District of Taylor
2017 Annual Report TABLE OF CONTENTS
Message from the Mayor ...... 4 Getting to Know Your Councillors ...... 5 – 6 Mayor and Council Appointments ...... 7 – 8 Message from the Chief Financial Officer ...... 9 – 10 Revenue & Operating Expense Highlights ...... 11 Capital Expenditures ...... 12 Performance Measures ...... 13 – 19 Financial Health – Strategic Community Investment Funding ...... 13 Financial Health – Reserve Balances at Year End ...... 14 – 16 Equipment Replacement Fund ...... 14 Debt Retirement Fund ...... 14 Cemetery Care Fund ...... 14 Climate Action Reserve Fund ...... 14 Tax Sale Reserve Fund ...... 15 Assessment Appeal ...... 15 Sale of Lots ...... 15 Building Replacement ...... 15 Water Infrastructure ...... 16 Sewer Infrastructure ...... 16 Tax Exemptions 2017 ...... 16 Council Disqualifications 2017 ...... 16 Corporate Energy Consumption Per Capita ...... 17 Financial Health – Revenue Generating Services ...... 18 Staff and Volunteers ...... 19 Annual Goals & Objectives ...... 20 - 24 Year End Reports ...... 25 – 69 Corporate Services ...... 25 – 30 Financial Services ...... 31 – 32 Protective Services ...... 33 – 37 Community Services...... 38 – 43 Lone Wolf Golf Course ...... 44 – 51 TABLE OF CONTENTS
Parks & Facilities ...... 52 - 58 Public Works ...... 59 – 67 Taylor Public Library ...... 68 – 69 Facility Information ...... 70
Annual Report Photo Credits
Darcy Shawchek & District of Taylor Staff Mayor’s Message Taylor continues to be a great place to live, work and play. Council continues to follow the basic strategic plan put in place by previous councils back to 1989. The John Ronald Report of 1989 laid out an economic and community plan that was envisioned to stop the outflow of residents. In the 30 years since its introduction, Taylor has grown steadily. The 2016 Canadian Census has Taylor at a population over 1450. That has doubled since the Ronald Report. As I write this there are less than a handful of fully serviced residential lots left to build on and none of them are for sale.
With that as a background, it is my pleasure to endorse the 2017 District of Taylor Annual Report. This report discusses the current state of the community operationally and financially. Each municipal department has reported out on accomplishments and plans moving forward. The staff in each department continue to work hard at maintaining and improving the community. I want to thank them all for their work.
Highlights for 2017 include the completion of several capital projects including the new Sanitary Lift Station, shoring up the water reservoir site and the full integration of the Community Hub as a full service stop for Community Services. The Community Services Hub has won the Provincial Excellence Award from the British Columbia Recreation and Parks Association for new projects under 1 Million dollars. There were 22 projects evaluated with us coming out on top. It just goes to show that a good vision, well executed can produce excellent results. Congratulations to the whole Community Services Department for their fantastic work creating great service for the residents of Taylor.
Taylor continues to be in excellent financial condition. The auditors have completed their review for 2017 and have concluded that fact as well. Our reserves are well funded and invested. Our operations are well run and on budget. We continue to be debt free. We are considering borrowing for the proposed subdivision and are going through the public approval process. Our good financial position allows us to consider this as an option in order to continue growing the community.
Council continues to ask the staff to be mindful of these strategic objectives: • Retaining our friendly small town feel while encouraging responsible and sustainable growth • Enhance our safe and welcoming community while providing excellent service • Foster strong communication with the community, business, council, staff and beyond • Maintain and enhance our infrastructure with a broadening funding base
The Annual Report has been prepared by the staff and it represents all the hard work I have referred to. Staff has been thorough and transparent. All the employees deserve praise for their hard work and dedication to the community. We cannot thank them enough. The community is in great hands.
Rob Fraser Rob Fraser was elected Mayor in November Mayor 2014. He served on the Taylor Council as Councillor from 1994 to 2006. Rob is married to Coleen, has three grown children and five grandchildren. He is a businessman and owns a safety consulting business.
Page 4 Getting to know your Councillors
Betty Ponto In the 30+ years Betty has lived in Taylor, there have been many changes to both the look and feel of the community. Even with having moved here during the ‘bust’, it didn't take her long to discover the gem that is Taylor, and she knew she had found home. Larry and Betty were married right here in Taylor and their daughter, Jodie, was born and raised here. Betty has worked as a Temp at the Taylor Post Office for over 20 years and as a Temp at the BCGEU office in Fort St. John for over 10 years.
Over the years, she has been a volunteer or Board member for various non- profit organizations in Taylor, from parent and school, to community concern, to youth sports. She enjoys the camaraderie, teamwork and challenges of community organizations and events. She volunteers regularly for a variety of community events, and has thoroughly enjoyed her 12 years on Council.
In her spare time she enjoys local live music, reading, scrapbooking & time with friends. She loves the practise and art of Tai Chi, having taken instruction on a number of forms from Beginner to Advanced levels for 8 years.
She is thankful to have been a part of many things that are enhancing our community, knowing Taylor IS the place to be!
Brent Taillefer Brent Taillefer is a lifelong Peace area resident. In 1977, his family established a small farm in Baldonnel, where his mother and brother still reside. Brent completed his elementary education at Baldonnel School. He then completed his junior and senior secondary education at Dr. Kearney Junior Secondary School and North Peace Senior Secondary School. Brent met his wife Sheena in 2003. Shortly after meeting, Brent and Sheena decided to take up residence in Taylor and establish a life and home together with their three children, Maizy, Hank, and Hazel.
Brent joined the Taylor Volunteer Fire Department in 2005. Brent took advantage of the many training programs offered through the fire department and was promoted to Lieutenant in 2013. Brent has volunteered his services at numerous community events over the past several years. Brent has also been involved in the planning and organization of the Taylor Gold Panning Championships. Brent's meticulous attention to detail earned him the prestigious role of managing the gold shack, including seeding the gold pans for all levels from Juvenile Beginners to Class "A" Professionals. Brent has served on Taylor Council since 2011 and is also on the North Peace Airport Executive and Fort St. John Chamber of Commerce Board. Brent looks forward to raising his family in Taylor and can't imagine living anywhere else.
Page 5 Getting to know your Councillors
Dave Lueneberg Dave will be completing his first full-term on Council this coming October and currently chairs the Protection Services Committee and is vice-chair with the Taylor Public Library. In his spare time, Dave enjoys photography and music, but is probably best known for his love of cats, and can be seen either walking or cycling around the community with his “kids” in tow.
George Barber In 1970 George moved from Prince George with his wife and infant son to go to work for Prince George railroad building a line from Fort St. John to Fort Nelson. George then went to work in the oil patch on service rigs until 1972. Shortly after their daughter was born, George went to work for the Village of Taylor as the public works foreman. George found that being the only public works employee proved to be a very interesting job. The various jobs he did included being the building inspector, garbage man, dog catcher and the janitor at the Community Hall. George retired in 2001 after being Fire Chief for 31 years.
The reason George ran for Council was because he had experience as a worker but none in the political system. George has commented that there is a big difference between being an employee and a Councillor. Over the years, there have been many changes in the District such as roads, water system, new facilities, medical clinic, library and new residential subdivision. As a volunteer George worked with the Child Development Centre, Crime Stoppers and for over 30 years with Special Olympics.
George enjoys living in Taylor and is currently involved with Taylor Access and Inclusion Committee. He enjoys golfing and yard work.
Page 6 Mayor and Council Appointments
Councillor Portfolios Administration & Personnel Mayor Fraser Economic Development Mayor Fraser Education Councillor Ponto Finance Mayor Fraser Fire/Protection Service Councillor Lueneberg Golf Course Councillor Barber Legal/Bylaw Enforcement Councillor Taillefer Parks & Facilities Councillor Ponto Planning Councillor Taillefer Public Works Councillor Barber Recreation Program & Services Councillor Lueneberg Seniors Issues Councillor Barber Tourism Councillor Ponto
Community/Regional Organizational Liaisons Fort St John & District Chamber of Commerce Councillor Taillefer Dawson Creek Chamber of Commerce Councillor Taillefer North Peace Cultural Centre Councillor Lueneberg Northern BC Tourism Association Councillor Ponto Northern Health Authority Mayor Fraser Northern Lights College Councillor Ponto Peace Passage Skating Club Councillor Ponto Taylor Access & Inclusion Committee Councillor Barber Taylor Curling Club Councillor Taillefer Taylor Minor Ball Councillor Lueneberg Taylor Minor Hockey Councillor Lueneberg Taylor Tourism Action Group Councillor Ponto School District No. 60 Councillor Ponto Site C Regional & Local Government Committee Mayor Fraser North East British Columbia Resource Municipalities Mayor Fraser Coalition Mayors Partnership Group (Mayor only)
Contact Information Mayor Rob Fraser [email protected] Councillor George Barber [email protected] Councillor Dave Lueneberg [email protected] Councillor Betty Ponto [email protected] Councillor Brent Taillefer [email protected]
Page 7 Mayor and Council Appointments
Alaska Highway Community Society Councillor Ponto as Representative Councillor Lueneberg as Alternate Representative
Emergency Committee Mayor Fraser, Councillor Barber & Councillor Taillefer as Representatives
Municipal Insurance Association of British Columbia Councillor Taillefer as Representative Mayor Fraser as Alternate Representative
North Peace Airport Society Councillor Taillefer and Mayor Fraser as Representatives
North Peace Savings Credit Union Mayor Fraser, Councillor Barber, Councillor Lueneberg, Councillor Ponto & Councillor Taillefer as signing authorities to the North Peace Savings Credit Union.
Northern Development Initiative Trust (NDIT) Northeast Regional Advisor Committee Mayor Fraser as Representative Councillor Taillefer as Alternate Representative
Parcel Tax Roll Review Panel Mayor Fraser, Councillor Barber, Councillor Lueneberg, Councillor Ponto & Councillor Taillefer as Representatives of the District of Taylor
Peace River Regional District Mayor Fraser as Representative Councillor Ponto as Alternate Representative
Taylor Public Library Board Councillor Lueneberg as Representative
University of Northern British Columbia Northern Medical Program Trust Board and Local Committee Mayor Fraser as Representative
University of Northern British Columbia Northeast Regional Advisory Council Mayor Fraser as Representative
Page 8 Message from the Chief Financial Officer
In accordance with Section 98 of the Community Charter, I am pleased to present the 2017 Annual Report for the District of Taylor. The report provides detailed information regarding the financial position and results of operations for the year ended December 31, 2017. The District’s management maintains a system of internal controls designed to provide reasonable assurance that assets are safeguarded, transactions are properly authorized and recorded in compliance with legislative and regulatory requirements, and reliable financial information is available on a timely basis for preparation of the consolidated financial statements. The 2017 Annual Report is presented in sections as outlined in the Table of Contents. You will find key contact information, performance measures, ‘year-end’ reports for each department within the District of Taylor providing 2017 highlights, as well as 2018 to 2019 Objectives and Outcomes for the District. The 2017 audited financial statements along with the Auditor’s Report are available as a separate document. The audited financial statements contain the following statements:
• Consolidated Statement of Financial Position
• Consolidated Statement of Financial Activities and Accumulated Surplus
• Consolidated Statement of Change in Net Financial Assets
• Consolidated Statement of Cash flows
• Notes to the Financial Statements The Consolidated Statement of Financial Position shows reserves and surplus over $11 million. This represents reserves set aside for future capital projects and planned infrastructure replacement, a carryover of projects that are now scheduled for completion in 2017 and an accumulated surplus. Overall the District has a solid balance sheet with reserve levels that have been increasing in preparation for major capital projects and equipment replacement planned for the future.
Page 9 Message from the Chief Financial Officer Continued
Financial Management The Financial Statements for the year ended December 31, 2017 were prepared in accordance with generally accepted accounting principles and the Financial Information Act, and the integrity and objectivity of these statements are management’s responsibility. Management is also responsible for all the statements and schedules while implementing and maintaining a system of internal controls to provide reasonable assurance that reliable financial information is produced. Local and Regional Governments The District of Taylor is a member of the Peace River Regional District (PRRD) and PRRD Hospital District. The District is responsible for its proportionate share of all operating and capital costs of these regional agencies determined by the District’s proportionate share of assessed values for certain services. Funds for the District’s share of these services are raised through property taxation via annual tax requisitions. The District provides regional services such as: Peace Island Park, a campground facility that is located outside the municipal boundaries and within the PRRD, Electoral Area D; Taylor Public Library operates within the PRRD and Municipal boundaries as a member of the North East Library Federation. A member of Council is appointed by the Mayor to sit upon the Library Board. Future Outlook With the Site C project under construction, with completion scheduled 2023, coupled with the anticipated announcements for the LNG projects the future economic prospects for 2018 continue to look bright. With the demand for high quality municipal services increasing and provincial/federal finances constrained, the municipality strives to maintain our broad funding base and invest in infrastructure renewal so that we can continue to deliver exceptional service to the community.
