CITY OF QUESNEL
AGENDA
QUESNEL MUNICIPAL COUNCIL REGULAR MEETING NO. 19 COUNCIL CHAMBERS - CITY HALL June 22, 2015 7:00 P.M. Page
A. CALL TO ORDER - Mayor Bob Simpson
B. APPROVAL OF AGENDA:
C. ADOPTION OF REGULAR MINUTES:
4 - 10 1) Adopt Regular Meeting Minutes of June 15, 2015
D. PRESENTATIONS:
1) Employee Retirement Presentation
2) Long Term Service Awards
E. MOVE INTO COMMITTEE OF THE WHOLE - Acting Mayor Ron Paull
F. DELEGATION:
11 - 81 1) Quesnel Regional Airport Business Plan - Pat Maloney, Dillon Consulting
G. CITY STAFF REPORTS:
H. MOVE INTO REGULAR MEETING OF COUNCIL:
I. ITEMS ARISING FROM PREVIOUS SPECIAL CLOSED MEETINGS:
J. ITEMS ARISING FROM COMMITTEE OF WHOLE MEETING:
K. UNFINISHED BUSINESS:
Page 1 of 142 REGULAR COUNCIL AGENDA JUNE 22, 2015 Page
L. COMMITTEE REPORTS:
82 - 85 1) Policy and Bylaw Review Committee - Minutes of May 28, 2015
86 - 88 2) Museum and Heritage Commission Meeting Minutes of June 10, 2015 (No Recommendations)
M. COUNCIL REPORTS AND DISCUSSION ITEMS:
89 - 92 1) Council Report #C31/15 - Policy and Bylaw Review - Time Sensitive Recommendation - Smoking Regulation Bylaw - Councillor Paull to Discuss
93 - 108 2) Council Report #32/15 - Canada Post - Transitioning Quesnel to Community Mailboxes - Mayor Simpson to Discuss
3) Council Report #C29B/15 - Pay-Parking at North Cariboo Community Campus - Mayor Simpson to Report (Attach as a Late Agenda Item)
N. CITY STAFF REPORTS:
109 - 132 1) Administration Report #53/15 - City of Quesnel 2014 Annual Report - City Manager Johnson to Report
133 - 134 2) Administration Report #57/15 - Lease Renewal/Residential Garbage Truck Storage - Director Thomas to Report
O. COUNCIL INFORMATION PACKAGE:
135 1) Receive Council Information Package - Issue #15
P. CORRESPONDENCE:
136 - 137 1) Billy Barker Days Society - Request for Road Closures for Parade
138 2) SkyFest International Airshow - Request to Use Sidewalk or Spirit Square
Q. BYLAWS:
139 - 140 1) Bylaw 1746 - OCP Amendment (309 Lewis Drive) - Final Adoption
141 - 142 2) Bylaw 1747 - Zoning Amendment (309 Lewis Drive) - Final Adoption
3) Bylaw 1767 - Smoking Regulations - First Reading (See Agenda Item M.1 for Bylaw)
R. NEW BUSINESS:
S. INFORMATION AND QUESTION PERIOD:
Page 2 of 142 REGULAR COUNCIL AGENDA JUNE 22, 2015 Page
1) Changes to Upcoming Meeting Schedule
2) Changes to Committee Appointments
3) Gallery Questions
T. ADJOURNMENT:
Page 3 of 142 MEETING NO. 18
A Regular Meeting of the Municipal Council of the City of Quesnel was held on the 15th day of June, 2015 commencing at 7:00 p.m. at City Hall Council Chambers.
Present: Mayor Bob Simpson and Councillors Ed Coleman, Ron Paull, Laurey-Anne Roodenburg and Sushil Thapar
Regrets: Councillor John Brisco and Scott Elliott
Staff Members in Attendance: City Manager Byron Johnson, Deputy City Manager/Director of Corporate and Financial Services Kari Bolton, Director of Community Services Jeff Norburn, Director of Development Services Tanya Turner and Deputy Corporate Administrator Gina Albers
There was one member of the media in attendance and approximately ten members present in the gallery for portions of the meeting.
A. CALL TO ORDER - MAYOR BOB SIMPSON
Mayor Simpson called the meeting to order at 7:03 p.m.
B. APPROVAL OF AGENDA:
15-18-395 MOVED Councillor Thapar, Seconded Councillor Paull and resolved: THAT Council approves the June 15, 2015 Regular Meeting of Council Agenda as presented.
CARRIED
C. ADOPTION OF REGULAR MINUTES:
C.1) Adopt Regular Council Meeting Minutes of June 1, 2015
15-18-396 MOVED Councillor Thapar, Seconded Councillor Roodenburg and resolved: THAT Council approves the June 1, 2015 Regular Meeting of Council Meeting Minutes.
CARRIED
D. PRESENTATIONS:
E. MOVE INTO COMMITTEE OF THE WHOLE - ACTING MAYOR RON PAULL
F. DELEGATIONS:
F.1) Quesnel-Shiraoi Twinning Society - Tomoko Arisue - President. Gary Sull - Vice President and Brad Powell - Director
Through Council questions, Mr. Brad Powell, Director, confirmed the following:
historical information is being compiled that will assist with past membership statistics; 2015 membership is approximately 65; the Society has applied for cultural exchange grants in the past through the Quesnel and District Community Arts Council and the Quesnel and District Chamber of Commerce;
Adopt Regular Meeting Minutes of June 15, 2015 Page 4 of 142 Meeting No. 18 2 June 15, 2015
will consider researching cultural exchange grants through the Japanese Embassy as well as contacting the dedicated grant-writer, Rhonda Gutoski of Quesnel Community and Economic Development Corporation; the loss of the weekly Sunshine Rotary Club rental has greatly affected the rental revenue of Shiraoi House; and the insurance expense is for Directors liability insurance and contents insurance of the facility.
Various members of Council thanked the Quesnel-Shiraoi Twinning Society for their presentation, continued hard work and for engagement of the Japanese culture in our community.
(Agenda Items P.5 and P.6 discussed here.)
G. CITY STAFF REPORTS:
H. MOVE INTO REGULAR MEETING OF COUNCIL:
I. ITEMS ARISING FROM PREVIOUS SPECIAL CLOSED MEETINGS:
J. ITEMS ARISING FROM COMMITTEE OF WHOLE MEETING:
K. UNFINISHED BUSINESS:
L. COMMITTEE REPORTS:
L.1) Executive Committee Minutes of May 11, 2015 - Councillor Roodenburg to Report (No Recommendations)
15-18-397 MOVED Councillor Paull, Seconded Councillor Thapar and resolved: THAT Council receives the May 11, 2015 Executive Committee Meeting Minutes. CARRIED
L.2) Quesnel Community and Economic Development Corporation Annual General Meeting Minutes and Regular Interim Meeting Minutes of May, 11 2015 - Mayor Simpson to Report (No Recommendations)
15-18-398 MOVED Councillor Roodenburg, Seconded Councillor Coleman and resolved: THAT Council receives the Quesnel Community and Economic Development Corporation Annual General Meeting Minutes and the Regular Interim Meeting both of which were held on May 11, 2015. CARRIED
L.3) Financial Sustainability and Audit Committee - Minutes of May 21, 2015 - Mayor Simpson to Report
15-18-399 MOVED Councillor Paull, Seconded Councillor Thapar and resolved: THAT Council approves the Financial Sustainability and Audit Committee recommendation to approve the Council Budget Monitoring Policy CF-6 as presented.
CARRIED
15-18-400 MOVED Councillor Thapar, Seconded Councillor Paull and resolved: THAT Council approves the Financial Sustainability and Audit Committee recommendation that, if required, an additional $31,000 be allocated from surplus for the Storm Water Project at Lebourdais Park.
CARRIED Adopt Regular Meeting Minutes of June 15, 2015 Page 5 of 142 Meeting No. 18 3 June 15, 2015
15-18-401 MOVED Councillor Thapar, Seconded Councillor Paull and resolved: THAT Council receives the May 21, 2015 Financial Sustainability and Audit Committee Meeting Minutes.
CARRIED
M. COUNCIL REPORTS AND DISCUSSION ITEMS:
M.1) Union of British Columbia Municipalities - Annual Convention - Strategic Framework - Mayor Simpson to Report
Along with presenting the debriefing document in advance to the Deputy Ministers, as per the Resolution #15-18-402 denoted below, Council discussed the following topics to be considered when booking Ministerial appointments for the Union of British Columbia Municipalities Annual Convention:
Ministry of Transportation and Infrastructure - West Quesnel Land Stability Project - Highway 97 improvements, bypass and general safety - Link to New Gold (located approximately 100 kms west of the City) - Purden Lake road circle routes for tourism, including the necessary bridges. - Moffat Bridge and Johnson Bridge links to arterial Highway 97
Ministry of Forests, Lands and Natural Resource Operations - Community Forest update and as a support for tourism and heritage
Ministry of Jobs, Tourism and Skills Training - Transitioning support
Ministry of Education - School facilities and education budget
Ministry of Advanced Education, Innovation and Technology - College of New Caledonia/Quesnel campus - restructuring - University of Northern British Columbia/Quesnel campus - nursing program
Ministry of Health - Medical Professionals Recruitment/Retention
15-18-402 MOVED Councillor Thapar, Seconded Councillor Roodenburg and resolved: THAT Council approves the implementation of a strategic and integrated approach for the Minister meetings at the Union of British Columbia Municipalities (“UBCM”) Annual Convention by creating a background document that: 1. outlines the transition Quesnel is going through and the pressures we face; 2. describes the vision we have for our community; 3. details the concerted actions Council has taken, and intends to take, to proactively manage through this transition period; 4. documents the partnerships we are forming with key stakeholders (Quesnel School District #28, Northern Health Authority, First Nations, Business and Industry, etc.); 5. clearly describes the partnership opportunities Council desires to have with the Province; and 6. makes specific requests of specific Ministers and the Premier within the context of our broader, proactive, partnership framework.
CARRIED
N. CITY STAFF REPORTS: Adopt Regular Meeting Minutes of June 15, 2015 Page 6 of 142 Meeting No. 18 4 June 15, 2015
N.1) Administration Report #54/15 - Theatre Fund - Director Bolton to Report
15-18-403 MOVED Councillor Paull, Seconded Councillor Roodenburg and resolved: THAT Council receives Administration Report #54/2015 and attached letter of correspondence from the Quesnel & District Community Arts Council, regarding the development of a statutory reserve for a Community Theatre Fund;
AND THAT Council refers the Quesnel & District Community Arts Council to appear as a delegation at a future North Cariboo Joint Planning Committee ("NCJPC") meeting for consultation regarding this request;
AND THAT any recommendations from the NCJPC be brought back to Council for consideration regarding the establishment of a statutory reserve for a Community Theatre Fund.
CARRIED
N.2) Administration Report #56/15 - Sale and Consolidation of Land for Arena Replacement Project - Director Bolton to Report
15-18-404 MOVED Councillor Coleman, Seconded Councillor Paull and resolved: THAT Council approves the partial sale of the property, legally described as Lots 15 and 16 Block 39 Town of Quesnel Plan 17000, and commonly known as the “Old Library Site”, for $180,991.88 to the Cariboo Regional District and that the Old Library Site once transferred be listed on title as Jointly Owned by the City of Quesnel and Cariboo Regional District, and that the Old Library Site become part of the North Cariboo Recreation and Parks Service.
CARRIED
15-18-405 MOVED Councillor Coleman, Seconded Councillor Roodenburg and resolved: THAT Council approves the partial sale of the property, legally described as Parcel A Town of Quesnel Cariboo District Plan PGP45184 and Lot A Town of Quesnel Plan PG37668 when required as part of the subdivision process, for $1 and once transferred be listed on title as Jointly Owned by the City of Quesnel and Cariboo Regional District.
CARRIED
15-18-406 MOVED Councillor Roodenburg, Seconded Councillor Thapar and resolved: THAT Council approves staff preparing a bylaw to stop-up and close the laneway between the parcels legally described as Parcel A Town of Quesnel Cariboo District Plan PGP45184 and Lot A Town of Quesnel Plan PG37668.
CARRIED
15-18-407 MOVED Councillor Coleman, Seconded Councillor Thapar and resolved: THAT Council approves the partial sale of the property, currently a laneway between the parcels legally described as Parcel A Town of Quesnel Cariboo District Plan PGP45184 and Lot A Town of
Quesnel Plan PG37668 once it is closed for $1 and once transferred be listed on title as Jointly Owned by the City of Quesnel and Cariboo Regional District.
CARRIED N.3) Administration Report #55/15 - District of Wells - Request for Cell Guards for Adopt Regular Meeting Minutes of June 15, 2015 Page 7 of 142 Meeting No. 18 5 June 15, 2015
ArtsWells Festival - Director Bolton to Report
15-18-408 MOVED Councillor Coleman, Seconded Councillor Roodenburg and resolved: THAT Council approves allowing City of Quesnel Cell Guards to assist the District of Wells with security for the ArtsWells Festival, from July 31, 2015 to August 3, 2015 provided:
1. all costs are covered by the Wells R.C.M.P. budget; and 2. this request does not affect the cell-guard operations of the Quesnel R.C.M.P. detachment.
