to a lesser amount. As Council has already given three readings to the bylaw, the third reading must be rescinded prior to adopting the bylaw. If Council amends the bylaw and gives it third reading the bylaw will be considered for adoption on December 10, 2012.
FINANCIAL IMPLICATIONS:
The previously proposed rate and the revised rate are as follows:
Previous Revised
Basic charge $ 927.38 $ 897.56 Energy Charge per Kilowatt Hour $ 0.0556 $ 0.0529 Demand Change per KVA $ 9.37 $ 8.72
Respectfully Submitted Approved for Agenda
______CAO – November 22nd, 2012 (Director)
12.4 Bylaw 2012-026 - Page 121 of 124 Electrical Rate Increase for
THE CORPORATION OF THE DISTRICT OF SUMMERLAND
BYLAW NUMBER 2012-027
A BYLAW TO AMEND ‘ZONING BYLAW NUMBER 2000-450’ TO ADD ‘SINGLE DETACHED HOUSING AS A PERMITTED USE IN THE M1-LIGHT INDUSTRIAL ZONE TO 18217 AND 18219 BENTLEY RD, ONLY’
The Municipal Council of the Corporation of the District of Summerland, in open meeting assembled, enacts as follows:
1. THAT Subsection 12.1.2 Principal Uses of M1 - Light Industrial Zone of Schedule ‘A’ of District of Summerland Zoning Bylaw Number 2000-450 be amended as follows:
a) By adding the following Principal Use:
‘p) single detached housing as a permitted use for Lot A, District Lot 2194, ODYD, Plan KAP45982 being 18217 Bentley Road and Lot 1, District Lot 2194, ODYD, Plan 38005 being 18219 Bentley Road, only.’
2. This bylaw may be cited as "Bylaw No. 2012-027, Amendment of Zoning Bylaw Number 2000-450 (M1-Light Industrial Zone – 18217 and 18219 Bentley Road)”.
Read a first time this day of November, 2012.
Considered at a Public Hearing this day of December, 2012.
Read a second and third time this day of , 2012.
Adopted by the Municipal Council of the Corporation of the District of Summerland this day of
Mayor
Corporate Officer
12.5 Bylaw 2012-027 - Zoning Page 122 of 124 Amendment to add 'Single THE CORPORATION OF THE DISTRICT OF SUMMERLAND
BYLAW NUMBER 2012-028
A BYLAW TO AMEND ‘ZONING BYLAW NUMBER 2000-450’ TO REGULATE THE SIZE OF RESIDENTIAL ACCESSORY BUILDINGS (Housekeeping Text Amendment)
The Municipal Council of the Corporation of the District of Summerland, in open meeting assembled, enacts as follows:
1. THAT the following housekeeping text amendments be amended to regulate the size of residential accessory buildings, as follows:
a. Remove Section 4.5.6(b) in its entirety– Accessory Buildings and Structures.
b. Remove Section 9.1.7(b) – CR1-Country Residential Zone and replace with the following:
‘Accessory Buildings and Structures will be limited to a maximum of i. 100m² in area or 25% of the allowable Lot Coverage, whichever is greater, where the Lot Area is equal to or exceeds 1.0ha or, ii. 75m² or 25% of the allowable Lot Coverage, whichever is greater, where the Lot Area does not exceed 1.0ha
c. Remove Sections 10.1.7(b) RSD1; 10.2.7(b) RSD1; 10.3.7(b) RSD3 and 10.4.7(b) RDH and replace with the following:
‘Accessory Buildings or Structures will be limited to a maximum of 75m² or 25% of the allowable Lot coverage, whichever is greater.’
d. Add the following as Section 13.2.7(b) FG and re-number as 13.2.7(c):
‘Accessory Buildings or Structures will be limited to a maximum of 100m² or 25% of the allowable Lot Coverage, whichever is greater.
2. This bylaw may be cited as "Bylaw No. 2012-028, Amendment of Zoning Bylaw Number 2000-450 (Housekeeping Text Amendments-Regulate the Size of Residential Accessory Buildings.)”.
Page 1 of 2
12.6 Bylaw 2012-028 - Zoning Page 123 of 124 Amendment to regulate the Read a first time this day of 2012.
Considered at a Public Hearing this day of 2012.
Read a second and third time this day of 2012.
Approved pursuant to section 52(3) (a) of the Transportation Act this day of 2012.
______
Adopted by the Municipal Council of the Corporation of the District of Summerland this day of 2012.
Mayor
Corporate Officer
Page 2 of 2
12.6 Bylaw 2012-028 - Zoning Page 124 of 124 Amendment to regulate the