Michael McPhail Director of Financial Services CPA, CMA B.A.
Page 10 Revenue & Operating Expense Highlights
2017 Revenue Highlights
Taxes Assessed $3,734,530
Golf Course $1,324,024
Sale of Service -other $615,251 Government Grants $3,001,979 Utility User Fees $648,662
Interest and Penalties $239,001 Licenses & Permits $123,512
2017 Operating Expense Highlights General Government $820,488
Public Works Department $588,234 Protective Services $361,731
Lone Wolf Golf Course $1,522,409 Other Community Services $1,084,842 Parks and Recreation $1,145,231
Water & Sanitary Sewer $505,397
Amortization $1,166,602
Page 11 Capital Expenditures
2017 Capital Expenditures
Waste & Solids Asssessment $7,995
Lift Station #3 $1,129,890
Parcel Z (Preliminary Design) $16,000
Pagers (Protective Services) $47,615
New Aeraitor ( Golf Course) $31,580
New POS system (Golf Course) $20,265
Garbage Cans (Residential) $48,807
Down Payment Brush Truck $19,701
New Chiller Arena $75,102
Bleachers for Ball Diamond & PIP $30,222
Peace Island Park Pavillion $50,000
Canoe Structure $14,374
CN crosswalk $6,769
Toro 4700D (Golf Course) $126,238
Canoe refurbishment $9,402
Community HUB $40,275
Water Reservoir (Sloughing) $623,680
Beverage Carts (Golf Course) $46,008
$-
$200,000 $400,000 $600,000 $800,000
$1,000,000 $1,200,000
Page 12 Performance Measures Financial Health – Strategic Community Investment Funding
2014 through 2017 taxes by class $1,684,168
$1,800,000 $1,600,000 $1,400,000 $518,315 $595,504 $1,200,000 $280,940 2014 $1,000,000 $67,213 2015 $800,000 $2,621 $1163 2016 $600,000 $400,000 2017 $200,000 $-
Note: 2016 budgeted tax assessments labelled
The District of Taylor intends to utilize the Strategic Community Investment funding to support local government services toMeasure: avoid tax rate increases Tax and to Rreportate on progress Increase as part of the MinimizedAnnual Report for 2015. Measure: tax rate increase minimized Class Description Result of tax rates for 2015 Result of tax rates for 2015 versus 2017 versus 2014 2016 1 Residential Reduced mill rate slightly from last Reduced mill rate slightly from last mill rate increased from last year due year due to increase in assessed year due to increase in assessed to decrease in assessed values, overall values: increase to overall tax values: increase to overall tax revenue still lower tax collection revenue due to new homes & due to new homes & improvements improvements 2 Utilities same mill rate as last year same mill rate as last year Same tax rate as last year and will receive more taxation due to increased assessments 4 Major Industry Increased mill rate partially offset same mill rate as last year Small increase due to increase depreciation that lowers overall assessment a small reduction in mill assessment. District collected less rate from this class 5 Light Industry same mill rate as last year same mill rate as last year Cl 05 - increased mill rate with same inventory and small assessment results in higher mill rate 6 Business same mill rate as last year same mill rate as last year Cl 06 - Maintain same rate as 2015; results in lower collection with same mill rate 8 Non-Profit same mill rate as last year same mill rate as last year Cl 08 - Same mill rate as last year. 9 Farm same mill rate as last year same mill rate as last year
Page 13 Performance Measures Financial Health – Reserve Balances at Year End
Equipment Replacement
$2,000,000
$1,500,000 Established to fund the $1,000,000 Equipment purchase of machinery and Replacement equipment within the District of Taylor $500,000
$- 2014 2015 2016 2017 Debt Retirement Fund $76,500
$76,000 Established exclusively for $75,500 future early debt retirements Debt Retirement $75,000 Fund
$74,500
$74,000 2014 2015 2016 2017 Climate Action Reserve Cemetery Care Fund $20,500 $24,500 $24,000 $20,000 $23,500 Cemetery Care $19,500 $23,000 Fund $22,500 $19,000 2014 2015 2016 2017 2014 2015 2016 2017
Perpetual care To research, develop, implement, fund for cemetery and achieve Carbon Neutral objectives and initiatives.
Page 14 Performance Measures Financial Health – Reserve Balances at Year End Continued
Tax Sale Reserve Fund Zero balance 2014, 2015, 2016, 2017
Assessment Appeal $108,500 Established for future repayment of any $108,000 amounts which may become payable as a result assessment appeals. $107,500 Assessment Appeal $107,000 $106,500 2014201520162017 Sale of Lots $1,290,000
$1,280,000 Created from funds received on the sale $1,270,000 of land owned by the District of Taylor. $1,260,000 These funds may be expended for $1,250,000 Sale of Lots Capital projects and/or machinery & $1,240,000 equipment necessary to maintain municipal property. $1,230,000 $1,220,000 $1,210,000 2014 2015 2016 2017
Building Replacement
$3,100,000 Established to fund planned future $3,050,000 replacement or improvements to civic $3,000,000 buildings. $2,950,000 $2,900,000 Building Replacement $2,850,000 $2,800,000 $2,750,000 2014 2015 2016 2017
Page 15 Performance Measures Financial Health – Reserve Balances at Year End Continued
Water Infrastructure $1,200,000 $1,000,000 To fund only planned future $800,000 waterworks capital projects. $600,000 Water $400,000 Infrastructure $200,000 $- 2014 2015 2016 2017
Sewer Infrastructure
$510,000 To fund only planned future $500,000 sewer capital projects.. $490,000 Sewer $480,000 Infrastructure $470,000 2014 2015 2016 2017
Tax Exemptions 2017 Church of the Good Shepherd (roll 469.000) General municipal taxes exempted: $343.01
Peace Community Church (Roll 41.010) General municipal taxes exempted: $4,275.25
Council Disqualifications 2017 None
Page 16 Performance Measures Corporate Energy Consumption Per Capita
Separately measured by the total number of units of energy consumed for the year divided by the current population in the areas of electricity, natural gas, gasoline, diesel, and propane.
2017 2016 2015 2014
Electricity(KWH) 1,641 1,691 1,586 1,880
Natural 5.74 5.79 5.88 6.00 Gas(Gigajoules)
Gasoline (Litres) 17.52 12.45 20.48 21.92
Diesel(Litres) 20.52 21.43 21.02 23.56
Propane(Litres) 10.84 4.81 7.62 1.74
Page 17 Performance Measures Financial Health – Revenue Generating Services
Cost Recovery of Revenue Generating Services – measured by the percentage of user fee revenue to direct costs at year end for all revenue-gathering services
140%
120%
100%
80%
60%
40%
20%
0%
2013 % Recovery 2014 % Recovery 2015 % Recovery 2016 % Recovery 2017 % Recovery
Cost Recovery of Revenue Generating Services – measured by the total subsidy (profit) for each service in dollars
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
$(100,000)
2013 Subsidy 2014 Subsidy 2015 Subsidy 2016 Subsidy 2017 Subsidy
Page 18 Performance Measures Staff and Volunteers
Skills & Competencies Measured by the ratio of the number of training and professional development hours attended to the eligible number of employees. [Permanent Full-time (28), Part-time (1) and Mayor & Council(5)].
2,100 - hours/34 eligible employees and elected officials (2016 = 2,316:30 / 2015 = 2,224:30 / 2014 = 1,882:30 / 2013 = 2,268:30) *(2016 and prior ratio’s used different eligible employee calculation)
Employee Retention Measured by the ratio of the number of staff turnovers to the number of employees [Permanent Full-time (28) and Part-time(1)].
Total positions vacated in 2017 (5/29) = 17% (2016 = 20% / 2015 = 10% / 2014 = 13% / 2013 = 9%)
Adequate Volunteer Firefighter Membership Measured by the number of the active firefighters at year end.
2017 = 22 Regular + 0 Junior (2016 = 18 Regular / 2015 = 19 Regular + 2 Junior / 2014 = 22 Regular + 2 Junior)
Community Exposure to Tourism & Development Measured by the number of comments received through general-inquiry emails and tourist visitor centre comment logs.
6,789 total visitors in 2017 (2016= 6,233 / 2015 = 5,968 / 2014 = 6,256 / 2013 = 6,097)
Efficient Water & Sewer Services Measured by the total operating costs at year end per household.
$1,516.75 in 2017 (2016 = $1,536.24 / 2015 = $1,215.93 / 2014=$1,335.27 / 2013 = $1,374.93)
Page 19 Annual Goals & Objectives
Public Works Department
Objective Measure Result Not In Met Met Progress Complete Phase III of the phases of uni- The final 33% of the directional flushing (2014) Taylor Water X Distribution System Comment: Staff was unable to fulfill this objective in 2017 due to repairs required to the pressure regulation stations. In 2017, the stations were repair and staff plan to complete Phase III of this project in 2018.
Page 20 ANNUAL GOALS & OBJECTIVES We will retain our friendly small-town feel by:
Engaging our citizens Community pride Abundant volunteerism Sense of caring for each other Respectful interaction between community and staff Face-to-face interaction Community spirit –neighbours helping neighbours Objectives for 2017 Success Measures for 2017 To take part in the 2017 Community Celebrations, including Canada’s 150th Birthday and the 75th Host four events leading up to Canada Day Anniversary of building of the Alaska Highway Comments: Four events were hosted by the District of Taylor to celebrate Met: Not Met: □ In Progress: □ the Canada’s 150th and Alaska Highway’s 75th Anniversaries We will enhance our safe and welcoming community by:
Connecting with walking paths, roads, trails that are clear and accessible Good air and water quality Vibrant information centre Kids getting to school safely Appropriate protective services are maintained Increased use of recreational facilities (from patrons within and outside the community) Welcoming new residents Objectives for 2016 Success Measures for 2016 All ESS members with one or more years of service Have all ESS members trained to ESS Level 1 successfully completed ESS Level 1 Comments: The ESS team will continue Level 1 and emergency training as Met: Not Met: □ In Progress: □ new members come onboard. This will enhance the group’s overall emergency education. Develop Level of Service Policy in line with the new Level of Service Policy created, adopted and Fire Training Playbook put out by the Fire implemented Commissioner Comments: The Fire Department has documentation to support training to the exterior level of the Playbook. Once the fire department Met: □ Not Met: In Progress: □ has completed the NFPA 1001 program, it is planned to declare the level of service to the interior level through adoption of a Level of Service Policy. Develop training plan for firefighters based on To have program up and at least 50% of firefighters Training Playbook and Level of Service Policy for through 80% of plan Fire Department Comments: Training plan in place for NFPA 1001 and Playbook standards. 90% of members are trained to the exterior level of the Met: Not Met: In Progress: □ Playbook and Fire Officer training continues to achieve the Fire Officer Level 1 Certification for all officers. No Level of Service Policy has been adopted to align with training plan. Page 21 ANNUAL GOALS & OBJECTIVES Objectives for 2019 Success Measures for 2019 Develop and implement a Street Lighting Plan for the Street Lighting Plan considered, adopted by Council, and community implemented. We will encourage responsible and sustainable community growth by:
Building healthy financial reserves Fiscal responsibility (balanced budget) Positive community brand (especially with realtors/developers) Relevant bylaws Investment ready More building lots ready Business expansion and retention Objectives for 2017 Success Measures for 2017 Resolve at least two various land matters which could To work with stakeholders on outstanding land include agreements with stakeholders, road closures, and development issues within the community parcel consolidation Comments: Resolved a proposal from Camco Ventures on the development of a Zoning Compliant Hotel/Motel structure, a lot Met: Not Met: □ In Progress: □ consolidation on Spruce St N to have building comply with Zoning setbacks and registered a notice on title regarding a shop placed on a District Right-of-way on 97th St. N. Objectives for 2018 Success Measures for 2018 Relevant Bylaws are reviewed and updated if Continuous improvement is shown through the bylaw necessary review process Completion of 25% residential development of Parcel 25 developed lots on market for sale by the end of 2018 Z (by Private Development or by District) Objectives for 2019 Success Measures for 2019 Subdivision Servicing Bylaw considered and adopted by Modernization of Subdivision Servicing Bylaw Council We will foster strong communication at all levels (community, business, council, staff and beyond) by:
More informal face to face interaction with community (no formal agenda) Transparent government Ensure communication is happening at multiple levels (e.g. social media, face to face, print, etc.) Council and staff sharing concerns and ideas with each other Ensure community is aware of District services and service standards Referring citizens to the person or department that can best help them Objectives for 2016 Success Measures for 2016
Complete rebranding as approved by Council Rebranding completed and implemented Met: □ Not Met: In Progress: □ Comments: The rebranding process is on hold as per Council’s direction.