CARRIED
N.4) Electronic Fund Transfers and Accounts Payable Reports
15-18-409 MOVED Councillor Thapar, Seconded Councillor Roodenburg and resolved: THAT Council receives the Electronic Fund Transfers and Accounts Payable reports as follows: - May 2015 Electronic Transfer Payments - Totaling $746,750.83; - EFT #280 - Totaling $68,884.01; - EFT #281 - Totaling $86,786.76; - Cheque #68298 - #68299 Totaling $3,978.20; and - Cheque #68300 - #68379 Totaling $198,633.67.
CARRIED
O. COUNCIL INFORMATION PACKAGE:
O.1) Receive Council Information Package - Issue #14
15-18-410 MOVED Councillor Paull, Seconded Councillor Roodenburg and resolved: THAT Council receives all items contained within the Council Information Package #14-2015 that was issued on June 11, 2015.
CARRIED
P. CORRESPONDENCE:
P.1) Outgoing Correspondence - Ministry of Transportation and Infrastructure - Planning Study for Highway 97 - Informational Purposes Only
(Provided for Informational Purposes)
P.2) Outgoing Correspondence - K-12 Funding for Quesnel School District #28 - Informational Purposes Only
(Provided for Informational Purposes)
P.3) Outgoing Correspondence - Reckitt Benckiser Inc. - Purchase of Cariboo Region Agricultural Lands - Informational Purposes Only
(Provided for Informational Purposes)
P.4) Northern and Rural Cohort UBC Physiotherapy Program - Request for Lobbying Support
15-18-411 MOVED Councillor Coleman, Seconded Councillor Thapar and resolved: THAT Council approves of Mayor Simpson writing a Letter of Support and forwarding this letter to the applicable Ministries lobbying for an improved and robust physiotherapy program in the Province and outlining affected areas that are experiencing Adopt Regular Meeting Minutes of June 15, 2015 Page 8 of 142 Meeting No. 18 6 June 15, 2015
physiotherapy services shortages for the City of Quesnel and northern British Columbia as highlighted in Ms. Hilary Crowley's, Physiotherapist, letter dated June 2, 2015.
CARRIED
P.5) South Hills and Area Neighbourhood Association - Highway 97 Mowing Request
Mayor Simpson advised that the responsibility of mowing grass in and around ditches running adjacent to Highway 97 falls under the Ministry of Transportation and Infrastructure’s jurisdiction.
15-18-412 MOVED Councillor Coleman, Seconded Councillor Thapar and resolved: THAT Council receives the correspondence from the South Hills Neighbourhood Association requesting Council to mow the grass in and around the ditches, more than once per year, along the Highway 97 at the south entrance to the City;
AND THAT Council approves Mayor Simpson to forward a letter to the Ministry of Transportation and Infrastructure asking for this matter to be added to the next Ministry of Transportation and Infrastructure/City of Quesnel meeting agenda.
CARRIED
P.6) South Hills and Area Neighbourhood Association - Removal of Chickens and Other Animals
15-18-413 MOVED Councillor Thapar, Seconded Councillor Paull and resolved: THAT Council receives the correspondence from the South Hills Neighbourhood Association requesting Council to reconsider the permitted use of chickens and other animals in the South Hills subdivision area due to the attractions of wildlife and health hazards;
AND THAT Council refers this matter to City Staff during the Official Community Plan review public consultation sessions which will commence the Fall of 2015/Spring of 2016.
CARRIED
Q. BYLAWS:
R. NEW BUSINESS:
S. INFORMATION AND QUESTION PERIOD:
S.1) Changes to Upcoming Meeting Schedule
S.2) Changes to Committee Appointments
S.3) Gallery Questions
T. ADJOURNMENT: Adopt Regular Meeting Minutes of June 15, 2015 Page 9 of 142 Meeting No. 18 7 June 15, 2015
15-18-414 MOVED Councillor Thapar, Seconded Councillor Paull and resolved: THAT Council adjourns the June 15, 2015 Regular Meeting of Council at 8:26 p.m.
CARRIED
CERTIFIED CORRECT
Presiding Member Corporate Officer Mayor Bob Simpson Byron Johnson
______Acting Mayor Ron Paull, Chair for Committee of the Whole
Adopt Regular Meeting Minutes of June 15, 2015 Page 10 of 142 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon... Page 11 of 142
June 22, 2015 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport 2 Business Plan
• The scope of work required the consultant to: • Review existing plans for the airport and the adjacent Campbell Crescent industrial park, working closely with the City; • Assess how the changes in the forestry industry and regional economy will affect the airport; • Provide recommendations to make the airport financially sustainable;
Page 12 of 142 • Define the Quesnel Airport’s competitive advantage; and • Demonstrate how the airport can be a catalyst for the diversification of Quesnel’s economy.
Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 3 Plan Page 13 of 142 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 4 Plan
The vision statement for the City of Quesnel, which the Airport is an integral part through both ownership and policy, is: The Community of Quesnel is vibrant and resilient.
The Mission Statement for the City of Quesnel is: Quesnel City Council will proactively and collaboratively manage the City’s infrastructure, amenities, programs and services in order to Page 14 of 142 continue to retain and attract residents and investment and continue to prosper in a sustainable manner during this period of economic and social transition.
Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 5 Plan
• Safe operation of the airport • Sustainable development • Community oriented organization • Business-like operation Page 15 of 142 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 6 Plan
Passenger Load Rating 70
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10 Page 16 of 142 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 7 Plan Flight History
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0 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 8 Plan Passengers
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0 Page 18 of 142 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 9 Plan
The Land Use Plan does not outline a vision, mission or goals. The report states the Airport Role as:
• The Quesnel Regional Airport is a land aerodrome supporting light commercial, medivac, charter, corporate, military (search and rescue) and general aviation fixed wing and rotary wing aircraft. Air terminal and airfield facilities accommodate scheduled airline service to Vancouver. The Airport services the City of Quesnel and surrounding areas. Page 19 of 142
This Land Use Plan does not provide a policy document to guide future development. Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 10 Plan Page 20 of 142 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 11 Plan
Make Quesnel Regional Airport a leader in general and small commercial aviation in northern BC. • The strategies for the airport identified in this report were: • Build air traffic at the airport and anchor scheduled air service in Quesnel; • Make the airport a first class destination for local general aviators and provide superior services to the local flying community; • Attract a new Fixed Base Operation (FBO) commercial aviation operation to Quesnel; • Attract aircraft educational services to the airport;
Page 21 of 142 • Offer high quality residential airpark development to attract general aviation; and • Market the airport to flying clubs and the general aviation sector for aviation tourism.
Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 12 Summary of Action from the Strategic Action Plan Plan Recommendations 2006 - 2010
Figure 1: Summary of Action from the Strategic Action Plan Recommendations 2006 - 2010 Category Action Completion
Planning Complete the land use plan The 2007 Land Use Plan was completed. No long range land use plan or Master Plan was completed Operations Explore personnel shared costs with other Staff have participated in cross training departments Business and Develop “Fly Quesnel” program with input from Unofficial program exists Marketing City, CRD and airline Explore greater aero-tourism opportunities Skyfest was initiated in 2010 Continue Airport Day event and work with the Replaced by Skyfest flying club to increase community interest in aviation Explore public-private partnerships Not actively pursued by the City Capital Aviation Fuel System Upgrade Upgrade took place Fly in Air Park Shelter Shelter was constructed Explore enhancements to approach minimas GPS approaches on Runway 13 and 31
Page 22 of 142 Operations Building Windows and Doors upgrade Completed Runway 31 threshold repair Main Apron expansion (20,000 sq.ft) Completed Pick-up Truck Expansion took place in 2014 Utility/inspection vehicle Completed Completed Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 13 Plan
• Airport Improvement Fees (up to 48%) • Terminal Fees (8 to 14%) • Passenger Fees (8 to 20%) • Concessions (6 – 15%) • Car Parking (10 – 15%) • Landing Fees (10 – 24%)
Page 23 of 142 • Space/Land Rental (2 – 13%) • Aircraft Parking • Grants
Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 14 Plan
1.Helicopter Business 2. Flight schools 3.Greenhouse development Page 24 of 142 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 15 Plan
• ACAP • Beetle Fund • Canada BC Building Fund • Municipal
Page 25 of 142 • Partnerships Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 16 Plan Page 26 of 142 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 17 Plan
• Residential Airpark • Sale of land Page 27 of 142 Quesnel Regional Airport Business Plan - Pat Maloney, Dillon...
Quesnel Regional Airport Business 18 Plan
1. Car Rental 2. Airport Zoning 3. FBO or Hangar 4. T Hangars and GA Expansion 5. Campbell Crescent Airside Access 6. Joint Marketing Page 28 of 142 7. Rotor Wing Centre of Excellence 8. Fight School
Quesnel Airport Business Plan
FINAL
June 22, 2015
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Quesnel Airport Business Plan Final June 22, 2015
Table of Contents
EXECUTIVE SUMMARY ...... 1 1 INTRODUCTION ...... 2 1.1 Current Situation ...... 2 1.2 Past Business Plan ...... 2 1.3 2007 Quesnel Regional Airport Land Use Plan ...... 4 1.4 2009 Quesnel Regional Airport Commercial Development Plan ...... 4 1.5 Vision and Guiding Principles ...... 8 2 CONSULTATION ...... 10 2.1 City of Quesnel ...... 10 2.2 Quesnel Flying Club ...... 10 2.3 Central Mountain Air ...... 11 2.4 Airport Stakeholders ...... 12 3 ECONOMIC CLIMATE ...... 14 3.1 Quesnel Regional Airport Competitive Advantage ...... 14 3.2 Area Economic Development Strategies ...... 14 3.3 Local Business Climate ...... 16 3.4 Population Projections ...... 16 3.5 Airport Revitalization Tax Exemption Program...... 16 3.6 Airport Contribution to the Local and Regional Economy ...... 17 4 AVIATION TRENDS ...... 19 4.1 Flight and Passenger Trends ...... 19 4.2 Airlines ...... 20 4.3 General Aviation ...... 21 4.4 Commercial and Industrial Aviation ...... 22 5 STRATEGIC PLAN ...... 23 5.1 SWOT Analysis ...... 23
i
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Quesnel Airport Business Plan Final June 22, 2015
5.2 Zoning Bylaw ...... 24 5.3 Ownership of the Airport Lands ...... 25 5.4 Land Use Plan ...... 26 6 CURRENT AIRPORT OPERATIONS ...... 29 7 OPPORTUNITY DEVELOPMENT ...... 32 7.1 Air Service ...... 32 7.2 Airport Businesses ...... 32 7.3 Services to the Travelling Public ...... 33 7.3.1 Car rental ...... 33 7.3.2 Taxi Service ...... 33 7.3.3 Food and Beverage ...... 34 7.4 Residential Airpark ...... 34 7.5 Regional Economic Development ...... 35 8 SOURCES OF FUNDING ...... 36 8.1 Airport Capital Assistance Program ...... 36 8.2 Beetle Fund ...... 36 8.3 Canada BC Building Fund ...... 37 8.4 Municipal ...... 37 8.5 Partnerships ...... 39 9 STRATEGIC ACTIONS ...... 40 10 RECOMMENDATIONS ...... 42
ii
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Quesnel Airport Business Plan Final June 22, 2015
Figures
Figure 1: Summary of Action from the Strategic Action Plan Recommendations 2006 - 2010 ...... 3 Figure 2: Quesnel Airport Boundaries and Legal Descriptions ...... 6 Figure 3: Airport Protection Areas...... 7 Figure 4: Historical Flight Summary at Quesnel Airport ...... 19 Figure 5: Historical Passenger Volumes for Quesnel Airport ...... 20 Figure 6: Historical Passenger Load Rating for Central Mountain Air ...... 21 Figure 7: SWOT Analysis ...... 23 Figure 8: Land Use Plan ...... 28 Figure 9: Comparison of Airport Expenditures ...... 30 Figure 10: Proposed Strategic Actions ...... 40
Appendices
Appendix A Public Engagement Participants
iii
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Quesnel Airport Business Plan Final June 22, 2015
EXECUTIVE SUMMARY
The Quesnel Community and Economic Development Corporation engaged Dillon Consulting Limited (Dillon) to prepare a revised Business Plan for the Quesnel Airport, during the first quarter of 2015. Working with Airport, City of Quesnel, and Economic Development Corporation staff, Dillon convened a “planning team” to research, consult and prepare the Business Plan.
Airports are critical to the social and economic wellbeing of a northern community. Owned and operated by the City of Quesnel, the Airport faces challenges to its growth and survival that are common to many community and regional airports throughout Canada - challenges which make the financial sustainability of the airport very difficult.
Quesnel Airport plays a critical role in the economic activity of the City and North Cariboo Region. The airport has a 5,501 foot paved runway supporting scheduled air service from Vancouver. Medivac and air ambulance service, as well as corporate flights for forestry, oil and gas, and mining industries also utilize the airport. A successful airshow, Skyfest, drew a large crowd in 2013 and an even bigger event is planned for 2015. Quesnel’s tourism industry is served in part by scheduled and charter carriers and the availability of aviation fuel. The Ministry of Forests maintains a Forest Fire Operations centre at the Airport as well.
The Regional economy is also challenged by a decline in the forestry industry, which may see mill closures in the near future. The City and Region have developed strategies to support growth in other industries in the region. The airport plays an important and active role in this “re-purposing” of the area.