Page 22 ANNUAL GOALS & OBJECTIVES We will build strong relationships (locally, regionally & provincially) by:
Maintain TIMAG Positive and collaborative interaction with PRRD and partners Frequent and open dialogue with ministers and government agencies Supporting others to achieve their goals while advancing Taylor’s interests (win-win) There are no active objectives for the above strategic goal. We will invest in maintaining our infrastructure by:
Preventative maintenance planning Shelf-ready plans for infrastructure replacement (3-5 year horizon) to secure grant money Fewer ‘emergency’ repair situations Conscious investments based on risk analysis Lifecycle/asset management Objectives for 2019 Success Measures for 2019 Complete Asset Management Plan: Phase 1 for Three Asset Management Plans considered and adopted municipal road, water and wastewater assets by Council We will maintain a broad funding base by:
Fair share Service and user fees Grant funding Donations Industrial taxes Residential taxes Objectives for 2018 Success Measures for 2018 Establish a Peace River Agreement Policy outlining To have the Policy adopted by Council the District’s philosophy and objectives
Page 23 ANNUAL GOALS & OBJECTIVES We will deliver exceptional service to the community by:
Programming is well-accessed by community members Residents appreciative of community facilities and programs Setting and meeting realistic service standards based on available resources District welcoming to new community members Consistent messaging about what services the District provides leading to increased trust with residents District leading by example in creating accessible buildings Objectives for 2017 Success Measures for 2017 Determine either the continued operation of the facility Investigate options for the future of the community’s by meeting all regulatory requirements or diverting the Yard and Garden Waste Facility materials to an approved facility Comments: In 2018, staff’s plan is to propose options for Council’s Met: □ Not Met: □ In Progress: consideration in regards to the future of the Yard & Garden Waste Facility. We will support the social fabric of our community (e.g. health, education, recreation, environment) by:
High quality air shed Advocacy for enhanced Provincial services (e.g. health, education, transportation) High quality recreation facilities that can be accessed by all types of residents Reduced nuisance odours Progress in achieving goals in community engagement plan Objectives for 2016 Success Measures for 2016 Renew/Create new Integrated Pest Management Pesticide Use Policy adopted Policy Met: Not Met: □ In Progress: □ Comments: Pest Management Policy adopted on February 20, 2017. We will cultivate a supportive and effective work environment by:
Enough staff resources to do the work required Employee orientation and training Candid feedback is occurring Spirit of support and appreciation Celebrating success and achievements (e.g. milestone anniversaries) Fair compensation and benefits Safe and comfortable workspace (e.g. ergonomic) There are no active objectives for the above strategic goal.
Page 24 Corporate Services Year End Report
2017 District of Taylor Human Resource Overview: Staffing - General During 2017, the Executive Assistant position, previously the Confidential Secretary, was filled on an interim basis and was transitioned to permanent full-time in August. A General Tradesman vacancy was filled in the Public Works Department and a Maintenance Worker I position was filled in the Parks & Facilities Department. The Finance Department underwent some personnel changes as well and employed a new Accounts Receivable/Taxation Clerk (previously Payroll Clerk), on a full-time basis, as well as a new Payroll/Human Resources Clerk on a temporary full-time basis. The Preschool Coordinator position was also filled during the year.
The Deputy Chief/Protective Services Specialist position was new to the District in 2017, which evolved from the Protective Services Specialist and Public Safety Officer positions. Also new to the District in 2017 was a Lead Medical Office Assistant to aid in the Taylor Medical Clinic’s transition and long-term plan. The Facilities Coordinator position was also new to the District during the year, which evolved from a casual Maintenance Worker I position. Furthermore, at the end of 2017, the Golf Course Greens Superintendent position was still vacant.
Human Resource functions are shared amongst all departments but the effects are realized throughout the municipality. The Staff Turnover Ratio for 2017 was 17%. This result was due to the following vacated positions: Preschool Coordinator, Greens Superintendent, Maintenance Worker II, General Tradesman, and the Accounts Receivable/Taxation Clerk. This ratio is measured by the number of permanent full-time and part-time staff turnovers to the number of permanent full-time and part-time employees.
Skills & Competencies - General The District’s overall Skills & Competencies Ratio for 2017 was 2100 to 34 eligible employees. This ratio is measured by the number of training and professional development hours attended by permanent full-time and part-time employees, including Mayor & Council.
Page 25 Corporate Services Year End Report Continued
2017 Corporate Services Departmental Review: Internal Operations Community Hall Bookings – In 2017, Community Hall bookings transitioned to the Community Services Department. The Facilities Coordinator, with back up provided by the Executive Assistant, will be the main contact for these types of bookings. Staff believe that through the reorganization of this task, a sole coordinator is able to provide better customer service to the public for facility rentals.
Staff also participated in the implementation of the eRec Software which included attending meetings, providing feedback and software set-up. Ultimately, it was determined that the software did not meet our needs and therefore further participation in the implementation ceased.
Heath & Safety – The District’s Health & Safety Program continues to be reviewed, updated and progressed to reflect changes in practice and legislative requirements. The following policies/programs were revised, modified or initiated in 2017: WHMIS 2015 Internal Training Program, AED Maintenance Program, Working Alone Assessments (Departmental) and the Facility Inspection Program. A Health & Safety Facility Inspection software was purchased to assist the H&S Committee conduct thorough inspections. The Committee also conducted two incident investigations in 2017. The H&S Committee continues to host an internal annual BBQ to increase awareness of the committee and the program. At the 2017 BBQ, an incident skit was performed for the first time to quiz staff on identifying potential hazards and causes of incidents in the workplace. A new AED was also installed in the Community Hall to aid in the event of an emergency.
Human Resources – In 2017, staff reviewed and revised the New Hire Packages for staff to decrease the amount of unnecessary paperwork, update forms and improve the hiring process. Staff also aided the hiring process for the Deputy Chief/Protective Services Specialist, Greens Superintendent, Payroll Clerk, and General Tradesman positions. Additionally, staff prepared a new District of Taylor job description format to provide consistency and completeness of municipal job descriptions.
Page 26 Corporate Services Year End Report Continued
Bylaw & Policy Administration – In addition to the routine annual bylaws (5 year Financial Plan, Revenue Anticipation, Tax Rate, and Fees & Charges Bylaws), staff participated in the development and review of the following bylaws: Garbage Collection and Disposal Bylaw, Inter-Community Business License Bylaw, and the Cemetery Bylaw. Two Zoning Amendment Bylaws were also adopted, one for the purposes of re-zoning Parcel Z for the Residential Subdivision Project and one to allow for the temporary residential use of RV’s in certain zones.
In 2017, the following policies were reviewed and adopted: Peace Island Park Policy, Compensation for Emergency Response by Protective Services Personnel Policy, Pest Management and Control Policy, Management Performance Review & Compensation Policy, Grants/Forgiveness/Sponsorship Policy, Garbage Collection Policy, Golf Course General Manager and Superintendent Interrelationship Policy, and the Wage Establishment for Seasonal & Casual Employees Policy.
Contract Administration – Staff collaborated in the development of the Request for Quotation for the Taylor Fire Department’s Brush Truck Purchase as well as the Peace Island Park Caretaker Request for Proposals.
Freedom of Information & Protection of Privacy – Staff prepared one Information Request for 2017. Staff also collected all documents that pertain to the North Peace Airport Society for the purposes of relocating the storage of the documents to a place of the society’s choosing.
Medical Clinic – In 2017, the District transitioned the operations of the Taylor Medical Clinic twice. The first time from a previous partnership with the District of Taylor and Livecare to be operated solely by the District of Taylor and a second time from the District’s operations to a new partnership with the North Peace Primary Care Clinic. This was a major undertaking for staff in 2017 to ensure seamless transitions took place. These transitions included the hiring of one Lead Medical Office Assistant, selling condo assets, EMR system transition, meeting with local and regional stakeholders, establishing procedures and protocols for clinic staff, doctor attraction and contractual agreements, budget analysis and preparation, as well as MSP and doctor payment reconciliations, to name a few.
Page 27 Corporate Services Year End Report Continued Grants – In 2017, staff applied for the following grants: 1. Strategic Priorities Fund Grant to assist with the Asset Management Planning Phase 1 Project (up to $39,450) 2. 2018 Grant Writing Support Program to assist with local and regional grant writing support for the following year (up to $8,000) 3. Clean Water and Wastewater Fund Grant to assist with the Sludge Thickening Planning Project (up to $25,066) as well as the Lift Station #3 Replacement Project (up to $971,100) 4. Tree Canada/BC Hydro Community Re-greening program to assist with the Wastewater Treatment Facility Site Beautification and Screening Project (up to $2,800) 5. 2017 Economic Development Capacity Building Grant to support the economic development initiatives (up to $50,000) 6. MIABC Risk Management Grant to help support sending staff to the annual MIABC Risk Management Conference ($1,428) 7. Love Northern BC Funding Program to assist with the promotion of the Love Taylor BC Program (up to $1,200)
Agenda & Minute Preparation – In 2017, staff prepared 150 agendas as well as the corresponding minutes for the following areas: Council Meetings, Closed Council Meetings, Recreation and Sub-Recreation Committee Meetings, Protection Committee Meetings, Public Works Committee Meetings, Committee of the Whole Meetings, Closed Committee of the Whole Meetings, Health & Safety Committee Meetings, Cemetery Bylaw Review Committee Meetings, Garbage Disposal & Collection Bylaw Review Committee Meetings, Emergency Committee Meetings, and Budget Meetings. Additionally, staff prepare meeting agenda’s and minutes for other ad hoc or informal meetings as requested but are not included in the statistic provided.
Training and Development In 2017, Corporate Services staff participated in the following training and development sessions: • Emergency Operations Centre (EOC) Training including: EOC Level 1, EOC Level 2, EOC Level 3 – Finance • Introduction to Emergency Management • Spark! Women’s Leadership Conference • MATI Foundations • Freedom of Information and Protection of Privacy Act Webinar • Liability Claims Arising from Negligent Bylaw Enforcement Webinar • Chartered Professional Accounting Program: Core 1 Module • Local Government Certificate Program: Human Resource Management Course • Occupational First Aid Level 1 Page 28 Corporate Services Year End Report Continued 2018 Corporate Services Departmental Outlook Internal Operations Health & Safety – In 2018, it is planned that a new action item tracker be developed to track H&S Committee initiatives, facility inspection corrective actions and incident investigation corrective actions. The implementation of the facility inspection software as well as the completion of the facility inspection policy and procedure are still in progress from 2017 but will be completed in 2018. The facility inspection policy/procedure will also encompass provisions specific to risk assessments as well as hazard identification and control. It is also planned that a consolidated Health & Safety program be established for an overall evaluation of the program. It is also planned to review and update the First Aid Policy and Assessments.
Human Resources – In 2018, staff plan to establish a 3-tier internal pre- onboarding process to provide consistency during the recruitment and hiring process and streamline the overall onboarding process. This initiative will provide a systematic approach to onboarding. Staff will also review the structure of employee personnel files and initiate file reviews to improve organization of the files and follow-up on any required missing documentation.
Bylaw & Policy Administration – In 2018, staff plan to review, and update the Municipal Ticket Information Bylaw, Building Bylaw, prepare consolidated Zoning and OCP Bylaws for public convenience as well as any requested Zoning or OCP Amendments and review and update the Records Management Bylaw.
Additionally, staff plan to review and update the Per-Diem Policy, Interment for Past Mayor’s and Councillor’s Policy, Council Procedures Policy as well as the Records Management Policy/Program. Staff had initially planned to implement the Records Management program in 2017, however due to competing priorities this project will commence in 2018. The Records Management program is expected to be one of the larger project undertakings for the year.
Medical Clinic – The partnership agreement with the North Peace Primary Care Clinic (NPPCC) will continue until September 2018. The goal of the partnership is to work towards finding a long-term solution for the continued operation of the Taylor Medical Clinic. Working up to the end of the agreement, staff will continue to work with the NPPCC to streamline and improve clinic processes and procedures. It is also anticipated that nearing the end of the current agreement with the NPPCC, both parties will work together on a proposal for the future of the clinic.
Page 29 Corporate Services Year End Report Continued
Grants – In 2018, staff plan to apply for the Community Halls and Recreation Facilities Grant program for support in funding the Community Hall Kitchen Renovation Project and coordinate the 2018 Grant Writing Support Program Contract.
Asset Management – In 2018, staff will be working with a consultant to initiate the District’s Asset Management Planning Project: Phase 1. This phase of the project will result in the development of three individual plans for the following asset categories: water, wastewater and roads/sidewalks/curbing. The consultant’s role will be to conduct assessments and investigations of the asset categories, estimate asset replacement values and provide asset condition assessments, which will include associated risks to the assets. The information received from the consultant will be compiled and included in an overarching plan for the asset category, prepared by staff.
Elections – Staff will participate in the local elections administration as the Deputy Elections Officer for the 2018 Municipal Election.
Agenda & Minute Preparation – Staff will continue to prepare the required agendas and minutes for Council, Committees of Council, Select Committees of Council and others as requested.
The top three 2018 Corporate Services project priorities are as follows: 1. Health & Safety Facility Inspection Program 2. Records Management Program 3. Asset Management Plan: Phase 1
Training and Development In 2018, the Corporate Officer is scheduled to take an Election’s Workshop hosted by the Local Government Management Association. Staff will also participate in Accident Investigation and Due Diligence for Employer’s Seminars provided through Employers’ Advisors Office and participate in Emergency Operations Centre training throughout the year. Staff may also participate in other courses and seminars as they become available.
The Executive Assistant plans to attend the Corporate Officer Bootcamp and start a Public Administration course through University of Victoria to increase awareness and knowledge of governmental administration.
Page 30 Financial Services Year End Report
2017 Goals and Objectives: eRec Software: As Council was informed previously, the project was cancelled due to the transition to the Community Services Hub, and problems with the software. Please note the vendor refunded all software costs.
Accounts Receivable: (Deposit Log) Completed, though note continuous improvements will be made to the processes. The new POS will be a major help in reconciling deposits this year.
Accounts Payable: (Work Order module) Due time constraints, and staff changeover at the golf course the Work order system was not implemented in 2017 (see below).
Payroll: We installed the HR module for the payroll system. Features implemented in 2017 helped simplify efficiencies through the retro module, and Stat holiday calculation (the payroll calculates the statutory holiday owed to seasonal employees). Additionally the Library is using the scheduling module, and we tested the employee timecard entry on a small set of the employees.
Training: The Director of Finance attended the GFOA annual conference, and learned about current issues in local government upcoming accounting changes for tangible assets. Several seminars were held on developing Financial Plans. Other conferences attended by staff include the Spark conference, Temple users conference (Accounting and Payroll Software). Additional training includes a in-house training session for excel, that was extremely well received, and in-house training sessions for property tax deferment and BC Assessment.
Page 31 Financial Services Year End Report Continued
2018 Goals and Objectives: No major new goals for 2018, but rather the completion of goals started in 2017.
Accounts Receivable: The new Golf Course P.O.S. will have a major impact on this department. the new software will streamline processes through importing the daily totals directly through the system and improve the daily Moneris deposits, however initially the conversion will create more work. BC assessment is implementing process for downloading Folios, by October 2018, we will be implementing the new system in the summer. Accounts Payable: the new work order system will be implemented in November, December 2018 and will be the major goal for 2018. Payroll: The major goal for 2018 will be the continued implementation of HR features which includes:
• Further implementation of timecards: we will integrate the timecards with manager then flow it out to other groups. • Qualification tracking: The new module has the ability to track education qualifications and expiry dates for such things as First aid tickets and other certifications. • Scan the initial hiring packages to the individual employees so they are easily reviewed. • HR processes: as we develop new processes for HR we need to integrate theses processes with the HR module
An additional project planned for 2018 is the Capital Asset Plan, Corporate services is spearheading the project, with Financial Services, working in-tandem.
Training: Conferences planned for 2018 include: • Director of Finance: BootCamp II, first course was taken in August 2016 • Account Receivable Clerk: LGMA MATI Foundations course • Account Payable Clerk: Property Tax 101 & Customer Service
Page 32 Protective Services Year End Report
2017 was a good year for the overall administration and operations of the municipalities’ protective services. Due to the creation of a new position to work with the Fire Chief the hire of a Deputy Chief/Protective Services Specialist (“Deputy/PSS”) was completed. The position provides improvements with the Fire Department, Bylaw Enforcement and Emergency Management for the District. This was a good move towards the organization, structure and staffing needs.
Within all three areas, we are better organized and have the ability to follow regulations while also providing improved public engagement. The experience that the Deputy/PSS has brought to the District has made him a valuable key player for our organization. This position has eased some of the work load that was put onto the Fire Chief. It has allowed the areas to have better attention given over all.
Bylaw Enforcement In 2017 the intent was to undertake some large goals for the departments. We started with standardizing the way we performed Bylaw Enforcement duties and reporting. The creation of two types of notices was made to better communicate with the public about infractions the department was made aware of. One type is known as a Door Knocker. We leave a message regarding what the concern is about asking the resident to contact the department to discuss. The intention is not to replace the face to face but rather for us to leave a note when the property is not occupied at the time of visit. The other type is a Bylaw Warning Notice which is used to give residents a specific action and date the action is required by if there is an infraction. Both notice types create carbon copies so we have a copy to keep on file as well. In this way we are working toward voluntary compliance and compliance by education as opposed to ticketing. So far this implementation is working great. We have seen good results and compliance from the public.
Another large improvement is within training for the Bylaw Enforcement Officers. Over the 2017 year we have had great opportunities to train with Fort St. John Bylaw Enforcement Department (thank you to FSJ) and outside agencies. This gave us a much better understanding of the laws and regulations, protection, defence and animal controls when working within Bylaws. We also had the Deputy/PSS trained to Bylaw Level 1, a certified course recognized by the Licence Inspectors and Bylaw Officers Association of British Columbia.
Page 33 Protective Services Year End Report Continued
There were 86 complaints over the year:
Complaint: Dog Noise Traffic Garbage Unsightly premise Other Bylaw: 802, 2016 464, 1993 718, 2006 651, 2004 501, 1994 Count: 20 8 30 8 9 11
Many other visits or conversations have taken place. As a positive reinforcement, we have given out thank-you’s to residents for doing their part. We have also handed out leashes to the owners of dogs if they are seen walking without one. It’s a small give away from us and in some cases, the owners stated that they do not own a leash for the dogs. The typical response from the public is “thank you.”
We still have work to do in this area that was not completed in whole during the 2017 year. Some of these items consist of: • Working with Corporate Services to reviewing existing bylaws for required updates • Additional bylaw enforcement training • Attending the LIBOA Bylaw Conference • Compliance with Unsightly Premises
Policy states that Bylaw is mostly complaint driven. Any public concerns should be submitted in writing either on our website or provided by email or letter to the District office.
Emergency Management In 2017 we held a meeting to reaffirm the protection committee’s goals for the District. Within the Emergency Management Program much work has taken place over 2017/18, some of the work being performed is the draft evacuation plan. This plan is the top priority at this time and is coming together nicely.
The committee will meet throughout the year to maintain our direction and goals and to continue building within the program.
Some highlights over the year: • Lots of regional session took place for EOC training, including an Information Officer course hosted by the District • District staff being trained in EOC positions and operations • Many training events took place with our ESS team locally and regionally • Staff and volunteers attended NESST conference • Consolidation of the District phone list • Collaborative Emergency Management Model with the PRRD • Participation in a Mass Communication Software Project with the PRRD. Page 34 Protective Services Year End Report Continued
Items still needing attention in 2018: • Completion of the evacuation plan • Consultation with outside agencies involved in our Emergency Plan • Continued training for the ESS group • EOC internal training within the District for our employees • Installation of communications system for the EOC-fire hall • Continued work with the Collaborative Model with the PRRD • Finalizing the Mass Communication Project for the District and PRRD • Planning and participating in a Multi-Agency Emergency Event for the District and Industry
Over all, the ESS group is highly involved and we have a great commitment from the members. We are always looking to welcome new volunteers to the group.
Fire Department First off, the department is celebrating 60 years of service in 2018. As Fire Chief, I would like to congratulate The District of Taylor and all of the members over the years for your service protecting our community. Your time and commitment is invaluable.
2017 turned out to be a busy year. We had an increase in call volume with a recorded 174 dispatched calls coming through dispatch for our area. 168 of these calls involved having our attendance on scene. This increase in calls has been noticed throughout the entire region. We will continue to strive to be the best in our field, continue to be committed to our people, community and members.
Right now the department is trained and documented to the Exterior level based on the Provincial Minimum Standard. Over the year it was decided to increase the training standard from the OFC Playbook to the NFPA 1001 program, firefighter level 1 & 2. This is the National Fire Protection Association Standards, professional firefighter certification. To date we are about 15% through the program. The expected timeline to complete this training is a year and half to two years. The crew that has completed the 15% has done extremely well.
Page 35 Protective Services Year End Report Continued The ranking officers within our Department are now required to be at a level of Fire Officer 1. These Officers have their own set of training which is taking place. This helps them to perform their duties while in command to better navigate their roles. Chief Officers have also maintained training within. These consist of level 2 of 4 in the officer program. Level 4 is estimated to be complete for 2019/20.
We also took on five new volunteers from a recruitment drive in 2017. This group has gone through a probationary program which was also created this year. They finished this off and now have been moved to the NFPA 1001 training program with their peers. I will say, this group is very enthused and are showing a great attitude with drive to learn. Good job guys.
Some highlights to the year in review: • Full time position of a Deputy/PSS • Transition to a new 911 Dispatch service • Back up paging system in place and continually tested • Renewal, PRRD contract for Rural Fire Protection – one year - CAO contributed time • New Mutual Aid contracts with FSJ & Charlie Lake FD`s – CAO contributed time • Completion of PNG referral packages/dispositions • Implementation of the NFPA 1001 program • Uniforms and Tunic`s for our members • Many training courses were completed as a group • Hosted a few training events over the year, with participation from other departments • Responded to the request for assistance from the OFC and sent 1 engine and crew to Williams Lake wild fires for a two week period • Officer training / courses completed • Chief Officers Training, Governance/Municipal • Training plan / program for the department • A few operational changes within • Inspections - now starting to inspect throughout the community’s businesses • Installation of a few more lock box`s – throughout the community/District Buildings • Major upgrade to some fire equipment (hardware, fire hose replacement) • The construction of a new Brush Truck – completed for May/June 2018 • Improved maintenance program/checks on equipment • New decontamination program • Regular scheduled visits from third party trained in critical incident stress management • Hours - Training, Responding to calls, Events, Weekend duty Crew, other - over 5200 hrs. were spent keeping our community safe. Page 36 Protective Services Year End Report Continued Call stats: 168 calls attended for 2017 Alarms Fire Medical Aid MVI Other Vehicle Fire Brush Fire 28 12 58 47 14 6 3
Items still needing attention, ongoing or insufficient time to complete carried into 2018: • Install of a turn out gear washing machine • Build of a dirty room for cleaning of decontaminated gear- wash down area/room including for personnel cleaning • Installation of the back-up generators (District Office & Fire Hall) • Planning / RFP for Engine 11 & Command unit 49 replacement • Long-term planning for future growth in our community with respect to a larger fire hall building with equipment to better protect ourselves and public • Fire Pre-Plans & Inspections • Plumbing – sewage smell throughout the building • South Taylor repeater or fix for communications (awaiting NI911 Ideas) • Completion of hose testing
Page 37 Community Services Year End Report
Each year, Directors are asked to submit a departmental review as an overview of the previous year and the outlook for the department for the next year. The vast array of projects that fall under the Community Services Department umbrella include answering the overarching question municipalities have to address – “Is this a good community to live in?”
In 2017, the Community Services Department provided these services:
• Economic development • Culture and leisure services • Recreational programming • Tourism initiatives • Policy development • Hiring, staffing and operations of the Taylor Visitor Info Centre • Taylor Tots preschool program including licensing and • health regulations • Taylor Times publication • Communications - Media relations, press releases, social media, readerboard updates • Public Engagement – Coffee with Council, surveys, feedback forms • Promotions and Publicity eg) Fall in Love with Taylor Month in August • Website updates • Social media platform updates • Love Taylor BC – promotion, events and Selfie with Elfie Campaign • Community relations – requests for giveaways, sponsorship, Church Christmas Party • Finance accountability • CKNL Trade show • Taylor Tourism Kiosk grant and development • Pool – (Hiring, staffing, scheduling, promoting, managing) • Third-Party events • Regional events – (High On Ice, various Canada Day events in FSJ, Dawson, Pouce Coupe) • Kids Kamp and Kids Zone children programs • Parade Float – three parades per year • Community aid initiatives – (Coats for Kids, Food bank requests, Missoula theatre) • Taylor Elementary community representative (PAC liaison, Taylor Times contact for school) • Alaska Highway celebration initiatives for 2017 • North Peace Heritage strategy meetings with Northeast region of BC Page 38 Community Services Year End Report Continued
• Northern Trails Heritage Society meetings representative • Canada 150 Celebration organizing committee • Sleigh Rides • Staff Socials • Gingerbread house building for early dismissal day • The District of Taylor Greenhouse • Monthly Bingos • Grant writing • Provincial election coordination • Project Management – 4 Canada Day Celebration events during the month of June to celebrate Canada 150 (every Friday in June) • Project Management – Taylor Canoe • Project Management – oversaw onboarding redevelopment process • Project management – Country Christmas Concert sponsored by AECON • Project management – AECON sponsorship within the community • Committees - Health and Safety Committee, Peace Communications Network Committee and Taylor Access and Inclusion Committee.