The Region has a skilled labour pool, beautiful scenery, agricultural lands, tourism opportunities and opportunities in mining.
Through consultation with the City and airport stakeholders, this Business Plan has been developed to provide pragmatic, cost effective, strategic actions that will assist with the success of the airport and may contribute to the overall success of the region. A Land Use Plan has been prepared, which will lead into the development of an overall Master Plan for the airport, that identifies uses and areas for development on airport lands and immediately adjacent to the airport. While revenue is critical for an airport, some of the actions see a reduction in short-term revenue for long-term gain in business.
This Business Plan is intended to reflect the many advantages that the City of Quesnel has over other communities, including its identified outstanding opportunities for growth, development and prosperity. The Quesnel Airport is well situated to be at the centre of this success.
1
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Quesnel Airport Business Plan Final June 22, 2015
1 INTRODUCTION
In December 2014, the Quesnel Community and Economic Development Corporation issued a Request for Proposals to hire a consultant to prepare an Airport Business Plan for the Quesnel Airport. Dillon Consulting Limited (Dillon) was awarded the contract and began work in February 2015.
The scope of work required the consultant to:
Review existing plans for the airport and the adjacent Campbell Crescent industrial park, working closely with the City; Assess how the changes in the forestry industry and regional economy will affect the airport; Provide recommendations to make the airport financially sustainable; Define the Quesnel Airport’s competitive advantage; and Demonstrate how the airport can be a catalyst for the diversification of Quesnel’s economy.
1.1 Current Situation
The Quesnel Airport is comprised of 264 ha of land owned by the City. The operation of the Airport falls under the City of Quesnel Development Services/Building Department.
Forestry harvesting leases are running out, mills are expected to curtail production or close, and some of the skilled labour residents in the area will be unemployed.
The City of Quesnel’s Corporate 2014 Strategic Goals include:
Sustainability in all Planning and Operations; Infrastructure Reinvestment; Community Health and Safety; Environmental Stewardship; Financial Stability of the Corporation; Governance; and Economic Stability and Diversification.
1.2 Past Business Plan
In 2006, when the economy was growing, the City adopted the Quesnel Airport Business Plan. The annual forestry cut was increased to deal with the Pine Beetle kill areas and the global economy was strong. The Business Plan provided direction on opportunities for the airport based on the regional economy of the day. The economic decline of 2008, the decision of Air Canada to stop service to Quesnel, the depletion of the forestry
2
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Quesnel Airport Business Plan Final June 22, 2015
harvesting leases, and the recent decline in the price of oil have created additional challenges for the airport and the City. As a consequence, some of the identified opportunities of the Business Plan were not achieved, and other established business and aviation activity at the airport declined.
At the time the 2006 Business Plan was prepared, business development was a secondary priority for the airport. The development of the 2007 Quesnel Regional Airport Land Use Plan provided direction but was used primarily as an internal document and was not used as a business development tool. In 2014, the City identified the need for the Airport to provide a balanced approach for between continued safe operations and an entrepreneurial approach, which may foster business growth and new business development at the airport.
The strategic action plan recommendations from the 2006 Business Plan are illustrated in Figure 1. Some of the recommendations were acted upon while others were not.
Figure 1: Summary of Action from the Strategic Action Plan Recommendations 2006 - 2010
Category Action Completion Planning Complete the land use plan The 2007 Land Use Plan was completed. No long range land use plan or Master Plan was completed Operations Explore personnel shared costs with other Staff have participated in cross training departments Business and Develop “Fly Quesnel” program with input Unofficial program exists Marketing from City, CRD and airline Explore greater aero-tourism opportunities Skyfest was initiated in 2010 Continue Airport Day event and work with Replaced by Skyfest the flying club to increase community interest in aviation Explore public-private partnerships Not actively pursued by the City Capital Aviation Fuel System Upgrade Upgrade took place Fly in Air Park Shelter Shelter was constructed Explore enhancements to approach minimas GPS approaches on Runway 13 and 31 Operations Building Windows and Doors Completed upgrade Runway 31 threshold repair Completed Main Apron expansion (20,000 sq.ft) Expansion took place in 2014 Pick-up Truck Completed Utility/inspection vehicle Completed
3
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1.3 2007 Quesnel Regional Airport Land Use Plan
In February 2007, the City of Quesnel adopted The Quesnel Regional Airport Land Use Plan. The Quesnel Airport Zoning Regulations (1987) made pursuant to the Aeronautics Act, control obstacle height on and around the airport. Legal zoning extending beyond the airport boundaries includes the take-off/approach surfaces, transitional surfaces and the outer surface. While this zoning is applied on the individual titles by caveat, the federal government does not enforce land use. It still remains the responsibility of the City to review and consider land uses on and adjacent to the airport. While this Land Use Plan outlines a 0 to 5 year land use plan, that Plan is outdated and did not look at long-term opportunities or partnerships in the development of land at the airport.
The Land Use Plan does not outline a vision, mission or goals. The report states the Airport Role as:
The Quesnel Regional Airport is a land aerodrome supporting light commercial, medivac, charter, corporate, military (search and rescue) and general aviation fixed wing and rotary wing aircraft. Air terminal and airfield facilities accommodate scheduled airline service to Vancouver. The Airport services the City of Quesnel and surrounding areas.
This Land Use Plan does not provide a policy document to guide future development. Figure 2 illustrates the legal descriptions and the Airport lands boundaries.
One of the concerns with the Airport Land Use Plan is that it was not translated into municipal zoning bylaw regulations or Official Community Plan policies. While the City is responsible for the land use on the airport, it is appropriate for a municipality to include these policies in their planning documents. The Land Use Plan is not used as a public document; the general public and potential developers are not aware that the Plan exists and the City may be losing opportunities because the Plan is not forward thinking.
Airport land use or master plans generally support two functions: the safe and continued operation of the airport; and marketing the opportunities for development at the airport. Figure 3 illustrates the Airport take- off/approach, transition and outer surface / obstruction areas.
1.4 2009 Quesnel Regional Airport Commercial Development Plan
In 2009, the Quesnel Regional Airport Commercial Development Plan was prepared. This document established the goal for the airport to: Make Quesnel Regional Airport a leader in general and small commercial aviation in northern BC.
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The strategies for the airport identified in this report were: 1. Build air traffic at the airport and anchor scheduled air service in Quesnel; 2. Make the airport a first class destination for local general aviators and provide superior services to the local flying community; 3. Attract a new Fixed Base Operation (FBO) commercial aviation operation to Quesnel; 4. Attract aircraft educational services to the airport; 5. Offer high quality residential airpark development to attract general aviation; and 6. Market the airport to flying clubs and the general aviation sector for aviation tourism.
Since 2009, air traffic has increased slightly, no significant upgrades have occurred for general aviation, an FBO has not been constructed, a residential airpark was not developed and the marketing for the general aviation has not increased. This demonstrates, not a lack of will, but the difficulty of the tasks given the need for coordination or collaboration between many groups and a lack of funding for airport marketing and development from provincial or federal agencies. In addition, to attract business, there must be demand, or at least a perceived demand, for the businesses. This Business Plan will demonstrate who must be engaged to complete these goals and what steps can be strategically accomplished in the short, medium and long-term.
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Figure 2: Quesnel Airport Boundaries and Legal Descriptions
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Figure 3: Airport Protection Areas
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1.5 Vision and Guiding Principles
The vision statement for the City of Quesnel, which the Airport is an integral part through both ownership and policy, is: The Community of Quesnel is vibrant and resilient.
The Mission Statement for the City of Quesnel is: Quesnel City Council will proactively and collaboratively manage the City’s infrastructure, amenities, programs and services in order to continue to retain and attract residents and investment and continue to prosper in a sustainable manner during this period of economic and social transition.
Official Community Plan (OCP) outlines policies relating to the airport, including: 14.3.5 Air Council’s policies are as follows: .1 Provide a safe, secure airport for the travelling public, corporate, medical and private users and employees .2 Work to retain adequate and reliable scheduled passenger and freight air service that meets the needs of the community .3 Work with various partners as required, to maintain and improve facilities, ensuring the long- term viability of the airport for both public and private users .4 Work towards regional participation in the funding of the airports operations .5 Investigate and improve approach and departure capabilities through Global Navigation Satellite System (GNSS) technology
While these are good policies, the OCP does not provide further guidance for the implementation of those objectives. For that reason, development of a Master Plan and a Business Plan that assigns the activities of the Airport Manager to forward/promote the airport and sell airport tenancies and/or services is recommended. The direction for the airport could be improved by more direct land use policies.
The Guiding Principles in general for airports include the following. Should an Airport Master Plan be prepared, the Guiding Principles will be confirmed: Safe operation of the airport – Under Transport Canada regulations, an airport must be operated in a safe manner. Any airport operator wants to run a safe airport that is not experiencing incidents or accidents and has the confidence of the travelling public and businesses that use the airport.
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Sustainable development – Airports are long-term developments. However, they are also capital intensive operations. Sustainable development will ensure sufficient funding sources, infrastructure that is well managed and maintained and plans for the future are in place.
Community oriented organization – Regional Airports are considered to be significant contributors to the economy and the success of a community. The Quesnel Airport is owned and operated by the City of Quesnel. While the airport strives to reach financial self-reliance, the City contributes services, staff and funding to the airport. The airport is a major transportation link for the residents of the City. Skyfest was introduced and provides an event for the community and economic development. The Flying Club is a supporter of the airport and is made up of residents of the City. Finally, the Fire Fighting Base provides employment and protection for the region.
Business-like operation – Prior to the Federal Government transferring airports to municipalities, airports were considered a significant part of the national transportation network. Transport Canada trained Airport Managers and staff to ensure that the airports were operated in a safe and efficient manner. They were considered a public service and were not expected to pay for themselves. Once transferred to local municipalities, the reality of the costs of airports became all too real. Airports are now expected to earn the revenue to support the airport, not just for the operation, but for the future capital upgrades. The Airport Manager today is not just responsible for the safe operation of the airport, but of the operation of a successful business.
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2 Consultation
The Quesnel Airport is owned and operated by the City of Quesnel and is operated as a municipal department. The Dillon Team, assisted by City Staff, conducted two days of consultation (March 30 and 31, 2015) with City staff and elected officials, stakeholders, and airline representatives. The following is a summary of the consultation conducted and the comments provided. The participants in the consultation are provided in Appendix A.
2.1 City of Quesnel
The City representatives expressed their support of the airport and support for the development of a Business Plan that will work with the City and Regional Economic development initiatives to ensure long-term success of the airport. The City wants the message to be “the airport is open for business”. Quesnel is in economic transition and the Business Plan should demonstrate what the potential for the airport is. The City has a very large skilled workforce and if the forestry industry is going to decline, new businesses/industries need to open to utilize this skilled labour force. Looking at other airports, there are opportunities for niche development. Suggestions included pilot training and rotor wing service centre. The City representatives expressed that they would like the Business Plan to be pragmatic and focused, and identify the four or five key strategic actions that will help the airport grow, and wants to see what can happen to improve the services to the traveler (car rental, taxi, food service etc.).
The City group provided confirmation of the past SWOT analysis and provided input into the administration and maintenance of the airport.
2.2 Quesnel Flying Club
The Flying Club is collectively concerned about the future of the airport. New pilots are fewer due to cost of learning to fly and they are concerned that the City may in the future determine that the airport is not viable. The Flying Club is also concerned that it is very difficult to develop on the airport. They feel the City and the building regulations are discouraging development at the airport. The feeling is that the airport needs a major tenant, like a KalTire at the Vernon Airport, to provide focus, and act as an anchor to attract other businesses (much like a retail mall needs a major retail tenant
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to anchor the mall). Pilot Training would be an excellent business to have here; attract international students, provide housing, food and schooling. In addition, the Flying Club feels that the Campbell Crescent lots should be connected to airside access.
The Flying Club feels that the lease cost is very high and would prefer to own their lots. They believe there is demand for T-hangars and storage (for non-aviation vehicles). They agree that car rental and taxi service should be provided at the airport, but in lieu of that the City bus should service the airport. While freight would be a valuable add-on here, it would likely require a runway extension. The development of a residential airpark was discussed, but it is unclear what the demand may be, and the cost may be prohibitive. The airport needs to attract entrepreneurs. It was also mentioned that the “Beetle money”1 might be able to fund specific projects at the airport. The Flying Club supported the initiative of the Business Plan and agrees that long range planning and marketing of the airport are positive steps and the timing is good to do this.
2.3 Central Mountain Air
Representatives from Central Mountain Air (CMA) attended the consultation session. They provided some insights into the operation of the airline. As of May 1, 2015, the airline will be running 15 flights per week from Vancouver; 11 of which are direct and four that fly through Williams Lake. It is hoped that this attracts more people to fly directly to Quesnel, increasing the total number of seats flying into Quesnel. They recognize that they will still be impacted by the low fog in Quesnel and may still have to redirect flights to Prince George. The Airline hopes the City might work with them to charter buses to transfer the passengers to Quesnel. It is recognized that Prince George is the competition, with direct flights to Calgary. It is very difficult to tabulate how many people leaving Quesnel are going to Calgary or Fort McMurray. If CMA had accurate numbers, they would look at servicing other routes. The airline believes that a car rental operation is critical for the success of the airport and that the Quesnel Airport is unique with an attractive terminal building and is close to the City centre.