Page 39 Community Services Year End Report Continued
Special event for 2017 – Community Services Hub Grand Opening March 1st
Mayor and Council created a vision for a one-stop-shop for the Community Services Department which was named the – Community Services Hub – located at the back of the Taylor Community Hall. This renovation of the former gym turned out looking quite sharp as residents commented at the grand opening how nice and clean it looked. The hub was developed to create a higher service level for residents with respect to Community Services initiatives. The overall project from contract to hiring contractor, construction, electrical work and furnishings was overseen by the Community Services Director.
The Facilities Coordinator role was developed by the Community Services Director and the Parks and Facilities Director to act as a staff member in the hub. The Facilities Coordinator oversees the hall bookings.
The Community Services Operations and Engagement in 2017
Summit Series The Community Services Department hosted a special Summit Series in 2017 and offered the MP Bob Zimmer Lunch and Learn on February 24th, 2017.
Inter-Community Business License Workshop The Community Services department implemented the ICBL in conjunction with the Ministry of Red Tape Reduction.
Children’s Easter Party The Children’s Easter Party is one of the most popular events for children in Taylor.
EP Week The Community Services department helped organize Emergency Preparedness week and the Bike Rodeo.
Taylor Hill Climb A town favorite event.
Spirit of the Peace Pow Wow The District provides the venue and staff assistance in promoting the Annual Spirit of the Peace Pow Wow.
Page 40 Community Services Year End Report Continued
World’s Invitational Gold Panning Championships The event spans a three-day weekend including a parade, gold panning championships, bannock baking and children’s events.
Taylor Pool The operation of the Taylor pool runs May until August.
Kids Kamp Spring Break Edition In 2017, we offered a pilot project for the Kids Kamp Spring Break edition.
Kids Zone The Kids Zone program was reinstated in 2017.
Kids Kamp The Kids Kamp program sold out in 2017.
Love Taylor BC Programs and Promotions In 2017, the Love Taylor program continued to promote local businesses. The Program and Events Coordinator is the community champion for the program.
Seniors Eye Exams Initiatives In conjunction with Community Services, the Taylor Access and Inclusion Committee hosted senior’s eye exams.
Healthy Walk to Breakfast The Healthy Walk to Breakfast was coordinated in cooperation with the Taylor Elementary School.
Halloween Party The District of Taylor Halloween ‘Spooktacular’ is a yearly Halloween event for kids of all ages.
Halloween Fireworks The fireworks budget were increased to $8000.00 as the Halloween fireworks were promoted to celebrate Canada 150.
Remembrance Day Remembrance Day celebrations were extremely successful with a very good turnout of approximately 350 people.
Page 41 Community Services Year End Report Continued Santa Skate Santa Skate (a free skate and pictures with Santa) was held on Friday December 1st at the arena.
Deck The Halls Contest Judging for the “Deck the Halls” Contest in celebration of most decorated house took place in December.
Taylor Tots Preschool The Taylor Tots Preschool program ran Tuesdays to Fridays in the Taylor Elementary School.
Various Recreation Programming for resident engagement: • Winter Walking group • Ball Hockey • Yoga • Tai Chi • Archery
Taylor Times Monthly Community Newsletter The Taylor Times is published on the 1st of each month and is now in color. A few examples of topics the Taylor Times published features are: • Mayors Message • Fire Department Information • Emergency Preparedness Week • Monthly Calendar • Local community features – births, weddings, retirements, obituaries • Taylor Elementary Information and PAC information • Safety bulletins • Monthly holiday stories and information on celebrations
Economic Development The Community Services Department assists with: • Economic development • Business development • Attraction and promotion of our community • Signage of the community – gateway signs (in conjunction with the Ministry of Transportation)
Tourism Development Oversaw the Visitor Centre – hiring, staffing and training
Canada 150 Celebrations Every weekend in June, the Community Services Department hosted an event to showcase Canada 150. Page 42 Community Services Year End Report Continued
The 2018 Outlook:
1. Adoption of the Communications and Public Engagement Plan 2. Strategic Initiatives to create a higher level of communications and public engagement - internally and externally 3. Development of the Emergency Communications Plan 4. District branding guideline 5. Earth Day event at the compost pile to help engage residents to compost 6. Implementation of a bi-annual recreation and leisure guide 7. Implementation of a small business newsletter 8. Oversee implementation of a new hire development process (onboarding) 9. Parcel Z promotion – including realtors workshops 10.Assisting with Coffee with Councils and public engagement 11.Ongoing Summit Series workshops for financial health 12.Website business case development 13.Public engagement strategy document 14.Collaborate regionally with the “Get out and vote” campaign for municipal election 15.Visitor Centre Electric Vehicle Charging Station 16.Horticultural and Food Security Plan 17.Training for the Community Services Department will be as follows – IAP2 Certification, Economic Development (Year 2), Plain language graphics, MATI Foundations, Framework for Recreation Forum, MIABC (course and webinars), CPRS Communications plus ongoing EOC training.
It should be noted that the Community Services Department is a very valuable department of the District as it creates the “quality of life” that municipalities strive to achieve. It is also a department that requires working evenings, weekends and statutory holidays to ensure that behind the scenes requirements are fulfilled for operations. This component is important to note as the department takes a great deal of pride in their work.
Page 43 Lone Wolf Golf Course Year End Report
It’s difficult to summarize an entire year into one report. It seems the season goes faster every year and although not obvious to the outside observer, more and more work and planning occur during the off season to ensure we are ready to go on opening day. As we look back over 2017, there are a number of notable highlights.
STAFFING
Staffing continues to be an ongoing challenge for the club as it is for many service businesses in the area. With other industries paying much higher rates for similarly skilled work, we don’t have an abundance of students and residents applying for positions each year.
This year we were also challenged with the leave of absence taken by our Superintendent in April followed by his resignation. We were fortunate to have the Maintenance team step up to the challenge, led by our Assistant Superintendent. A decision was made to delay recruitment until the fall and we had a very successful recruitment process, attracting over 20 resumes and hiring a fantastic candidate. We are eager for their arrival in February and are excited about the impact his education and experience will make!
Staffing challenges within the restaurant caused us to reduce hours through September and October. Even with the loss of revenue due to the reduced hours, the restaurant still had one of its best years. We are looking at some different initiatives to assist with attraction and retention in 2018.
One initiative we are planning to assist with recruitment across departments is to host a Job Fair in March where candidates will have a greater opportunity to come in and meet with Supervisors in all departments to discuss the different employment opportunities available at the course.
POLICY AND PROCEDURAL CHANGES AND INVENTORY CONTROL
There were many behind the scenes changes that occurred in 2017. A monthly physical inventory count process was initiated in the restaurant to ensure better controls on alcohol and key food items. Our Point of Sale (POS) system constraints made the process quite manual, time consuming and cumbersome and we are hopeful that our new POS system will help streamline this process. It is estimated that the administrative requirements of the program including set up, entering invoices, physical counts, and reconciliation of counts take approximately 40-60 hours per month Page 44 Lone Wolf Golf Course Year End Report Continued
We did have challenges with the introduction of the new process, including: ensuring products used as mix (eg. Bottled pop on the beverage cart), properly recording purchases by sales unit (eg. Invoices required manual calculations prior to input, a bottle of wine had to be recorded as 26 ounces of wine), the fact that you never get 26 one ounce drinks from a 750 ml bottle (25.3 fl oz.), and ensuring expired or damaged product was properly written off. At the end of the day we experience very little shrinkage, alcohol shrinkage was approximately 2% of sales.
We saw higher shrink in the non-alcohol and snacks but in further review, also identified inventory entry issues (incorrect calculations or entering invoices more than once), less mix code usage than we would expect (only 1200 bottles of pop used for mix on the beverage carts and they sold over 5,000 drinks which would have mix, these products are more prone to spoil (heat, damaged packaging due to handling for beverage cart), these products also have best before dates which does result in having to write off product as it hits the expiry date and at the end of the season for product that is expiring prior to the end of the year. That said, overall shrink was less than 4% of sales.
To put these numbers in perspective, research identifies that the average shrinkage in the beverage/bar service industry is 20% and although many inventory items sold as individually packaged units (a can of beer), very few bars and restaurants complete physical inventory counts for bottles of wine or alcohol when they are sold by the glass.
In order to improve these processes in 2018, the Beverage Supervisor role will be changed to ensure that a portion of the role is administrative. The Job Description and hiring criteria has been updated to ensure future Supervisors are more clear with regard to the focus and expectations with regard to inventory management.
The Pro Shop also increased the frequency of their inventory counts, selecting different merchandise types to count each month (eg. Gloves, balls, clubs). These counts were not as cumbersome as the restaurant but we faced challenges with coordinating these counts with the District office since our POS system does not communicate with the District systems so each time something is manually adjusted in our POS system, there is opportunity for that adjustment not to occur at the District. Again, this was a key selling feature for our new POS system as it will integrate with the District system.
Page 45 Lone Wolf Golf Course Year End Report Continued
We also introduced a monthly member and staff POS system reconciliation to ensure users were not coded to staff or member inappropriately, which could result in them not being charged for golf. During these reconciliations, what was more common when there were discrepancies was users not coded as members that should have been or duplicate users in the system where both accounts had been coded as members. Again, POS system challenges made this process challenging and it was one key area we focused on when selecting our new POS system. In the new POS system, changing a person’s “type” occurs as part of the sale of that item verses a separate step that can be done. These reconciliations will continue in 2018 unless it can be adequately demonstrated that the system restricts ability to code users without proper controls. Supervisors will also be responsible for maintaining their employee lists in the new POS system and this will be part of their new “super-user” responsibilities.
Other smaller changes implemented included greater control of the liquor stickers, new phone system which allows calls to be picked up at any phone, attaching packing slips to Pro Shop invoices, and maintaining costing information in the POS system for F&B items.
We also started documenting and posting policies on our website: Group Membership Program, Children on the Course, Dogs on the Course, Private Carts on the Course and Pace of Play Guidelines. This continues to help ensure we have clear policies and increases transparency. We continue to develop policies as we run into challenges, inconsistencies or customer questions.
NEW POS SYSTEM
2017 began the selection process for a new POS system that will be fulling operational for the 2018 season. After extensive review of the systems on the market, we selected Club Prophet Systems as the new POS system. We are currently in the implementation stages which has involved hardware purchases to bring the systems up the required specifications and adding peripherals that were not used in the current system (scanners, card swipes).
The other large part of the implementation process that was completed in November and December was to pull data from our current system and determine what would be uploaded to the new system. This was quite a process after almost 10 years with this system.
Page 46 Lone Wolf Golf Course Year End Report Continued
As I write this report, we now have the server up and running, software on all of the terminals and they are putting the finishing touches on our new database. Throughout February we will continue to complete the database setup and begin some preliminary training and CPS will be onsite the first week of March to complete in person training.
This system will provide a significant increase in functionality. Beverage carts and any other transactions rung through outside of the clubhouse will be done on iPads with a real time link to the POS. Our debit/credit pin pads will be integrated with the POS system so that there are no keying errors that create issues with cash balancing.
The Pro Shop will now use touch screens with user friendly icons and pictures thus reducing keying errors. There will also be more scanning of items within the Pro Shop. The system provides for more login and cash drawer security as the restaurant tills will each have two cash drawers so that tills are not being shared when there are more than two servers working. There is enhanced ability around permissions in the system so certain tasks can require a manager password to complete and employees can be provided access specific to their needs. Pro Cards will now be digital rather than the cumbersome sticker card system.
Discounts can now be automated by customer type, reducing the manual discounts being provided. The additional reporting capabilities will allow for easier review of any manual discounts applied. This functionality will also allow us to have an automated, consistent Membership discount which will be introduced in 2018. The Member’s discount has always been a part of membership privileges but has not been consistently applied or specifically documented. Because the new system allows for pricing by “tier” and “category”, we can, for example have the staff restaurant discount automatically be applied when the sale is made to an employee and it would only apply on food and non- alcoholic beverages. Similarly, we can provide Members a certain level of discount on clothing but no discount on lower margin categories like golf clubs.
To help ensure we have sales entered under customer numbers for our regular golfers (members, pass holders, staff), we have wallet cards and key tags with their customer number on them to encourage customers to provide their customer number. Not only will this assist with automated discounts and promotions, but it will also help provide better reporting with regard to overall spending habits of these groups.
We do realize that there will be some challenges as we all learn a new system but are very excited about not only the controls the new system provides but the sales opportunities and the reduction of paper systems. Page 47 Lone Wolf Golf Course Year End Report Continued
JUNIOR PROGRAM
It always seems hard to top what we do year to year in our pursuit of introducing Juniors to golf and removing the barriers for their participation but in 2017 we did it yet again! We continue to have the largest Junior program in Northern BC and we are now seeing the result of this as we have an increase in Juniors on the course. We were very excited to have Kikinaw Energy Services sponsor our Juniors Golf FREE program which helped us see an 800% increase in Junior rounds of golf! I am equally excited to report that Kikinaw Energy Services has renewed their sponsorship for the 2018 season!
We also had our first ever Paint n’ Party fundraiser for Junior Golf that raised almost $1,000 to help offset the cost of purchasing larger Junior clubs for our tweens/teens who are now remaining in golf due to lessons and affordability for their families.
TAYLOR FARMERS’ MARKET
We were fortunate to have Amber Lindley join us as our Market Coordinator in 2017. A key vendor in 2016, she worked to increase the number of vendors and promotion of the market. Although it did generate more traffic than in 2016 and she had some great success with themed Market days, it has still been a challenge to attract enough vendors to drive customer traffic and enough customer traffic to attract vendors. Coordinating restaurant specials (All You Can Eat Pancakes) was tried but did not drive additional traffic.
Amber has agreed to stay on in 2018 and will be making some changes in order to find the right balance for the Market to continue in future years. 2018 will see a name change to the Taylor Market as it has been difficult to attract and maintain enough produce vendors to drive the “Farmers’ Market” traffic. Although she will continue to work at securing produce vendors, the Market will focus more attention on local vendors selling unique items.
The Market will also run on fewer days, operating on the second Sunday of the month which will provide greater opportunity to focus promotion and vendor recruitment. We are hoping that running a busier market once a month will be better than lightly attended weekly markets.
Page 48 Lone Wolf Golf Course Year End Report Continued
GROUP MEMBERSHIP ANALYSIS
Our Group Membership Program continues to be very popular and also controversial. Our Group Memberships contribute 45% of our overall Membership Revenue.
Although the program has drawn many comments, received positively by those participating while bringing in many new members to the club, and negatively by those who are not able to participate in the Group Membership Program. Although I’ve spoken in the past about the significant revenue we achieve with this program, I’ve done further analysis to be sure it isn’t just moving revenue from one place to another, and perhaps cannibalizing revenue.
Attached you will find a chart that illustrates the impact of the Group Membership Program. What you see is the industry trend of declining Memberships since 2009. Although we saw a small bump in 2012, the overall trend was to see further and further loss of membership revenue. This is consistent with what is occurring in the golf industry. Golf competes with a variety of types of summer entertainment and millennials are less inclined to commit to one golf course or one summer activity. It gets harder and harder to attract new members as you continue to see year to year loss of your regular members.
Fortunately at Lone Wolf, we have managed to turn this trend around. After membership revenues flattened (2011 to 2014), we introduced the Group Membership Program. From 2015 onward (when the Group Membership Program was introduced), our Membership Revenue increased significantly and continues to grow.
That said, we are sensitive to the concerns brought forward from Individual Members and have made some changes for 2018 in order to better differentiate Group Members from Individual Members. The notable changes are: • Groups must have 25 paid memberships to participate. We have invited five groups to return in 2018 as they met this threshold in 2017. New groups wishing to join will have to confirm that they will have 25 paid members before being accepted – either the group collects all revenues or we collect a 50% deposit and the group is not certified until we have 25 deposits.
Page 49 Lone Wolf Golf Course Year End Report Continued
• There will not be a sliding scale based on number of members, the Group Membership will be a flat fee of $500. • Group Membership will no longer include Golf Canada (handicapping) and annual range pass. These would be purchased separately if the Group Member wishes to have them. • Group Members will not receive the Member discounts introduced in 2018 to individual members.
We hope that these changes will help us find the balance between a discount for bulk memberships and the value provided for that discount. As always, we will revisit after the 2018 season and make changes as necessary.
PRO CARD ANALYSIS
Similar to the analysis completed for Group Memberships, we also looked at Pro Cards. It was identified that we might have too much value for the price of the Pro Card. There were also questions about whether we were simply cannibalizing our green fee revenue.
I’ve attached a chart that demonstrates the trend for green fee revenue was fairly flat, with only slight increases each year. Pro Cards were introduced in 2014 and since their introduction, are responsible for the green fee revenue increases. Even with the introduction of Pro Cards, we have maintained and slightly increased the green fee revenue and then had incremental benefit from the Pro Cards.
Page 50 Lone Wolf Golf Course Year End Report Continued
That said, with the new POS system, we are able to make a number of changes to Pro Cards for 2018. Gone are the sticker cards and all benefits will be tracked within the system so that we can have a better understanding of the usage of the benefits when the card is purchased. The new system will also be more efficient for the Pro Staff and does not require the purchase of the sticker cards.
In light of the concern with regard to providing too much value for the price, we have also redesigned the benefits for 2018 and are offering three different cards: Par, Birdie and Pro. They no longer include the unlimited benefit of ½ price weekday golf and reduced the number of free and ½ price rounds for the $99.99 option.
2017 was another busy year of tournaments and events. Our large charity and corporate events returned and we had some new events this year. Peace River Hydro Partners held their first tournament in 2017 with over 80 participants and they have already penciled in their 2018 tournament date. In fact, we have already secured dates from almost all of our large tournament and event organizers for 2018. The FSJ Rotary Club also held their first charity tournament at Lone Wolf with included a helicopter ball drop.
We also saw our two big multi-purpose events return, the SD60 banquet and the Canfor contractor appreciation barbeque for almost 300 people.
The Taylor School brought students over this year and we also had an opportunity to educate them about trees and had them help plant a tree. Dr. Kearney students and the FSJ Library summer program brought groups to the course. Special Olympics athletes joined us on Tuesday afternoons again this year.
SUMMARY & CONCLUSION: It certainly felt like a busy and at times, chaotic, summer but when we closed the doors and had time to reflect and look at the numbers, it was a very successful summer. With the hiring of the new Superintendent and some great ideas to head into next season, I am looking forward to another great season in 2018.
Page 51 Parks & Facilities Year End Report
The following is information for 2017, each facility and area the Parks & Facilities Department maintains is highlighted individually.
Community Hall The Community Hall had 419 bookings in 2017, as compared to 387 booking for 2016. This number includes 7 groups that utilized the Community Hall on a weekly basis such as Tai Chi and floor hockey, Community Services Events including 10 Bingos, 6 weeks of Kids Kamp and numerous family and community events plus many private rentals. In addition to regular maintenance and cleanings by staff, the Hall also had annual inspections done by contractors such as AAA Safety, Cal-Tech and Pimms Production Equipment. Regular monthly inspections were performed by staff as well. Although no major construction or changes were made to the Community Hall in 2017, repairs to drywall, light fixture repair and exhaust fan repairs were completed.
Cal-tech made numerous visit to the hall and staff spent many hours struggling to maintain temperature control of the boiler both manually and electronically. This is an ongoing issue and staff continues to seek a solution.
A Community Hall Kitchen sub-committee was created in late 2017, the committee met and discussed options for the possible renovations. The committee agreed to move forward with a grant application to NDIT. Staff continues to record repairs and maintenance for the hall in binders located in the arena office.
Complex The Complex has an agreement with the Taylor Curling Club which gives the Curling Club control of the building from September 15th until April 15 of each year. During this time staff continues to do general maintenance and requested repairs. Bi-annual services to furnaces were performed by Cal-Tech and AAA Safety did the annual fire suppression system check early in the year. In April staff had Epscan remove and reinstall 2 light fixture to accommodate the installation of above ice cameras the Curling Club arranged for. In May, Pimms installed Wi-Fi. In the first part of the year light switches were replaced in the lounge area and the ice machine was repaired. Taryn Electric replaced florescent lights in the lounge and stairwell with LED lights. Page 52 Parks & Facilities Year End Report Continued WSP Canada began the year long monitoring of the ice pad at the complex. In April the initial point shots were taken to track movement in the ice pad. They made another visit in September and will continue to track movement through March 2018. An update report was submitted to the Recreation Committee in October.
From May to August the complex is home to the Community Pool. Staff assembles the pool and monitors the water chemistry through the season. Staff continues to do maintenance and repairs to the building. The pool is then taken down and the pad is prepped for the Curling Club.
A risk assessment was completed for the Freon plant at the end of the year as was recommended by Worksafe BC.
Regular monthly inspections were completed by staff. Staff continues to record repairs and maintenance for the complex in binders located in the arena office.
Taylor & District Ice Centre In 2017 the ice was put in and the arena was open on August 21st. The arena was utilized by a weeklong hockey school, private ice bookings and the TMH Back to School Hockey Jamboree. The arena is home to Taylor Minor Hockey, Peace Passage Skating Club, Taylor Men’s Rec Hockey, Old Timers Hockey, the Taylor Falcons and multiple church groups from October 1st to the end of March 31st. All primetime ice, 3:30pm to 11:00pm, is utilized by these organizations. Private ice rentals are accommodated when possible and the leisure ice pad is open from 10am to 10pm 7 days a week.
From May to July, the dry pad is utilized by Roller Hockey and Pickle Ball. Cal-Tech, AAA Safety and Pimms continued to complete annual inspections at the arena. Other contractor visits included: • Tyco/Simplex - replace 4' of sprinkler header line and the air compressor for sprinkler system • Pimms - repaired security alarm system • Simplex/Grinnell - replaced pull station in Zamboni room as well as the heat sensor • Cal-Tech - repaired sandwich cooler and aligned the infrared heaters • Hi-pro - board cleaning • Mike Tolsma Welding - welded a saddle for steel header to give additional support when the Zamboni and equipment travel over the header • Taryn Electric - replaced battery pack for bleacher emergency lighting • All West Glass - installed plexi glass around penalty boxes Page 53 Parks & Facilities Year End Report Continued
Yeti Refrigeration collected brine samples, changed cooling floor gauge, added ammonia to chiller and in August delivered the new chiller in preparation for installation in spring 2018.
Worksafe BC made a visit to the Ice Centre on November 21 and issued an inspection report with five orders to be completed in 30 days. Four of the orders were completed within the 30-day time period. The last order was delayed due to parts being ordered and then given to Smithers for an emergency repair at their facility, parts were then reordered. All orders were completed on Feb. 23, 2018 and an inspection report with compliance was issued and posted for 7 days as per Worksafe BC guidelines. Staff completed all the required work for 4 of the orders. The Exposure Control Plan was updated to the specification stated in the citation. The ECP now has location of decontamination facilities. A risk assessment for the District of Taylor Ice Centre has been created and completed. A bump test was conducted Dec. 6th, 2017. A document was produced to insure that the tests continue to be done monthly as per citation. Steel mesh plating was attached to current guard to cover exposed belt entry.
Yeti Refrigeration completed the last order; installation of the new sensor was completed on Feb. 23, 2018.
Staff continued to perform regular maintenance and servicing of vehicles and equipment, as well as maintenance and repairs of the building.
Regular monthly inspections were completed by staff. Staff continues to record repairs and maintenance for the ice centre in binders located in the arena office.
Ball Diamonds / Playgrounds Regular daily maintenance was completed at all 4 playgrounds. Parks were edged and rototilled and minor equipment repairs were done. No major changes or improvements were done.
The Ball Diamonds received regular weekly maintenance, and field maintenance was performed a minimum of twice a week. Taylor Minor Ball installed magnetic bases on fields 1,3 & 4, they also installed foul poles on the same fields. Minor repairs, done by staff, were made to the dugouts and washroom. New aluminum bleachers were ordered for all fields and will be installed in early 2018.
Page 54 Parks & Facilities Year End Report Continued
The Fire Department along with staff developed a route for emergency vehicles to access the ball diamonds and surrounding areas, highlighting no parking / camping locations. This map is provided to ball diamond user and renter.
Community Enhancement The community gardener planted annuals at the Info Centre as well as the District Office and Fire Hall. After planting was completed the gardener quit and staff took over the daily maintenance. Rapha Landscaping was hired in September to clean-up flower beds at Visitors Centre, Library, Hall and 3 rock beds.
Staff worked with MoT on plans for new signage and the removal of older signage throughout the community.