1 There are two sources of funding to compensate for the Pine Beetle damage: the Cariboo Chilcotin Beetle Action Coalition and the Northern Development InitiativeTrust.
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2.4 Airport Stakeholders
A number of airport stakeholders from the community at large were invited to participate in a roundtable review of potential business opportunities at the Airport. These ideas are a result of “brainstorming” and are not all considered viable or practical, but they are the result of several people trying to identify opportunities. A summary of the output follows: 1. Food trucks – this is an opportunity for an entrepreneur to start a food truck business that could service the airport and also events and festivals in the city, cater to campgrounds, etc. 2. General Aviation (GA) businesses (avionics, upholstery, mechanics) – a variety of services that would serve the GA businesses but could also serve other businesses in town (cross over). 3. Agriculture (distribution) – if green houses and market garden agriculture is developed, the airport could provide delivery to markets of fresh products. 4. Car rental – based on the fact that direct flights have started, there might be a local person who wants to partner with a large agency and provide this service. 5. Car-to go – this private service could be provided through the City and/or the airport. All bookings are on-line, paid by credit card and have proven to be very successful in many locations. 6. Tourism – International Market – group tours could be marketed to provide a winter and summer tour and with the mining and forestry tie to China, could generate a lot of interest. The historical connection to Barkerville could be marketed. 7. Aviation tourism (small airstrip tours) – General Aviation services at Quesnel can be promoted to other small airports, highlighting the gazebo, campground and shower (and the Food Truck if it is available). 8. Sell fuel to snowmobilers – another source of revenue, and a service to the locals and tourism (would be a winter season service). 9. Distribution Centre – if there is product being produced in Quesnel or if larger operations open, the airport could be used as a distribution centre which would require the construction of a large airside structure. 10. Partner with College for training – Quesnel could become a centre of excellence if they partnered with a college for a specific skill set. 11. Package tours – fly, bus, sports – need to differentiate the Quesnel area by providing the package tours and the ability for four season activities. 12. Freight – logistics, courier – the airport is not currently able to provide loading and unloading of freight. This is important for any opportunity for freight.
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13. Outdoor sports – guides and outfitters will need marketing and there is the potential to work with travel agents or the airline direction to attract people to Quesnel. 14. Work camps – with the growth of the mining, pipeline and fire fighting in the region, there is the opportunity to develop a work camp on the airport. 15. Hotel at airport – while there might not be a market now, if the hotels in the city achieve a year round occupancy of 80 percent or higher, a hotel at the airport might be a reasonable development, particularly if it provided meeting rooms for traveling businesspeople. 16. Potential manufacturing and agricultural value added – if the raw materials are in Quesnel, they could be processed in some form, have added value and be sent out on airplane. 17. Cooperative Advertising – marketing is an expensive endeavor. Joint or cooperative advertising and marketing between the City, tour operators, the airline and other businesses would stretch the advertising dollar. 18. Aircraft Mechanics – This could cater to rotor wing and small aircraft as a stop on the route to Alaska and as an alternative to Prince George and the higher rents. 19. Taxi arrangement at airport – by possibly eliminating the wait fees, the airline could possibly work with the taxi company to provide notice of when the planes will land and possibly for people pre-ordering taxis. 20. Fly fishing store – to promote ecotours, it is important to have a store where the equipment can be purchased, rented or serviced. The existing fly fishing store is encouraged to rent equipment. 21. Mountain bike rental – as with the fishing store, the area is excellent mountain biking territory and the local bike store may consider renting mountain bikes. 22. Industrial expertise from mill workers –there is a significant amount of skilled labour in Quesnel that might require some retraining that should be supported by the City and the Provincial and Federal Governments. 23. Region Paintball – the paintball operation has expanded. It could participate in the joint marketing and see higher usage. 24. Second floor or expansion of terminal building – get the blue prints and confirm it this is a feasible option – and if not, then stop speculation on that form of Airport Terminal Building expansion. 25. The Tax Incentive Bylaw – this needs to be promoted and advertised. It will only be effective if people know about it.
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3 Economic Climate
3.1 Quesnel Regional Airport Competitive Advantage
To market the airport it is important to be able to present the competitive advantage to the Region and to businesses thinking of locating in Quesnel. The competitive advantages of the City of Quesnel are:
Central location – Quesnel is located in north central British Columbia with air, rail and highway access. Less expensive land prices – both residential and non-residential lands prices are lower that other larger centres such as Prince George. This can be an attractor for business and residents. Skilled Labour Force – The labour force in Quesnel is highly skilled in a variety of industrial trades. This can be an attractor to businesses who are interested in locating in Quesnel knowing that the skills exist and training and importing of labour will not be required. Potential Resource Projects – the resource industry is reliant on the commodity prices. When the price of gold is strong, it is very likely that there will be several projects move forward, hiring local people and supporting local businesses. The airport has a 5,500 foot runway capable of taking a wide range of aircraft. There is significant land at the airport that is available for expansion of industry and aviation uses.
It is important to note that there are some disadvantages to the Quesnel location – the primary disadvantage being the proximity to Prince George. In the 1990s, the Prince George Airport set high goals for growth and expansion. They appear to have met these goals, functioning today as an international airport. This poses competition for the Quesnel Airport due to the fact that the Prince George Airport is only 120 km away. People may choose to fly into Prince George because they can rent a car, have more guarantee of landing even in bad weather due to the Instrument Landing System (ILS), can fly directly to resort destinations and may combine flying with a shopping trip to the larger stores and retailers.
3.2 Area Economic Development Strategies
There are four prime directions for future economic strategies:
Agriculture – there is good agricultural land in the area; there is good sunshine and the ability to construct and operate greenhouses; there is excess waste heat from the industrial uses; and there is sufficient water in the area. In addition, climate change predictions indicate that the climate shift will improve the growing season in the long-term future. Fresh product is more expensive in the north and is often not as fresh as other markets. Growing of garden vegetables and delivering them to the northern communities will do much to improve the health and well-being of the region.
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Mining – There are several mines in the Quesnel area that are currently operating; several that have closed and others that have not opened. o Barkerville Gold Mine owns Bonanza Ledge (currently open pit, with scoping being done in 2015 to explore underground options), o Cow Mountain (currently in exploration), Island Mountain and Mosquito Creek (sites of historic underground mines) are in exploration mode. o Gibraltar, owned by Taseko, is a copper-moly open pit mine between Quesnel and Williams Lake. They underwent a major expansion in 2012, but have laid off workers over the past year with lower metal prices. Prior to lay-offs, about 100 Quesnel residents were working at the mine. Taseko also owns the controversial New Prosperity site, west of Williams Lake. If this mine were to be approved and begin production, it would likely have a positive economic impact on Quesnel. o Mount Polley Mine, owned by Imperial Metals, is the site of the tailings pond breach that received international news coverage last year, spilling tailings into Quesnel Lake and Hazeltine Creek. The mine is currently on care and maintenance. The mine kept employees working on repair through the winter, but announced lay-offs of 120 workers in May 2015. This likely had minimal impact on direct employment in Quesnel but may have had indirect impact on tourism. o West of Quesnel, New Gold owns the Blackwater mine site, which was the largest exploration project in North America in 2012. Plans were to start construction in 2015, and operations in 2017, but with lower gold prices, New Gold has shifted focus to another project in Ontario. They are working through the provincial and federal environmental assessment process in the meantime. They estimate 1,500 employees for construction and 500 during operations. There is a camp on-site, and there are plans for an airstrip. During exploration, there were 70 people from Quesnel working at the mine, with transportation provided by New Gold. The site was purchased from Richfield Ventures which was based in Quesnel. o Spanish Mountain is 6 km from Likely. A Preliminary Economic Analysis was completed in 2012. Exploration has been occurring on-site but with gold prices low the project will likely be on hold.
Forestry – while the leases are depleting in the Quesnel area, and the Pine Beetle cut is virtually complete, logging will continue at a reduced level but will ultimately be depleted and there will be job losses throughout the region. However, there is still an opportunity to use the skills of the labour pool in the region or to retrain the labour.
Tourism – using the natural features of the area, the historical component and existing hospitality industry, the Quesnel region could be marketed as a mountain bike, fly fishing, heritage tours destination. In the winter, the cross country skiing and heritage may attract visitors. The potential for group tours is significant and could impact all aspects of the economy in Quesnel.
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3.3 Local Business Climate
Many of the initiatives that will see benefits to the airport and the local economy in general must be initiated by the private sector. Local entrepreneurs will be the people that will take the risk to start the new businesses, consider retraining and new careers and invest their money in the future of Quesnel. There are many business opportunities identified in this report. To encourage local investment, there might be an opportunity to utilize the NDIT funding to create a program of micro-loans to individuals to start small businesses.
The City does have a Community Foundation which provides grants to charitable organizations in Quesnel. However, municipalities are limited to the amount of financial commitment they can make to privately owned businesses for profit.
There are foundations that provide funding to social enterprises such as the Social Planning Council of Greater Victoria. Another example is the Sunshine Coast Community Foundation (SCCF) which primarily funds community capacity building ideas and environmental projects, for amounts ranging between $500 and $5,000.
The potential extension of Campbell Crescent industrial lots is located on the airport. The City could consider the construction of Phase 2 of Campbell Crescent and construct the taxiway to connect the lots to the airport. This project would only be feasible if the lot owners and businesses are committed to the project financially. The cost of this construction would be transferred to the lot owners/leases and an annual access fee would be charged to ensure that the users would be covering the cost of annual maintenance.
3.4 Population Projections
The population of Quesnel has had ups and downs. According to the 2001 Federal Census, the City of Quesnel population was 10,044. In 2006, there was a decrease to 9,320. By 2011, the Federal Census indicated the population was up to 10,007. The municipal census in 2014 was 9,806. For the purpose of this report, we are going to assume that the population will stabilize. We have not provided civic population projections. There is the possibility that the population could drop due to mill closures. However, if the economic development of alternative industries occurs, the population could see an increase.
3.5 Airport Revitalization Tax Exemption Program
One of the innovative initiatives that the City of Quesnel has implemented is the Regional Airport Revitalization Tax Exemption Program Bylaw No. 1740 of 2014. The objectives of the Program are:
Council has determined that increased investment, job creation and economic activity at the airport are vital to the success of the local economy. The objectives of this bylaw are: o To create an economic stimulus to encourage capital investment at the Quesnel Regional Airport; and
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o To create additional permanent employment opportunities in the community. This bylaw will achieve the objects of the Revitalization Tax Exemption Program by providing relief from general municipal property taxes to owners of eligible projects constructed on parcels within the Tax Revitalization Area. Year 1 – 100% of the increased assessed value down to Year 5 and 20% of the increased assessed value.
It should be noted that other regional airports have employed this approach with mixed results. Recently, the Abbotsford Airport announced their intention to abandon their version of the Tax Exemption Program, as it – in their evaluation – had failed to attract new tenants to the airport. For that reason the Quesnel Airport should ensure that the Tax Exemption Program be actively promoted and advertised as one of a “suite” of reasons for companies to locate or relocate to the airport.
3.6 Airport Contribution to the Local and Regional Economy
Generally, the key contributions that airports typically provide to local/regional economies include:
1. Direct employment – jobs operating and maintaining the airport, as well as employment by businesses located at the airport (agriculture, tourism, hospitality, recreation, manufacturing); 2. Indirect employment – airport based employees and travelers purchase goods and services in the community and region in all sectors of the economy; 3. Airport businesses (aviation and non-aviation) purchase goods and services from suppliers in the region and community; 4. Aviation supports businesses within the community and region – freight, specialized skills, time sensitive delivery to the community/region by air. – the airport is a hub for labour and materials that are employed in resource development – the airport is a hub in security (firefighting, search and rescue, medical emergency movements); 5. Airports form part of the transportation logistics network – growing business in employing airports as intermodal hubs for both passenger and freight – air, rail, highway modes can be integrated at or adjacent to the airport; 6. Airports provide land banks for both aviation and non-aviation employment districts, providing direct revenue opportunities through lease and/or sale of property; and 7. As potential employment districts, airports can provide significant contributions to the local and regional “non-residential” tax base.
The Quesnel Airport has historically contributed to the local/regional economy as an aviation transportation hub, connecting Quesnel to Vancouver for both business and personal travelers. It is well established for those purposes. Capitalizing on the potential for the other contributions to the local and regional economy will
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generally require some modest investment of time, resources and capital to first attract and then develop other users of the airport.
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4 Aviation Trends
4.1 Flight and Passenger Trends
The flight volumes at the Quesnel Airport have fluctuated in a manner related to the global economy and other activities in the region, including high forest fire years. However, passenger levels have remained relatively steady. The 2014 flights were 5,608 which was 64% of the 2006 (8,769 flights) levels (see Figure 4). Anecdotal records demonstrate that historically Boeing 737’s served Quesnel, representing why the passenger volumes were higher. Transport Canada’s General Aviation Traffic Forecast 2005 to 2019 estimates a 1.9% volume increase over this time period. Using this growth rate for Quesnel, the 2019 flight volume is estimated at 6,158. While this does not reach the 2006 peak, it is an increase. This estimate could be substantiated by the change in the number of direct flights to Quesnel from Vancouver.