On February 20th, Council adopted the Pest Management and Control Policy, resolution #49/2017, as put forth by the Parks & Facilities Department.
Peace Island Park A year end review was not submitted for Peace Island Park by the park caretaker due to the ending of their contract.
Staff worked with District administration to complete a very thorough Request for Proposal for a new park caretaker contractor, which led to zero responses. A new simplified request was created and posted.
The District of Taylor worked in conjunction with NDIT, The Petroleum Association and the Peace Country River Rats to move forward with the construction of the new Pavilion. Construction began in the fall to be completed in early 2018.
• The causeway was washout out in May, Public Works was called on to do repairs. • Eddy warning signage was hung at the boat launch as per BC Hydro request. • The River Rats and Petroleum Association received approvals for helicopter rides at PIP during there events. Page 55 Parks & Facilities Year End Report Continued
Visitor Info Centre Regular maintenance was performed by staff. Staff participated in the canoe restoration by preparing the soil around the canoe for new sod. Staff ordered the sod and installed it. At the end of the season an electrician was brought in to assess the shortcomings of the existing electrical system and approval was given to upgrade the system. Work will be done early spring 2018.
Staffing Information
Casual summer staff was hired to focus on weed and mosquito control within the community. A staff member took a brief leave from work for a personal family issue. After a short bereavement period the staff member returned to work.
One new employee was hired to fill the vacant full time position at the end of the year.
The Parks & Facilities Department and Community Services were united by the creation of the shared employee position, Facilities Coordinator. This position was developed to not only have all facility rentals be central and booked by one position but to also have extra administrative help for both departments. The Facilities Coordinator maintains offices in both the Hub and the Arena and divides time between both departments.
2018 Goals & Objectives
The Parks & Facilities main objective for the 2018 season is to complete and fully implement the Preventive Maintenance Plan for all Recreation Facilities and assets.
Other goals and objectives include: District Ice Centre • Replace Ice Resurfacer • Replace Evaporator (chiller) and components associated • Replace Fire suppression system • Schedule major board repair which may lead into starting season later with the less demand for ice in Fall • Replacing flooring in player benches and repair/replace podium floor • Visitor penalty separation from time/score keepers • Sand and paint dressing room benches • New score clock Page 56 Parks & Facilities Year End Report Continued
• New score clock • Repair eaves and downspouts and sewer vents • Plan to replace main arena 1000-watt mercury halide with LED or better • Move leisure ice dry floor covering to coverall to accommodate Taylor Minor Hockey equipment • Replace stain ceiling tiles at arena • Plan structural inspection from engineer
Complex • Work with Access and Inclusion on installing a lift in stairways from lobby to lounge • Complete Geo survey and continue monitoring any drainage concerns and movement of ice pad and walls • Build pool office with lighter material • Plans to repair/replace broken tile in women’s washroom downstairs • Installing chemical monitor to regulate chlorine balance • Heat trace eaves and gutters • Lounge ceiling tile replacement
Community Hall • Dependent on NDIT funding, kitchen renovations • Purchase auto scrubber • Replace winch and cable for curtain • Replace/repair double doors at storage room • Update components for projector, i.e. Adding HDMI connection
Community Enhancement • Employ new gardener or make arrangements to work with local landscaper contractor • Paint lines in parking lot • To continue as per the Mosquito control plan and Integrated Pest management plan • Replace Mower
Peace Island Park • Install outhouse at Pavilion site and work • Replace wood bleachers with new aluminum and work with River rats on requests for their events
Page 57 Parks & Facilities Year End Report Continued
Ball Diamonds and Playgrounds • Edging and top off safety sand • Replace wood bleachers with new aluminum bleachers • Repair or replace washroom partitions • Replace shingles on dugouts • Work with Taylor Slo-pitch on their requests • Playground signage
Visitor Info Centre • Upgrade electrical
Other / Training • Continued involvement with RFABC, BCRPA, NBCRA and NEIPC (different acronym now) • One 1 new employee will be receiving training and certification for IFO (Ice Facilities Operator) and Pool Operators 1 & 2 • Several staff members will be re-certified in First Aid level 1 • All staff completed WHIMS in early 2018
Page 58 Public Works Year End Report The District of Taylor Public Works department had a very busy year consisting of Capital Works Projects, Operational day to day activities and assisting other District of Taylor departments. Also, there were 2 new employees hired, one as a replacement Public Works General Tradesman and one hired on for summer labour. Council has decided that Public Works will be able to hire a summer labourer from now on to assist with summer activities and also backfill when staff numbers are lower during the summer months.
Capital Projects A project that was thought to be a good idea, was to invest in Automated Garbage Carts for the disposal of solid waste. The cost to go this route had an upfront
cost, but with the new system of disposal, it will pay for itself in 4 – 5 years, and continue to save taxpayers. As well, going to the automated system has shown to relieve back injuries with workers in the business.
There were 2 Road Projects on the books for 2017 and were successfully completed under budget and within construction timelines. The first one was near the school, mainly including 98 Street. This completed a major portion of sidewalk connectivity within Taylor, promoting safe access to the school and the bus stop for many Taylor school age residences.
Prior to digging up this road site, we canvassed the residences on the East side of 98 Street to see if they had any sewer issues. That side of the street had sewer services that crossed over the water main trench, potentially causing a belly to form in the pipe and back up sewage. We wanted to catch this issue and repair if necessary prior to building new infrastructure that would need to be re- excavated. If they desired, we would come and camera their sewer service to see if any repairs needed to be made. Out of the 6 services that were inspected, 1 repair was performed. (2 other services were repaired a couple of years prior) The other road project was on the West side of town, 103rd Street (South of Pine Avenue West) and 102nd Street (North of Pine Avenue West). These 2 streets were in need of repair due to the top layer of road surface only being chip sealed. With a more stable base and asphalt surface, these roads will last for many years to come.
A major project that had been in dire need of attention was at our Sewage Lift Station #3. This utility, that is a pumping station to transfer domestic sewage from residences of Taylor to our Sewage Treatment Plant, has definitely surpassed its life span. Although it still performed its job adequately, it was in desperate need of replacement. We were able to accomplish this project with Page 59 Public Works Year End Report Continued
the assistance from Federal and Provincial funding through the Clean Water and Waste Fund. The design for this project was “shelf ready”, enabling it to be a priority selection for receiving these funds.
We also received a grant for a study to enhance the performance at our Waste Water Treatment Plant. This study will aid us to improve how we deal with the by-products produced within this facility and help design a ‘shelf-ready’ plan for improvements in the future.
One other Capital works that needed to be completed, the Slope Stability Project, was a metal sheet piling wall to be installed at the North end of Town, near our Water Reservoirs. In order to protect our infrastructure from the “common hill side sliding” in the Peace Area, we needed to act quickly. At risk was our newest Water Reservoir Tank that holds nearly 500,000 gallons of potable water for our town water supply. This wall was hammered down to depths of 7 meters in places on extremely steep terrain. This project was 95% completed in 2017, with landscaping remaining to be done in the Spring of 2018. Monies for this project had to be reallocated from the back up generation project at the river pump house, moving that project to 2018.
Operational The day to day list of activities within Public Works is extensive. We care for 2 major utilities in Taylor, the Water and Sewer Systems. Also under our care are the cemetery, Peace Island Park Water Treatment (R.V. sites opening in 2018), storm water drainage and road maintenance, to name a few.
Within the Water System, daily water samples are taken to ensure safe potable water is being delivered to the residences. Weekly samples are taken from all corners of the water distribution system and sent to Northern Health for bacteriological testing. Samples are also taken from the water storage towers to make sure that this water does not get below the allowable chlorine limit as set out by Northern Health. The stored water can see chlorine residual dissipate over time. Large volumes of water is also stored for Fire Protection, to ensure there is enough water supply available if there is a large demand for it.
The water source that supplies our Community Water System, comes from aquifers adjacent to the Peace River. We have 3 separate wells that connect to a main header pipe feeding into the Filter House. Last summer, the motor on the Well #3 pump failed, so we needed to coordinate with BC Hydro to have the river level lowered enough so we could have a contractor come in and replace the motor. Once the well pump was pulled, there was noticeable corrosion on a piece of pipe between the pump and the top of the well. We discerned that it
Page 60 Public Works Year End Report Continued should be attended to while we had a low river window of opportunity. A new piece of pipe was ordered and received quickly. The new pipe was made from stainless steel, which is much more resistant to corrosion.
Along with this, water quality samples are taken twice a year to examine that the water from the source wells is being properly treated with in the Water Treatment Plant, producing safe and aesthetically pleasing water. This is also being done in conjunction with BC Hydro to make sure that the Site C activities up stream do not affect our drinking water. This is taken very seriously and you can be rest assured there are safety measures in place along with mitigation plans if a problem arises. The Water Treatment system is also monitored and cleaned daily by automatic backwashing of the filter media. The media used to filter the water needs to be topped up occasionally to be most effective for Iron and Manganese removal. Chlorine is added to the water to aid in the filtering process, as well for protection of any potential water born viruses.
To ensure water quality is stable, the District of Taylor flushes the water system in a unidirectional method. In 2016, 2/3 of the system was flushed. The remaining 1/3 wasn’t able to be done due to how our pressure reducing stations were responding to the high flows of water necessary to clean the water main lines. We were able to repair and have these stations actuating properly in 2017, where we can complete this flushing program in 2018. All going well, we aim at flushing the entire system in 2018. This flushing program also aids in hydrant exercising and identifies fire hydrants that are in need of repair so they are in good, ready to use condition. Rest assured, the District of Taylor potable water system is safe and well maintained.
Water pressure within the water system is set by the elevation of the water storage tanks and also is controlled by Pressure Regulating Valve Stations within the District. These are maintained by physically visiting the stations, either on a schedule or by customer observations (residences). Another tool we use to monitor the water system is by our Supervisory Control And Data Acquisition (SCADA) system. This system is a computer program that monitors many facets of the water and sewer system and alerts operators of any potential changes that are addressed before they become risks to the system. Public Works personnel is on call 24/7 for any emergencies that may take place.
A couple of residential water services needed to be repaired over the winter months due to failure in the material used for the service. To minimize service interruption to neighboring homes in the repair area, water main valves are located and used to isolate the area to as small an area as possible. One particular repair occurred when the temperature was below -25 C. Kudos to the Public Works crew for enduring this weather to have this work completed quickly, minimizing the disruption to our customers. Page 61 Public Works Year End Report Continued
We also service outlying properties and bulk water haulers with potable water via our water standpipe station, behind the Taylor Hotel. This station needs to be calibrated from time to time, as well as maintained in the winter and summer.
In regards to supplying the town with water from the Peace River, this land area is in an extreme slide zone that is constantly moving and changing. Back in 2010, a new above ground water mainline was installed to help prevent line breaks and identify more efficiently where the leaks are when they do occur. There still remained a section of line that was underground and would pull apart when there was a shift in the hill. This summer, we seen 7 separate incidences when the main line had to be repaired, interrupting service to the towns water supply. Utilizing existing water parts, we installed a flexible water pipe (HDPE), above ground over this zone in hopes of minimizing the water breaks even more. This install occurred on October 12, 2017 and has seen great results. The biggest test is yet to come when the ground begins to shift again in the Spring/Summer months.
Also in this slide area, is where the power line that supplies power for our operations at the River Filter and Pump House. BC Hydro is quick to repair any damage or outages that occur to this line, and with the recent upgrades to their system, the number of power outages has been greatly reduced. However, as mentioned in Capital Projects, we are looking at installing backup generation to supply water to town, in case of any prolonged power outages.
Let’s not forget about the Sewer System. A considerable amount of maintenance is needed to make sure that all the domestic sewage is taken away from homes and businesses. To prevent major sewer backup issues, the District of Taylor aims at cleaning the whole sewer system each year. Granted this does not get done every year due to other tasks that may come up or breakdowns, but is accomplished as per policy, every 3 years. Last year, we were able to accomplish this task and used our Vactor Rodding Truck to clean every sewer main line in Taylor. High pressure water is used to scour and clean the lines and then we use the vacuum part of the truck to remove all debris.
A sewer camera is used to investigate any trouble areas that may need more attention, or when a problem is suspected. This camera is also used from time to time on residential services to look for issues that can sometimes be resolved without costly digging.
Page 62 Public Works Year End Report Continued As mentioned in the Capital Projects portion of this report, Lift Station #3 was being attended to by receiving a new, everything. The sewage didn’t stop flowing however and there was a lot of time spent with the contractor to make sure there were no service interruptions or environmental issues as a result of the new facility construction process.
At the Waste Water Treatment Plant, daily inspections, tests and adjustments are performed. Air is one of the main sources of treatment in the plant. There are 2 air blowers within the Plant, and a network of pipes underground that provide the air where it is needed. At times, these air lines break due to ground settling and are in need of repair. A major repair was required last Fall, at less than ideal temperatures.
Reporting to the Ministry of Environment is done every 3 months, with monthly samples being performed to monitor the performance of the treatment process and make sure that we are compliant under our Permit. Although the Sewer Plant demands a lot of our time, it produces a very good effluent which is well under our allowable limit.
Training is required for both the water and the sewer utilities. This is governed by the Environmental Operators Certification Program (EOCP) and requires that a certain amount of training every 2 years needs to be taken to remain a certified member. The Public Works crew does well to maintain membership and overall the crew holds many certificates. 2 employees were sent to Kamloops for training in April, and also an instructor was brought in to train the rest of the crew. We were able to hold a successful one week of education at the Fire Hall (Thanks Chief) and it was well supported by neighboring municipalities that were also able to partake in the training. We are scheduling to do this again in 2018 and hope to have an even bigger turn out.
Along with EOCP Water and Sewer system training, the Director of Operations took part in a Training and Development plan as part of his employment conditions. Covered in this training in 2017 included conflict resolution, civil blueprint reading, Master Municipal Contract Document contract administration, mediation skills and community planning. Still left to be done in 2018 involves topics on construction inspection and construction management. Also, in May of 2018, he will be attending a Water and Waste Water Conference, which explores new technologies and strategies to deal with all types of municipal water and sewer operations and infrastructure.
Page 63 Public Works Year End Report Continued
Roads, sidewalks and drainage are never ending maintenance items. Spring time brings melting snow into the already snow filled ditches that need to be monitored and addressed. Chinooks over the winter season causes premature melting and fills culverts in town with solid ice, which needs to be thawed out manually to be able to handle the spring time flows. The first day of thawing culverts with our steaming unit began on February 14, 2017. There was a solid week of thawing culverts from that first major thaw, followed by the next thaw session starting on March 15th.
One culvert on Cherry Avenue West plugged off prior to a flash runoff and washed out a good portion of the road. Lots of road base was lost when the water cut a large gouge into the roadway and many truck loads were needed to repair this unfortunate incident.
Spring never seems to arrive soon enough, but last year we had our street sweeper out on the streets on March 30. Over the past few years we have been saving the sand and gravel that we pick up off of the streets, we then screen it, add road salt and re-use it for our winter sanding activities.
Sidewalk inspections were carried out in a previous year and as a result we hired a contractor to grind down any edges that were potential hazards. In 2017, we removed the remainder side walk sections that could not be repaired by grinding and had them replaced. In 2018, a sidewalk inspection will be carried out again to make sure a safe walking surface is maintained.
In getting ready for the winter season, repairs were needed to one of our plow and sanding trucks. The 2001 Volvo Unit (#22), is reaching the end of its life because of the harsh environment of salt and water that it encounters out on the job. A thorough repair was carried out on the sanding unit, including welding, sanding and painting. We hope to get another couple of years out of it as the second line sanding unit.
Speaking of winter activities, we revisited our Snow and Ice Policy for the District of Taylor. This was done in an effort to capture changes that have been made operationally, due to safety measures and new industry methods adopted over the years. Our winter snow plowing activity involves plowing, sanding, clearing parking lots, assisting disabled and seniors with snow removal from their driveways, clearing of windrows in residential driveways and sidewalk/trail clearing. With the amount of snow that fell this 2017-2018 season, we quickly filled our snow storage areas.
Page 64 Public Works Year End Report Continued
Another operational activity in Public Works department, includes the Cemetery. There was a committee developed to update the cemetery bylaw which included one of the Public Works crew members. While the Parks and Recreation department maintains the grass cutting, Public Works waters the grass, fills any settlement and deals with any burials. Within the cemetery for 2017, there were:
• Full Casket Burials 2 • Cremations Burials 5 • Columbarium Internments 0 • Headstone Installations 3 • Columbarium Face Plat Installations 0
This summer, we fell victim to 2 break and enters within the Public Works Yard and Shop. In all, an estimated $13,000 worth of tools and fuel was stolen. The second event was significant enough to make an insurance claim that helped cover a portion of the cost of the theft. Since then, security cameras and other measures have been put into place to mitigate this from happening in the future and identify any suspects.
Departmental The District of Taylor does a lot of sharing of skills and resources within each department. This cuts down on a lot of costs where certain projects would have perhaps needed to be contracted out, rather than doing them in house. The Public Works department is very diverse in skills and abilities, also they have a wide assortment of tools and equipment to do specialized work. Here are a few examples of where Public Works was able to help other departments in 2017:
1. Help with the soil removal and aid in the installation of the canoe structure at the Visitor Information Center. 2. Clean out outhouses at the Lone Wolf Golf Course and Peace Island Park with the operation of our sewer vac truck. 3. Remove outdated road signs along Highway 97 in conjunction with the Ministry of Transportation. 4. Repair and installation of a 4” water main line valve that is the source of water for the irrigation system at the ball fields. 5. Assist with office furniture assembly and moving of Community Services to their new Hub location behind the Community Hall. 6. Install Lock Boxes on Public Works utilities for the Taylor Fire Department to carry out their work quickly and effectively.
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7. Test 2 times a year and monitor 24/7, all District Facility security alarm systems. 8. Provide recycling and other maintenance (small repairs, seasonal decorations) to the Municipal Office. 9. Look after the water and sewer operations at the Peace Island Park newly constructed R.V. Sites. 10.Repaired the causeway that the public uses to access the original island campsite area at Peace Island Park.
2018 Forecast The upcoming year will be prove to be quite busy as well. With a couple of Capital projects like the Parcel Z subdivision, a 50 residential lot design with a potential development starting in mid-summer and the Pine Avenue West sewer extension, complete with road reconstruction, it is destined to fly by. Other capital projects include a new sand/salt structure for storage of winter sand and backup power generation at the River Filter and Pump House Facility.
Operationally, Public Works will be conducting within the Water System, unidirectional flushing, Fire Hydrant inspection and repairs, main line and service line valve repairs for residential and commercial users. The sewer main system, all throughout the town, will be flushed and cleaned. We currently have 2 residential sewer service lines needing attention. Also, EOCP approved training is lined up in the Spring to keep our operators in good standing with their Water and Sewer certifications. Any issues that are to be addressed from the 2017 Traffic Survey (street lights, street sign continuity, and school speed zone issues) will also be on our radar. Sidewalk and road surface inspections will also be performed to help mitigate damage to infrastructure.
The Taylor compost area is something that will also be looked at, with hopefully a long term solution that will serve the community well and be operationally friendly.
Conclusion Public Works takes a lot of pride in the work that they do and many times are out there working when other people are comfortable in their homes with no idea that something is happening. 2018 will bring a busy season of capital and operational work, and the crew brings qualities that are diverse and knowledgeable to accomplish these tasks safely, efficiently and economically.
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LIFT STATION #3 BEFORE & AFTER CONSTRUCTION
Page 67 Taylor Public Library Year End Report
Welcome to Taylor Public Library! We have been open to the community for 10 (ten) years. Every year we endeavor to put together services and a collection of items that will cover the broad range of interests that our community has. The Board & Staff Hours of Operation Librarian – Sherry Murphy Sunday/Monday/Stats Closed
Chair – Ronnie Pelletier Tuesday 12:00 pm – 7:00 pm Vice Chair – Barb Wednesday 9:00 am – noon Stevenson-Bell 3:00 pm – 7:00 pm Director – Dave Lueneberg Thursday 12:00 pm – 7:00 pm Director – Helen Bergman Friday 9:00 am – noon 3:00 pm – 7:00 pm Director – Amanda White Saturday 10:00 am- 4:00 pm
What's Available Books, CDs, DVDs, newspapers and magazines, for all ages and interests, from preschool to adult. • A children’s area, that is complete with child size furniture, two Early Literacy Stations and an ‘I Spy’ table • A computer room, with 3 computer stations for free internet use, audiobooks and DVD’s • A room with our adult fiction collection which contains classics as well as many new and up to date titles • A room containing our non fiction, newspaper and magazine collections, complete with a comfy reading chair and a study table.
Board Game Afternoon and Lego Night • On the first Saturday of each month, we have board games available for the whole family to come in and play. • On the last Friday of each month, we have Lego night. Fun for the whole family to create and place in the “I Spy” table for all to see
Interlibrary Loans (ILS) Want a book that we don’t have? Browse the catalogues of libraries across BC through BC Interlibrary Connect. Place “holds” on books and choose which library you wish to pick the item up from.
Or You can request to borrow it from another library in BC through Outlook Online. Must have a valid Taylor Public Library Card for this service. Check our web site for more info: http://taylor.bc.libraries.coop/ (Click on “Using the Library” tab.)
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How do I get a Library card? Library cards are free to all people who live in or own property with a mailing address in Taylor. Please apply in person, with 2 pieces of identification. Identification must provide your name, signature and current address. Children under the age of 14 do not require proof of address but must have permission from parent or legal guardian. Parents/guardians are responsible for activity on a child’s card who is under the age of 19 and must consent to allowing their children access to the Internet at the Library.
What can I do with my Library card? Your Library card entitles you to borrow all forms of eligible items (books, audio/video, and periodicals). The general borrowing period for books is 21 days.
Your Taylor Public Library card is also valid in most libraries across BC as your “home card” making you eligible for OneCard services. Local policies will apply.
Internet and wireless is free for community residents, as well as travelers.
Your library card gives you access to a whole list of online magazine articles, newspapers, encyclopedias and more. Some of the electronic databases can be used right in your home (you will/may be prompted for your local public library card number).
General Resources Do-It-Yourself Readers’ Guides/Electronic Canada Grants.org Auto Repair Reference Centre [EBSCO] Books/Magazines Consumer Reports Business Plan Handbooks NoveList [EBSCO] OnePlay (games) Small Engine Repair Goldfish School (FN & ENG)
Kids/Students Encyclopedias Travel ComicsPlus Canadian Encyclopedia Global Road Warrior World Book Online Reference Centre OneClickDigital
Law/Legal Matters Medical and Health BC Laws Consumer Health Complete [EBSCO] Clicklaw Teen Health & Wellness database
Newspapers Careers/Employment Canadian Newsstand [ProQuest] BCjobs.ca EBSCOhost periodicals Indeed.ca
Contact Info Taylor Public Library Box 730, 10008 – 104 Avenue Taylor, BC V0C 2K0 Phone: 250-789-9878 Email: [email protected] Website: http://taylor.bc.libraries.coop/ Find us on Facebook & Twitter!
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District Office 10007 100A Street Phone: 250-789-3392 Fax: 250-789-3543
Administrator Vacant
Director of Financial Services Michael McPhail [email protected]
Corporate Officer Tyla Pennell [email protected]
Executive Assistant Lisa Ford [email protected]
Accounts Payable Dianne Rosentreter [email protected]
Accounts Receivable/Taxation Ann Nemechek [email protected]
Payroll Lisa Hawryluk [email protected]
Operations Administrative Assistant Catie Haggstrom [email protected]
Community Services Department 10007 – 100A Street Phone: 250-789-2828
Community Services Director Laura Prosko [email protected]
Program and Events Coordinator Kristen Danczak [email protected]
Community Services Hub 9896 Cherry Ave West Phone: 250-789-2828
Taylor Tots Preschool 9808 Birch Avenue East Phone: 250-793-0885
Information Centre 10316 100th Street Phone: 250-789-9015
Protective Services Department 10007 100A Street Phone: 250-789-3392
Emergency Call 911 Non Emergency: 250-789-3392
Fire Chief/Building Inspector Chief Ed Albury [email protected]
Deputy Fire Chief Kevin Needham [email protected]
Public Works Department 10007 100A Street Phone: 250-789-3392
Director of Operations/Approving Officer Ryan Nelson [email protected]
Lead Hand Ray Ensz [email protected]
Parks & Facilities Department 9896 Cherry Ave West Phone: 250-789-3004
Acting Parks & Facilities Director Mike Farquharson [email protected]
Acting Lead Hand Travis LaFleur [email protected]
Facilities Coordinator Jennifer Craig [email protected]
Community Hall 9896 Cherry Ave West Hall Booking: 250-789-2828
Complex - Curling Club/Taylor Pool 9888 Cherry Ave West Curling Club: 250-789-3734 Pool: 250-789-3549
District Ice Centre 9880 Cherry Ave West Phone: 250-789-3004
Lone Wolf Golf Course 9999 99th Ave Phone: 250-789-3711
General Manager Dave Callum CPGA [email protected]
Medical Clinic 10380 100th Street Phone: 250-789-6772
Taylor Public Library 10008 104th Avenue Phone: 250-789-9878
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