Figure 4: Historical Flight Summary at Quesnel Airport 10000
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Based on the direct flights, we would assume that we would see an increase in passenger traffic. At Quesnel, the passenger volumes peaked in 2004 a 19,240. In 2014, the passenger volumes were 15,907 (Figure 5).
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Figure 5: Historical Passenger Volumes for Quesnel Airport Passengers 25000
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4.2 Airlines
Currently only Central Mountain Air serves the City of Quesnel. They have recently modified their service to reduce the number of indirect flights to Quesnel and increased the number of direct flights to and from Vancouver. As of May 1, 2015, there will be 12 direct flights from Vancouver per week and three flights that connect with Williams Lake. It is hoped that the direct flights will encourage more travel from the Quesnel Airport and will encourage other businesses such as car rental to locate at the Quesnel Airport.
The historical passenger volumes are illustrated on Figure 6. If the passenger growth matches the flight growth of 1.9%, the passenger volumes could be estimated at 17,473 in 2019. This would represent a steady growth since 2009.
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Figure 6: Historical Passenger Load Rating for Central Mountain Air Passenger Load Rating 70
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4.3 General Aviation
General Aviation at the airport currently includes private (recreational) airplane owners and operators, as well as business aviation. The Flying Club has been in existence at the airport since 1954 as a non-profit organization. They have a clubhouse and provide services for itinerant and private pilots.
Currently there is a mobile aeronautical mechanical engineer (AME) that services private aircraft at the airport. There is a campground with a gazebo and shower available to aviation campers.
At this time there are no flight training operations or activities at the airport. There is no Fixed Base Operator (FBO), although a proposed multi-purpose hangar (proposed within the 2006 plan) is still active in the proposal stage, and could provide FBO services. While there are some small private hangars, there are no General Aviation hangars, other than two corporate aircraft hangars. The Flying Club has identified the need and demand for T-hangars. Currently, the land at the airport is not sold, it is rented and the term of the lease is being extended to encourage investment. It is hoped, coupled with the Tax Exemption Bylaw, that the current users of the airport will show their confidence in the City and the airport and invest in development at the airport.
There is considerable vacant serviced land to support development of FBO(s), AME services, corporate or business aviation facilities, and general aviation hangars.
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4.4 Commercial and Industrial Aviation
As noted above, aircraft and passenger movements have declined during the past few years, reflecting the economic fluctuation in the region’s resource based economy as well as passenger’s preference to drive to either Williams Lake or Prince George International Airport for more convenient air carrier schedules and, in the case of Prince George, shopping opportunities. The latter factor reflects both the overlapping catchment areas of the three communities, all supplied with regional airports, as well as the size, weather and navigational aid advantage that the Prince George airport has within the region.
Industrial aviation at the airport is not well established at this time. One helicopter operation (Highland) has a base in the Quesnel region, but this is located off the airport, west of the city. The Ministry of Forest maintains a base at the Quesnel Airport for fire suppression. The Ministry is anticipating that climate change may see drier summers and, as such, more demand for the Forestry services. The Ministry of Forestry is considering enlarging their facilities including more overnight accommodation. This will provide an economic benefit to the community.
There are no charter operators, either fixed wing or rotor wing, currently based at the airport.
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5 Strategic Plan
5.1 SWOT Analysis
Over the course of a two day visit to Quesnel, a list of strengths, weaknesses, opportunities and threats identified by all participants was documented.
Figure 7: SWOT Analysis Strengths Weakness Forestry Base No equipment to off load freight Security (Forestry can park helicopters without concern Unsure on the ability for the terminal building to expand of theft or vandalism) Need to expand water, sewer and taxiway for new Ease of access – on the highway airport development A lot of land for development Subsidized by the City Positive relationship with Central Mountain Air Length of leases (recent has been 20 years) Length and width of runway allows variety of aircraft Location – fog due to proximity of mills Ownership by City (subsidizes and supports) No car rental Centrally located in northern BC No food or beverage Recent infrastructure upgrades (Apron) No looping taxiway (if a larger plane is fuelling, it cuts off Halfway point to Alaska access) Good venue for aerobatic training Lack of Fixed Base Operator The Airshow No mechanic shop Revenue from haying excess land Lost opportunity of people booking from Prince George Free parking because possible fog Central Mountain Air has good times for flights No Instrument Landing System Close to town Local thinking, not global Head office locations Burden of bussing if flights are missed (from Prince Tax Revitalization Program George or Williams Lake) Access to jet fuel Lack of an over-nighting hangar Operations for just-in-time delivery No public transit to airport Convenient security No direct Taxi phone or taxi stand with cab waiting Access for BC Ambulance Limited “over-sized luggage” ability Unique and attractive Terminal Building Runway restriction for freight Active Flying club (gazebo, showers, building) Unclear process for development/building permits Open air space Underfunded (for snow removal) Regional Users (Wells) Tenants want to buy land –ownership is best for Existing long term plans and commitment entrepreneurialism Declining tax base CRD does not contribute to the airport Lack of marketing and promotion No facilities
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Opportunities Threats Flight Training Instability of the Forestry Industry Opening up of the North Prince George freight Power and water to the gazebo Climate change (more snow and fog) Beetle kill money Prince George passenger attractions and shopping Fire Camp (develop an area for temporary workers to Transport Canada regulations live) Nav Canada Tourism – Four Seasons ACAP funding Multi-purpose hangar Centralization of services Residential Airpark lots Worldwide political instability Airside access to Campbell Crescent Security threats Options for purchase, lease and strata Evolution of First Nations governance Cargo and freight Need to battle negative perceptions Expansion of Campbell Crescent Aging GA Food trucks Charters – particularly for people who work in other locations Prince George high prices (will drive businesses out) Other destinations for Central Mountain Air Second airline Airport Advisory Council Promote the international locations and packages Expansion of corporate and business flights Affordability / live-work lifestyle T-hangars Overnight accommodation for aircraft Climate change (improve weather for outdoor sports and agriculture)
5.2 Zoning Bylaw
Land use on airports, under the Transport Canada regulations, is controlled by the owner and/or operator of the airport. In the case of the Quesnel Airport, this is the City of Quesnel. The City of Quesnel Zoning Bylaw regulates the land uses at the airport as Agricultural and Light Industrial M-1 Zone. This allows, as principle uses, light industrial and warehouse uses. LIGHT INDUSTRIAL USE means an industrial use that is entirely enclosed within a building or structure and/or screened from public view using a solid screen and specifically excludes: junk yards, wrecking yards, bulk loading and storage facilities, heavy equipment storage and repair, sawmills, pulp mills, log storage, abattoirs, stock yards, and asphalt, cement or concrete plants. WAREHOUSING USE means use of a building or part thereof, primarily for the housing, storage, adapting for sale, package or wholesale distribution of goods, wares, merchandise, food stuff substances, articles and the like but does not include a fuel storage tank.
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However, the zoning does not address Aviation uses and does not differentiate between Airside, Groundside and Operational uses. Nor is there an airport overlay that ensures that inappropriate uses are not located in close proximity to the Airport. Transport Canada defines in appropriate uses as those that:
Cause dust, smoke or steam that could impact visibility; Any use that unduly attracts birds (water, landfill sites); Any structure that is of a height that it might penetrate the obstruction zone, the transition zone or the take-off and approach zone; or Any use that creates electronic interference.
As noted in Section 1.3 of this Business Plan, the lands under the take-off and approach, transition and outer surface have caveats registered on title to control heights to ensure the safe movement of aircraft. This does not provide clear direction to the land owners or potential developers as to what can actually happen on the lands. It is recommended by Dillon that the City develop an airport zone to be amended into the Zoning Bylaw. This zone could create allowed uses on the airport for aviation related uses (those uses that require direct access to a runway or taxiway), groundside uses (those that may support aviation but do not require direct runway access) and airport operations (those uses that are required for the operation of the airport including runways, taxiways, aprons, lighting, navigational aids, terminal building emergency services and other similar uses). This zoning regulation may allow for uses that currently are not explicitly allowed and may prove to be a marketing tool for development at the airport.
In addition, the approval process, standards and development guidelines should be clearly outlined. It may be appropriate for the airport to be identified as a Development Permit Area in the OCP.
5.3 Ownership of the Airport Lands
The airport lands are owned by the City of Quesnel. Several stakeholders, during the consultation process, have identified the desire to purchase their lots at the airport. They have indicated that the incentive to invest in the land by constructing expensive structures is triggered by the ability to own the land.
It has been the experience at airports that most airports do not sell land. This is particularly true of airside lots. Because it is the owner of the airport land that can determine the use of the land, it is much more prudent for the City to continue to own the land but extend the time of leases to 25 to 40 years with an option to renew.
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The Stakeholders indicated that without ownership, it is difficult to finance and at the end of the lease, the “improvements on the land” remain with the airport.
Banks are very supportive of loans or mortgages on long-term leased lands. This is proven at other airports, in towns such as Banff and Jasper, residential developments on Indian Reserves (Redwood Meadows outside of Calgary on the Tsuu T’ina First Nation) and land developers that never sell the land (Remington Developments).
Should the airport and City determine that they do want to sell lots, it is critical that the lots be sold as strata lots to ensure that the airport is able to collect monthly or annual payments for the maintenance and upgrade of the airport and access fees for airside developments that will use the apron, taxiway and runway. This would apply to residential and non-residential developments. The discussion of residential airparks is addressed more in Section 7.4.
5.4 Land Use Plan
This Business Plan has prepared a draft long range land use plan for the airport that illustrates the potential long-term uses at the airport. There are three categories of land uses on airports:
Airside uses are uses that have direct access to the taxiways, runways and aprons; Groundside uses are located on airport property but do not have direct access to the taxiways, runways or aprons; and Operations uses are navigational aids, terminal buildings, equipment and fire halls.
Transport Canada’s Land Use in the Vicinity of Airports TP1247 outlines other restrictions for development on airports including the take-off and approach area, transition area and outer surface.
The outer surface shall be established where required for the protection of aircraft conducting a circling procedure or manoeuvring in the vicinity of an aerodrome. The outer surface establishes the height above which it may be necessary to take one or more of the following actions: a) Restrict the erection of new structures which would constitute an obstruction; or b) Remove or mark obstacles to ensure a satisfactory level of safety and regularity for aircraft manoeuvring visually in the vicinity of the airport before commencing the final approach phase.
Take-off and approach is established for each runway direction intended to be used for the take-off and landing of aircraft. a) An inner edge, perpendicular to the runway, begins at the end of the runway strip (normally 60 m from the runway threshold). The length of the inner edge is dependent on the strip width.
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b) Two sides originate at the ends of the inner edge and diverge uniformly at either 10% or 15% from the extended runway centre line. c) Final width will be the product of the divergence and length of the area, and will be parallel to the inner edge.
Transitional surface is a complex surface along the sides of the runway strip and pan of the approach surface that slopes up to the outer surface. Its purpose is to ensure the safety of aircraft at low altitudes displaced from the runway centre line in the approach or missed approach phase. The slope of a transitional surface measured in the vertical, perpendicular to the runway shall be: a) 14.3% for an Instrument runway and non-Instrument runways, Code 3 and 4; and b) 20.0% for non-Instrument runways, Code 1 and 2.
The land use plan (Figure 8) identifies the proposed Airside and Groundside areas for development.
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Figure 8: Land Use Plan
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6 Current Airport Operations
Currently, the airport has a number of revenue streams including; logging money, building permits, agricultural leases, hangar property leases, Terminal Building concession leases (Central Mountain Air is the only terminal building rental), aircraft landing and parking /storage fees and fuel sales. The Airport does not have an Airport Improvement Fee and does not charge for vehicle parking and has minimal concession leases.
Most airports collect significant revenue from parking, car rental, taxis and concessions. However the most significant single revenue stream for many airports is the Airport Improvement Fee (AIF). Quesnel does not have these revenues. The City has made a strategic decision to not charge AIF or parking fees to keep airfares low and to keep a competitive advantage for the Quesnel airport.
With the lack of revenue from airport improvement fees, parking revenue, concessions in the terminal building, the Quesnel Airport is at a disadvantage.
Figure 9 provides a comparison of the revenues of several airports. It is extremely difficult to find comparisons of smaller airports because an airport owned by a municipality does not prepare an airport annual report and the airport revenues and expenses are generally buried or grouped within the City budget. It is recognized that the comparative airports are larger than Quesnel, but the important numbers are the percentages of the revenues from certain sources. However, the significance of the percentage of the revenue from certain sources demonstrates that the comparative airports gets between 40 and 48% of their income from AIF and between 10 and 15% of their revenue from concessions. These are sources that the Quesnel Airport does not have.
In addition, Terminal fees charged by the comparative airports ranges from 8.8 to 19.8 percent, while it totals 0.12 percent of the Quesnel Revenue. Quesnel depends largely on grants, municipal transfers and fuel sales (at the larger airports the fuel sales are handled by separate companies or the Fixed Base Operator). There was a one –time payment for logging. The Quesnel Airport gets 27% of their revenue from fuel sales where the larger airports do not sell the fuel, it is the tenants that sell the fuel.
For the Quesnel Airport to be more financially successful and less dependent upon general municipal revenue, the airport needs to collect more money is leases, concessions and terminal fees.
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2 Figure 9: Comparison of Airport Expenditures Quesnel Calgary Ft. McMurray Regina Saskatoon
2014 2014 2013 2014 2013 ‘000’s % ‘000’s % ‘000’s % ‘000’s % ‘000’s % Airport Improvement 0 148172 40.5 17680 48.7 11603 43.2 12546 43.8 Fees Terminal Fee 2.3 0.12 46460 12.7 7178 19.8 2129 8.9 2472 8.8 Concessions 3.1 0.15 52213 14.2 2159 5.9 2396 9.0 2457 8.8 Car parking 0 41434 11.3 3659 10.1 3932 14.6 4061 14.2 Aircraft Landing Fees 11.3 0.55 37122 10.2 8726 24.1 4718 17.6 3348 11.7 Land Rental 9.7 0.47 15192 4.3 2273 6.3 961 4.0 780 2.7 Space Rental 55.3 12.5 5150 1.5 1034 2.8 1093 3.8 Other Revenue 260.8 0.1 17987 4.9 727 1.5 303 1.2 1140 4.0 Grants 260 12.6 Property Taxation 314 15.3 Fuel 562.5 27.4 Aircraft Parking 13 0.6 Passenger Fee 176 8.6 Airport Logging 384 18.7 Total Revenue 2052 366395 36263 26,933 28,563
Quesnel does not charge an Airport Improvement Fee (AIF), but does charge an $11.50 passenger fee for every enplaning and deplaning passenger; for 8.6% of the total revenue. An AIF requires the identification of one or more projects to direct the collected fees. The fees are generally included in the ticket price and the Airline collects the fee for the airport. The airport then pays the airline an administration fee for the collection. Quesnel does charge terminal and passenger fees (which combined provide approximately 9% of the total revenue of the airport). There is no standard process for determining if the airport should collect an AIF, Terminal Fees or Passenger Fees. Each airport determines what is appropriate for their airport. The following provide some examples of airports in Northern BC. Williams Lake collects a $7.25 per passenger fee and does not collect an AIF. Prince Rupert Airport collects a $14.00 per passenger fee and no AIF. Smithers Airport collects an AIF of $25 per outbound passenger (assigning the expenditure of the money collected as $15 going to projects and $10 going to reserves). Terrace Airport applies a Terminal fee of $3 per seat, a passenger fee of $14 per passenger inbound or outbound on aircraft larger than 19 persons and an AIF of $7 per outgoing passengers. Prince George applies Terminal fees of $4.43 per inbound domestic passenger and $5.30 per inbound international passenger and a $20 AIF on all inbound passengers. There is no magic formula. What an airport charges reflects the revenue they require and the amount of charges that the passengers will accept.
If there is a specific project that the airport requires revenue for in the future, then adding an AIF can be a source of revenue. Central Mountain Air could be approached to collect the AIF for a 15% administration fee. If
2 All amounts are in ‘000’s and numbers have been rounded and some categories combined to provide comparatives.
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we assume 8,000 inbound passengers (based on 50% of the 2014 number of 15,907 total passengers) and charge $10.00 AIF with 15% going to CMA for collection and admin - the Airport would earn $68,000.
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7 Opportunity Development
7.1 Air Service
As noted earlier, Central Mountain Air (CMA) is the only airline servicing the Quesnel Airport at this time. They have altered their routes to provide direct routes from Vancouver. CMA provides a variety of flights from Prince George. If there was evidence that people from Quesnel would utilize routes to other locations, CMA would consider adding locations and flights. Currently there is anecdotal information that people in Quesnel are travelling to Calgary and Fort McMurray. If this was quantified, air service might be increased and improved. CMA is also a potential partner with charter tours. Should organized group tours be arranged, CMA could be the airline to provide the connection from Vancouver.
7.2 Airport Businesses
Airports generally have large parcels of land, with limited servicing, with runway access. Certain uses are more suited to airports. For the Quesnel Airport these could include: 1. Helicopter business – both in the charter and service areas. The airport could partner with a helicopter business, and an education facility to establish a centre of excellence for helicopters. The land and leases would be less expensive in Quesnel than in Prince George. With the expansion of mining, the forestry industry to the west of Quesnel, the opportunity for agriculture and greenhouses, Quesnel could provide a hub for helicopter use. Helicopter operations would be important in the regions’ resource sector developments contemplated in the near future. An airport should focus initially on attracting operators to the area as a seasonal forward operating base, with opportunities to grow resource sector, outdoor recreation, fire suppression, search and rescue, and medivac business. Once the helicopter operations are established, the airport should work to attract permanent operators and helicopter AME services.
2. Flight schools are most successful at airports that have open air space, are located at a distance from residential development and have a community to support the students. Quesnel Airport would be a suitable location for a flight school and could cater to the international students. This would require accommodation, food services, classrooms, revenue for the airport and economic development for the city.
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3. Greenhouse development would be an appropriate use of the land at the airport. There are large tracts of land, limited servicing, and waste heat from the local industries and water from the river could be provided to support the greenhouses and the product could be shipped from the airport.
7.3 Services to the Travelling Public
There are some very specific services that the travelling public needs: car rental, taxi service and food and beverage. Overnight accommodation is another service required, but it is rarely offered at regional airports; rather it is located in the Town or City (hence the need for a car or taxi).
7.3.1 Car rental Car rental is the number one service required for the travelling public. People who fly into Quesnel for business have no other way to travel around the region. During the preparation of this report, Dillon spoke to the President of Skeena Rent-A-Car Ltd. operating as National Car Rental who operated in Quesnel for a long period of time. They were the last car rental operator in the airport. It was noted that the business case would be a “tough sell”. The airport needs more direct flights, not circle tours through Williams Lake3. Most car rental operators need to keep a fleet of 30 units busy all the time. National only kept 13 vehicles busy. There are two elements required to make a car rental agency work: 1. The operator has to have a financial commitment. The vehicles have to be owned/financed by the operator. Unless the operator has their own staff and vehicles, the commitment is not there. 2. The airport needs both a larger number of passengers and consistent passenger numbers over an extended period of time to encourage a company to re-open here. The investment for a company includes acquiring a fleet of vehicles and insuring and maintaining them.
It is noted that National Car Rental was purchased by Enterprise and those locations that were franchised remain at the choice of the franchisee and many of the locations that were owned by National have been closed where the undue competition was not in the business plan for Enterprise. However, that does not explain the Quesnel situation. The City has determined that many communities smaller than Quesnel (Smithers, Fort Nelson and Creston) have car rental agencies. Even communities that do not have a regional airport seem to support a car rental service (Salmon Arm, Fernie), while others support multiple car rental companies (Castelgar, Kitimat, Smithers and Nelson).
7.3.2 Taxi Service The provision of taxi service, particularly in light of the lack of car rental, is a critical service for the travelling public. There is no other way to get downtown. With direct flights from Vancouver, the passenger cannot even
3 Central Mountain Air is starting direct flights from Vancouver as of May 1, 2015.
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phone from Williams Lake and order the cab to meet them at the airport. Cariboo Taxi has indicated it is not feasible to send a car to sit and wait at the airport for flight but to the fact that they are often late or cancelled due to weather. The airport was charging them to sit outside the airport. They did pay for a sign at the pay phone. For a small business, they felt it was too expensive to pay for a sign in the terminal and for the sitting time. They feel that everyone knows they are there and CMA will call for a cab for a passenger. They have seven cabs, four of which will be on the road during a week day. People can pre-order cabs. The Dillon Team recommends they negotiate an arrangement with the Taxi Company to ensure that one taxi is at the airport to meet each arrival. They could be given a phone number to confirm flight times (probably the CMA office) and the airport could waive the sitting fee and reduce the advertising fee.
7.3.3 Food and Beverage Most airports provide food and beverage service for the travelling public through vending machines, kiosks or restaurants. The Quesnel Airport currently has vending machines. Although the land use for the airport allows a restaurant in the Terminal Building, it was not constructed or plumbed for a kitchen.
It is recognized that people do not spend a lot of time at the terminal building, unless weather has delayed flights. The airport is close to town and the security, due to small aircraft, do not require people to arrive an hour before their flights. There is low demand for food service at the airport.
7.4 Residential Airpark
The 2006 Quesnel Airport Business Plan suggested the development of a residential airpark. While it was not constructed, several stakeholders who participated in the consultation program again suggested an airpark.
A residential airpark is a residential subdivision that provides road access to the front of the homes and direct taxiway access from the rear of the properties. This allows the owners to have their own hangar and the ability to live near their plane and access the airport whenever they want. This has been a very successful phenomenon in the United States with over 630 residential airparks currently operating. It is different in Canada. There are a handful of residential airparks in Canada. However, the Transport Canada regulations and the restrictions on CMHC mortgages and mortgage insurance on homes within the 28 Noise Exposure Forecast contour limits residential development in close proximity of airports.
Currently there is a residential airpark at Fairmont Riverside Golf Estates (6,000 foot runway) and a residential airpark in Okotoks (3,100 foot runway). Lot sales are sluggish and the market has not been strong. However, “for many pilots, the thought of stepping out of the house, getting into an airplane and taxiing just a few hundred
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feet to the runway — all without ever touching a car door — is the ultimate fantasy. For the thousands who live in residential airparks around the country, that way of life isn’t just a pipe dream but an everyday reality”4.
The development of a residential airpark is not recommended here. It is an expensive development due to the need for both road and taxiway access and the demand is completely unknown. Should the City determine that the paintball operation on the airport land is not a long-term development, the land could be subdivided for residential airpark lots. It is recommended that if this is the direction of the City, that the lots be pre-sold and they be sold as bareland strata lots so that the strata fee would be collected to pay for maintenance and operation of the airport and in particular the taxiways. The Land Use Plan (Figure 8) does not illustrate a residential airpark on the airport lands.
7.5 Regional Economic Development
To replace the impact of the mills on the Quesnel and the Regional Economy, the size and scale of replacement or new projects is very large.
One of the considerations is the conclusion that there is abundant waste industrial heat that could be used in economic developments at the airport from both Quesnel River Pulp and West Fraser's MDF plant, at a cost of converting and shipping it to the actual site. This may be a way to capitalize on the agricultural leases at the airport by looking towards greenhouse growers who could use the heat (as the Silvi Grow forest seedling nursery currently does). In addition, a horticulture operation such as greenhouses can use wood waste in their steam systems, and Quesnel currently has a surplus of good fuel of that nature that could support greenhouse operations on the agricultural leases.
The OCP encourages protection of lands designated Agricultural Land Reserve (ALR) and recognizes the airport as part of this inventory. Dillon recommends a policy change to the OCP to have uses other than those permissible under ALR without consulting with the Agricultural Land Commission (ALC). However, it should be noted that the City’s objective for airport zoned lands as per Section 9 is to support their economic use. Note also that the zoning allows for light industrial use. It appears that there are portions of the airport not in the ALR from the City’s mapping and those uses should be directed there first.
4 www.flyingorg.com, February 10, 2014.
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8 Sources of Funding
8.1 Airport Capital Assistance Program
The only source of federal funding for airports is the Airport Capital Assistance Program (ACAP) funding. The ACAP is funding for projects needed to meet an airport’s required level of safety. The first priority for funding is for: rehabilitation of runways, taxiways, and aprons; lighting; visual aids; sand storage sheds; utilities to service eligible items; site preparation costs; and, aircraft firefighting equipment and shelters. The second priority for funding is: runway slowblowers and ploughs; runway sweepers and spreaders; winter friction and testing equipment; and heavy airside mobile equipment shelters. The final priority for funding is: sprinkler systems, asbestos removal and barrier-free access. ACAP funding is only provided for airports with year-round regularly scheduled commercial passenger service. There are limited funds every year and all airports in Canada compete for this money. Some airports wait years for the funding of a project.
Quesnel has in the past, applied for and received funding from ACAP. It is only for capital, not for operation and not provided every year.
8.2 Beetle Fund
There are two programs that may provide economic development funding that may be directed to the airport.
The first is the Cariboo Chilcotin Beetle Action Coalition. To guide its future activities, Cariboo-Chilcotin Beetle Action Coalition (CCBAC) will use its Mountain Pine Beetle (MPB) Mitigation Plan and associated sector strategies to provide a firm foundation for future project work. The program focuses on forest dependent communities impacted by Pine Beetle. The most successful applications will be those where the application involves multiple stakeholders in partnership, including local business and private sector involvement and support sustainable economic, environmental and social development in the community. The selection criteria require the applicant to demonstrate; Strength of Partnership Participation: This includes regional partners and stakeholders involved (First Nations, local governments, private sector and others) and the commitment they have made to the initiative or project (as measured by effort and resources). The leveraging of resources for specific projects will also be a key consideration. Project Sustainability: CCBAC will support projects that clearly demonstrate a full implementation plan and that can highlight how projects will support regional economic growth and diversification, social development or environmental sustainability in the Cariboo-Chilcotin. Expert Involvement: CCBAC will consider the establishment of a steering committee that guides the project or initiative as a valuable tool in ensuring that resources are well-used.
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Reach of Project: Priority will be given to projects and initiatives that address issues of widespread concern or that create solutions or tools that can be widely used throughout the Cariboo-Chilcotin. Timing of Project: Projects must clearly define the timelines in which they will initiate and complete their tasks and demonstrate their successes and value. Ideally, ongoing ventures will be self-sustaining within 24 months of initiation, or in the case of product-oriented projects, deliverables will be demonstrated to the Board within the same time frame.
Clearly the airport would meet the criteria if the group and the project were a collaborative effort and could demonstrate the involvement of all parties. The airport should identify a single project to pursue this funding.
The second program is the Northern Development funding programs. These programs are for economic diversification and infrastructure. They are available to local municipalities and regional districts. The Economic Development Capacity Building fund is a program that provides economic development capacity with annual funding to build economic development capacity in local municipalities and regional districts in northern and central BC. The grant provides up to $50,000 rebate annually to local governments in the Northern Development Service Region. At least $5,000 of the annual funding must be used to fund collaborative economic development projects with another local government, First Nation or industry association.
There is also the Pine Beetle Recovery Account that the City of Quesnel has already taken advantage of and may continue to do so.
8.3 Canada BC Building Fund
The Canada-BC Building Canada Fund – Communities Component is a shared funding program which included Local and Regional Airports as eligible projects. The deadline for submission was December 2014. At the BCAC conference in Kelowna in April 2015, the announcement was made that this funding will be extended.
Municipalities may submit two applications for funding during this intake. The details of the extended program are not yet available. This is a program that Quesnel should investigate and determine eligible projects and make application.
8.4 Municipal
Currently the City of Quesnel provides financial support to the airport. As the owner and operator of the airport, that is to be expected. Other than that, the City cannot become financially involved in the support or initiation of businesses at the airport, other than the Economic Development arm providing support and research and potentially assistance with Grant writing.
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However, other municipalities have been involved in initiatives at airports such as subsidizing ferry service and Car-to-go (Prince Rupert), to developing land at the airport for industrial lease (Grande Prairie), to upgrading navigational equipment to increase surety of landing (Nanaimo).
Dawson Creek council considered guaranteeing a certain number of seats on the aircraft to ensure that the scheduled service continued, but did not proceed due to the uncertainty of the potential cost. WestJet started service in Comox because the Military guaranteed 80% load on every plane (after 2 years of WestJet service, the guarantee was not required because the direct flights from Comox to Calgary and Edmonton were over 80% full without any subsidy from the military).
Quesnel could consider a guarantee arrangement with flights, but more importantly, for a car rental company. This might include the City assisting with the purchase of vehicles for the company, collecting advertising money to pay directly to support the car rental company, working with companies who currently pick up and drop off employees or provide company vehicles. This would be an arrangement that would take study to provide cost estimates, quantify the level of risk and clearly establish what the benefits would be to the City and municipalities are limited by provincial legislation and Section 25 of the Community Charter.
Governance was not part of the study; however, the issue of sale or lease of lands is a constant discussion at airports. It is recommended that airside lands are not sold, but that all leases be lengthened to between 25 and 40 years. While the sale of lots provides a one-time cash contribution, the monthly maintenance fees would have to be charged on top of that and would have to be justified as strata fees by the operational costs of the airport.
While there may be concerns that establishing a new committee may create additional demands of staff and council resources, we are recommending that the City consider the establishment of an Advisory Airport Committee. This is a community airport and it is going to take private investment to develop the airport. It is recommended that a committee be created that is mandated to meet four times a year, whose membership is comprised of elected officials, staff and appointed public members. This open and transparent communication may assist the community in their comfort that the airport will remain supported by the City and that private investment is welcome.
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8.5 Partnerships
Due to the high capital cost of upgrades and developments at airports, many airports look at partnering with the private sector5. This can include aviation upgrades (lighting, navigational aids, taxiway extensions, apron extensions) and business opportunities (the tax exemption bylaw, lease payment relaxation). In the case of Quesnel, this could include a flight school, a Forestry work camp and increasing the aviation uses on the airport.
This requires a strong economic development focus to seek out the firms that could provide potential contribution and to identify the potential projects.
5 Sundre Airport worked with Weldwood to share the cost of installing lighting at the airport to extend the operation of the airport to night operation and Josephburg Airport partnered with Shell to upgrade the runway to allow Shell to transport their work crews.
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9 Strategic Actions
This section of the report provides the short, medium and long-term strategic actions proposed to achieve the goals of the airport and the City.
Figure 10: Proposed Strategic Actions
Short-Term Medium-Term Long-Term Private Sector Car rental – establish a car Expanded parking (long- Agriculture and Horticultural rental operation at the term) operations / businesses, airport – City will consider Highway or tourist including clearing of the providing relaxations on the commercial on the access north west side of the airport concession fees road to the airport to convert the agricultural Taxi stand – City waive the leases for the construction of waiting fees and provide the greenhouses and processing advertising sign at a reduced rent T-hangar construction for private aircraft for lease or strata sale Food truck – to provide food service to the passengers at the airport Fly fishing shop – to provide rentals of equipment Mountain bike rental – to provide rentals of equipment Fixed Base Operation (FBO) at the airport to provide hangar, air service and loading and unloading for freight Group tours – encourage the travel industry to organize four seasons group tours City City consider extending bus Should wait times at the Service more airside land; services to the airport airport lengthen and this could be to the north City continue to support the demand is identified, the east (GA) which could be “Fly Quesnel” policy for all City consider constructing unserviced and to the elected officials and staff a kitchen/restaurant groundside to the North for when feasible facility at the Terminal rotor wing Connect Airside to Campbell Building If the paintball operation Crescent through private Should aircraft size closes operation, clear taxiway to paid for and increase the City may the area, extend runway and
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maintained by users when consider expansion to the construct 10 residential the lot owners make departure lounge, airpark lots financial commitment. including a unisex Sell or develop the land in the Set up an Airport Advisory accessible washroom west for residential Committee to review development development at the airport Expand second portion of and make recommendations Campbell Crescent to to Council Airside with demand from Clarify the development private investment process and building standards Prepare an Airport Master Plan Prepare amendments to the OCP and the Zoning Bylaw to create an Airport District and land use related OCP policies (Development Permit Area) Consider applying an Airport Improvement Fee City and Equipment for the loading Non-precision instrument Regional and unloading of Cargo – for approach and departure just in time delivery and systems market garden agriculture Agriculture Distribution Centre (refrigeration and sub zero building) Economic Flight training school to Runway extension to the FBO expansion Development cater to international south (requiring land students with acquisition) accommodation and food Bring in a second airline and beverage services such as Pacific Coastal Helicopter service - new and/or get a direct flight to TDLZ (helipad) on the apron Calgary in front of the ATB Develop helicopter leases Lease the serviced land and helipads to the north along the airport access road of the groundside for helicopters (air traffic is operations buildings – currently not sufficient to separate the traffic from require separation of fixed v. the runway rotor wings) Community Set up a "friends of the Fundraising for special airport" committee to work projects and beautification on fundraising and beautification projects.
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Quesnel Airport Business Plan Final June 22, 2015
10 Recommendations
The goal of this Business Plan is to provide pragmatic, realistic recommendations that the City of Quesnel can actually implement to improve the successfulness of the Airport. The following are the top
Recommendation Background Actions Timing 1 Car Rental The companies we talked to Contact Rent A Wreck (or IMMEDIATE ACTION have indicated that there is other company) and deter- The survey and discussions with a not sufficient demand. They mine their criteria. car rental company should start need to keep a certain sized Survey passengers on CMA immediately. fleet to make it worthwhile for flights regarding car rental. the insurance and Costs would include: maintenance. They need to Survey hotel guests regarding staff time to develop and partner with a local car rental. administer and tally the maintenance company. To get survey. Prepare a proposal for the a successful rental operation rental company – free use of Staff time to contact car in Quesnel, it will take all rental companies kiosk at airport for first year, parties participating; arrange a maintenance Staff time to prepare the companies, the city, the partner, and free parking. proposal for the car rental airport and the airline. The company companies must know that there are direct flights to Potential Revenue: Quesnel, we need research to It is recommended that the show how many people would City waive fees at the airport rent cars if they were for the first year. The available, we need the revenue would not begin companies to be ready to until year 2 of the operation open corporate accounts, we and may be graduated. need the airport to drop fees Revenue and benefits to for the first year and we need other companies and a local maintenance company organizations will be difficult to partner with the car rental to calculate. company. National did not appear to be interested in starting again. The City will have to be the initiator. Our suggestion is to contact other companies – maybe Rent a Wreck is a good place to start. 2 Airport Zoning A general industrial zoning is Prepare a Master Plan for the IMMEDIATE ACTION not sufficient for an airport to Airport. The City should initiate the attract development. It is Prepare a Development development of an Airport recommended that the City Permit Area, and/or Master Plan, zoning regulation develop an Airport Zone, an amendments to the OCP to and potentially a Development
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Quesnel Airport Business Plan Final June 22, 2015
Recommendation Background Actions Timing Airport Overlay Zone and include land use policies for Permit Area immediately. This is potentially a Development the airport. a major marketing tool for an Permit Area for the airport airport. Without these Prepare an Airport Land Use that outlines land available for documents, potential developers District with development development, delineates and airlines have no sense of regulations and guidelines for airside and groundside land what can happen on the airport, the airport. uses and clearly outlines the what support the airport may process for approval of have from the Community and development on the airport. the Municipality and what is actually wanted at the airport. It is recommended that while staff are capable of completing most of this work, an aviation consultant is hired to assist with the development of the policies, maps and documents. With the recent changes in staffing, a Master Plan and Airport Zoning will assist a senior clerk in the management of the airport. Costs would include: Staff time to work with consultant on the master plan preparation Staff time to prepare and process zoning bylaw and OCP amendments Consultant to prepare master plan and provide drafts and recommendations for zoning bylaw and OCP amendments ($25 - 40,000) Revenues: Anticipated increase in development at the airport
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Quesnel Airport Business Plan Final June 22, 2015
Recommendation Background Actions Timing 3 Fixed Base There are many benefits to an Promote the Tax Exemption 1 TO 3 YEARS Operation FBO and large hangar. Aircraft Bylaw. The costs implicit in this action and/or Hangar can overnight, charter flights Reduce lease rate for first 5 are all of the responsibility of the have 24 hour options, years. private developer. The City may maintenance can be stand to lose some revenue (tax completed on aircraft and the Extend the lease to 40 years. exemption bylaw and potential FBO may take on the loading Communicate the intent to reduction in lease rate for the and unloading of freight. allow this operator to take first 5 years. This is a private development over the cargo activities. These discussions should happen initiative. The issue with the Expedite the development soon while the developer is still development of a project of and building permit process. interested in the development. this size is it must have a long lease (40 years with option to Revenue: renew). The tax exemption Increased rent over time
bylaw will be a strong benefit Increased landing fees – we are not sure that the operators at the airport fully understand the benefit. Marketing of this facility should be included in the joint marketing initiative (#7 below). 4 T Hangars and The land on the airport in Identify the land for a taxiway 3 to 5 YEARS GA expansion airside industrial, can be and T hangar development. The Master Plan and Zoning will utilized for T hangars for the Promote the opportunity in establish the location for this small private pilots. It is aviation magazines and on development. Like the FBO, the proposed that the City make line. City can put together a proposal the land available and the for a developer showing the tax Private Sector construct the Promote the Tax Exemption exemption, 40 year lease and hangars utilizing the tax Bylaw potentially cost sharing on benefit program. The private Demonstrate through zoning taxiway. The taxi way developer can then rent out or Master Plan the long range construction is a capital cost to the hangars, or they can be strategy for the airport (to the airport with no known source sold as strata lots. The land build confidence in a private of funding for a municipality or would still be owned by the developer). regional airport. City. Extend the lease to 40 years Cost estimate for the taxiway is with renewal. not provided here because length and code are not defined. Develop a list of people interested in leasing a T Revenue: hangar. Increased rents Increased landing fees
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Quesnel Airport Business Plan Final June 22, 2015
Recommendation Background Actions Timing 5 Campbell It appears that there is one Develop a plan and cost 3 to 5 YEARS Crescent Airside owner who is interested in estimate to extend the This project only moves forward Access airside access to the airport. taxiway to Campbell Crescent. if the landowners and developers One owner, without some Develop an amortized cost for commit to cost sharing. solid commitment, is the access. insufficient to extend a Revenue: taxiway to provide access. Meet with each land owner Cost sharing from There are safeguards in place on Campbell Crescent and landowners to allow airside access from determine their intent to private operators. But the cost access the airport and to pay and who pays is the critical their share of the cost question here. The City cannot (through a local improvement take on the cost of the taxiway tax or DCC). If all the owners construction for a single agree, and sign the contract, tenant. and it is guaranteed that there will be cost recovery, the City will initiate the taxiway construction and secure gate construction. 6 Joint Marketing Marketing is critical to any City/Economic Development IMMEDIATE ACTION initiative – for example, if a work with all parties to gain Depending on the success of the rental company restarts support and financing and other initiatives, this is an operations – it is critical that develop a marketing strategy ongoing process of marketing. all potential users are made that will hit all audiences. aware of that service. Anyone Costs include: who benefits from the airport Staff time to prepare the should be involved in the joint materials marketing. That includes the Printing and distribution City, the airport, the airline, costs of brochures, the hotels, the tour operators, pamphlets and other hard the guides, the restaurants, copy advertising the flying club, the car rental Revenue: agency, any service providers at the airport and the major Increased economic activity companies in town. The in the region purpose of joint marketing is to get the best value for money spent, as well as benefit the greatest number of businesses.
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Quesnel Airport Business Plan Final June 22, 2015
Recommendation Background Actions Timing 7 Rotor Wing With the development of The City/Economic Develop 3 to 5 YEARS Centre of logging, mining and pipeline should create an information This is likely a medium term Excellence activity outside of Quesnel, package with the advantages action. Most of the companies there is the opportunity to of locating in Quesnel are established in their location service that development with (including the tax exemption, and have leases that will need to helicopter service. Quesnel lease reductions, long term be “broken”. could position itself as the leases, zoning ready for centre for rotor wing development etc) and contact If the City/Economic operations. This could include major helicopter companies Development can encourage two training and maintenance. currently operating at other companies to locate at the There is significant land at the airports in BC and airport, the costs will include airport to locate helicopter demonstrate why they should road access to the site, and operations and land for the relocate. potential loss of revenue or groundside operations. reduced revenue for the start up There are 90 helicopter period of time. operators registered in British Columbia. The complete list is Revenue: attached as Figure 2. Seven of Lease and fuel sales these companies are located Increased business at the at the Prince George Airport. airport There are also companies located in Smithers, Dawson, and Williams Lake. It is recommended that once the City and airport have identified an area and a strategy to attract the companies that they start with the seven companies in Prince George. You can offer a more central location, likely cheaper land, the tax exemption and a skilled labour force. Partner that with the outdoor sports experience and tour operators and you may be able to “sell” both the industrial and tourism aspects of the helicopter business.
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Quesnel Airport Business Plan Final June 22, 2015
Recommendation Background Actions Timing 8 Flight School One of the opportunities The City may contact existing 3 TO 5 YEARS addressed by several groups aviation schools and As with the helicopter was the lack of pilots determine if there is demand recommendation, this is a internationally. This opens up for a school in western medium term recom-mendation. the opportunity for a flight Canada, in the north. The firms must be approached, a school. It could be geared to One suggested firm is ATP solid business proposition must international students. The Flight School. They currently be made, the company must Quesnel airspace is open, operate 20 schools in the obtain financing, construct there is land for facilities on United States. The closest are facilities and sell the program to the airport (or in town), there in Seattle and Portland. They attract students. is capacity on the runway and offer a license in 90 days, taxiways. This could partner The costs to the City would provide housing for students. with the FBO for aircraft include potentially upgrading or Currently they advertise maintenance. constructing road and taxiways training in the US and Europe. depending on the location of the There are currently 32 flight facility. No cost estimates are training companies in BC. provided due to insufficient Some are for helicopter only. information regarding the Of the 32 facilities, 16 are in location of the facilities. the lower mainland (Delta, Revenue: Abbotsford, Pitt Mea-dows, Lease rates Langley and Chilliwack). Only Landing fees one is located in Prince George (Guardian) and one is General increased business located in Williams Lake to the region by the students (Lawrence). There is an Use of skilled labour opportunity to make the “pitch” to some of the companies in the lower mainland for expansion, lower cost, provision of housing for students, and skilled labour force.
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Quesnel Airport Business Plan Final June 22, 2015
Appendix A Public Engagement Participants
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Appendix A
Amy Reid Economic Development Officer Tanya Turner Director of Development Services Councillor Scott Elliot City of Quesnel Jeff Norburn Director of Community Services Matt Thomas Transportation Manager Byron Johnson City Manager Bob Simpson Mayor Amber Gregg Manager, Chamber of Commerce Barb van Halderen All West Crane Jerry Bruce CRD Director Area B, Flying Club member Jahn Salewski Forest Service Jim Scott MDF Manager, West Fraser William Lacy President, Chamber of Commerce Margaret Inoue EDO, Wells Sylvain Gauthier Director of Emergency Services, City of Quesnel Kari Bolton Director of Corporate and Financial Services Gerald Pinchbeck Intern, City of Quesnel Laurey-Anne Roodenburg City Councillor Ron Styan Quesnel Flying Club Les Vaughan Quesnel Flying Club Norm Lindstrom Quesnel Flying Club Dan McKeith Quesnel Flying Club Don Parker Quesnel Flying Club Robert Le Poiderin Quesnel Flying Club Michael Prosser Central Mountain Air Barrie Holmberg Central Mountain Air
Quesnel Regional Airport Business Plan - Pat Maloney, Dillon... Page 81 of 142
Recommendations – Policy and Bylaw Review Committee
May 28, 2015 - MEETING
1. City Promotional Items (City “Swag”)
MOVED Mayor Simpson, Seconded Councillor Paull and resolved: The Policy and Bylaw Review Committee recommends to Council that no further City promotion items will be purchased, except for city pins and pencils (the pencils will be given to students who tour City Hall for educational purposes);
AND THAT it is further recommended that the City's residual promotional inventory will be allocated at the discretion of the Director of Corporate and Financial Services.
CARRIED
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Policy and Bylaw Review Committee - Minutes of May 28, 2015 Page 82 of 142 MEETING NO. FRASER ROOM
A Municipal Council Standing Committee - POLICY & BYLAW Meeting was held on the 28th day of May, 2015 commencing at 3:00 p.m. at City Hall in the Fraser Room.
Committee Members Present: Councillor Ron Paull [CHAIR], Mayor Bob Simpson, Staff: Deputy City Manager/Director Finance and Corporate Services Kari Bolton and Deputy Corporate Officer Gina Albers
Committee Member Regrets: Councillor John Brisco
City Staff - Guests: Corporate Officer, Byron Johnson and Director of Development Services, Tanya Turner
A. CALL TO ORDER - CHAIR
Councillor Ron Paull called the meeting to order at 3:00 p.m.
B. APPROVAL OF AGENDA:
MOVED Deputy Albers, Seconded Mayor Simpson and resolved: THAT the Policy and Bylaw Review Committee approved the May 28, 2015 Agenda as presented.
CARRIED
C. DELEGATION(S):
D. APPROVAL OF MINUTES:
D.1) Adopt Meeting Minutes of May 14, 2015
MOVED Director Bolton, Seconded Deputy Albers and resolved: THAT the Policy and Bylaw Review Committee approved the May 14, 2015 Meeting Minutes as presented.
CARRIED
E. ACTIONS / OLD BUSINESS:
E.1) Action Item List - Committee to Review
The Committee reviewed and discussed the Policy and Bylaw Review Committee's Action Item List.
Policy and Bylaw Review Committee - Minutes of May 28, 2015 Page 83 of 142 Policy and Bylaw Review Committee 2 May 28, 2015
E.2) Tobacco Use Information Update from Megan Klitch, Canadian Cancer Society
ACTION: City staff to draft a bylaw regarding outdoor tobacco use, including e- cigarettes, and bring back to the Policy and Bylaw Review Committee for consideration.
E.3) Comprehensive Street, Traffic and Parking Bylaw Update - Director Bolton to Report
ACTION: Mayor Simpson to arrange a general meeting with the all Business Improvement Associations ("BIA's), including the Executives and General Membership, to review: case law and legislation around panhandling; and City's challenges and opportunities regarding the larger social issue around panhandling.
It was generally agreed that Committee will have completed reviewing the drafts of the Comprehensive Street, Traffic and Parking Bylaw and the Municipal Ticketing Information Bylaw this fall and that each of these bylaws will be brought to Council for consideration afterwards.
E.4) City Swag Requests - Mayor Simpson to Discuss
MOVED Mayor Simpson, Seconded Councillor Paull and resolved: The Policy and Bylaw Review Committee recommends to Council that no further City promotion items will be purchased, except for city pins and pencils (the pencils will be given to students who tour City Hall for educational purposes);
AND THAT it is further recommended that the City's residual promotional inventory will be allocated at the discretion of the Director of Corporate and Financial Services. .
CARRIED
E.5) Cariboo Regional District - Request for Dog Control Services
ACTION: The Cariboo Regional District's request to the City for Dogs at Large services, in the Kersley, Red Bluff and West Fraser Fire Protection boundary areas, will be research further by City staff and that a report will be brought back to the Policy and Bylaw Review Committee for consideration.
E.6) Traffic - Public Safety (Davie Street/Legion Drive) - Councillor Paull to Discuss
The Committee discussed the traffic safety issues of the Moffatt Bridge corridor in general and during flooding season. Councillor Paull will bring this discussion piece forward to Council for consideration. Policy and Bylaw Review Committee - Minutes of May 28, 2015 Page 84 of 142 Policy and Bylaw Review Committee 3 May 28, 2015
E.7) Scooter Traffic - Dunrovin Park Lodge and G. R. Baker Memorial Hospital - Councillor Paull to Discuss
ACTION: Mayor Simpson will bring forward the concern to NHA of increased scooter/wheelchair traffic and safety concerns associated when people are travelling via scooters/wheelchairs to/from the various NHA facilities in Quesnel.
F. REPORTS:
F.1) Bylaw Chart - For Informational Purposes Only
G. NEW BUSINESS:
H. CORRESPONDENCE:
I. ADJOURNMENT:
With there being no further business discuss, the meeting ended at 4:30 p.m.
J. NEXT MEETING - JUNE 11, 2015 AT 3:00 P.M.
CERTIFIED CORRECT
______Ron Paull, Chair
Policy and Bylaw Review Committee - Minutes of May 28, 2015 Page 85 of 142 To preserve our history and heritage and make it accessible for present and future generations.
Museum and Heritage Commission Meeting
Wednesday, June 10, 2015 5:00 p.m. in the Fraser Room at City Hall
PRESENT: Commissioners: Commissioner Honey Affleck, (City Councillor) Ron Paull, (Northern Director) John Massier, Judy Anderson (via Teleconference at 5:20), Bruce Steele, Andrea Lee, Lori McKee and Poonam Miglani
Staff: Museum and Heritage Manager Elizabeth Hunter and (Secretary) Communications Clerk Teann Ingram.
1) CALL TO ORDER a) Commissioner Affleck called the meeting to order at 5:15 p.m.
MOVED by Commissioner Massier, SECONDED by Commissioner Steele that the Agenda be accepted. CARRIED.
2) MINUTES a) Museum Commission meeting minutes of April 8, 2015. MOVED by Commissioner Steele, SECONDED by Commissioner McKee that the minutes of the Museum and Heritage Commission meeting on April 8, 2015 be approved. CARRIED.
3) CORRESPONDENCE None 4) REPORTS a) Council Representative Councillor Paull reported the 2016 budget preparation is underway. Every line item will be reviewed. If the commissioners have any events/project they would like to see in 2016, please bring ideas to the September meeting. b) Report from the CRD Director Massier attended the opening of the Gold Rush Trail exhibit at the Royal BC Museum in Victoria. Barkerville supplied the Billy Baker watch and poke. The Timber Kings are building Billy Baker’s shaft house in Barkerville. The TV crews were present. Barkerville attendance was up 40% in the first 24 days of being open. Museum and Heritage Commission Meeting Minutes of June 10, 2015 Page 1 of 3 Museum and Heritage Commission Meeting Minutes of June 10, 2... Page 86 of 142 To preserve our history and heritage and make it accessible for present and future generations.
Minister Walk and Minister Oakes visited Barkerville. Minister Walk was very impressed. Barkerville has launched a new web site. c) Manager’s Report – comments in addition to the attached report. Manager Hunter received the Heritage BC Quarterly Magazine which featured an article about the Chinese recognition project. Of the ones they mentioned, two were from the Quesnel Museum. Manager Hunter thanked everyone who helped and participated in the BC Historical Conference. The BCHC President sent a letter to Manager Hunter and the Mayor with appreciation. d) Marketing Committee Will set a meeting to discuss Royal Engineer Encampment. e) Conference Committee Summary included in Manager’s report. 5) OLD BUSINESS a) Dressing in Costume The Commission will try to confirm with all Commissioners when dressing in costume is necessary. 6) NEW BUSINESS a) Royal Engineer Encampment Weekend – Event Host Application Commissioner Anderson has invited the Billy Barker Days Society to attend a croquet game and tea in costume during the event. If any Commissioners have access to wild game, please let Commissioner Anderson know. The meat would be served as a private meal for the Engineers. Manager Hunter is applying for funding for the event. The event will include heritage games, rope making, period music, weaving, spinning, and storytelling. The reenactors will include people taking on the role of a native woman and voyageurs in addition to the Royal engineers and their associates. b) Billy Baker Days Parade Commissioners participating in the Billy Baker Days Parade are to confirm their participation by July 15th. I f they can provide their own costume that would be a benefit, but the museum staff or other commissioners may be able to assist. Costumes do not have to be limited to the 1860s period. They also need to come prior to the event to learn about the items on their tray. c) Plan for Heritage Related Artifacts, Monuments, Letter by Jeff Dinsdale. Commissioner Affleck read the Letter submitted by Jeff Dinsdale regarding the large impact of downtown traffic on the Heritage Sites; caring of the heritage sites; funding costs for development, building and upkeep on heritage sites/items. The Commission is concerned with
Museum and Heritage Commission Meeting Minutes of June 10, 2015 Page 2 of 3 Museum and Heritage Commission Meeting Minutes of June 10, 2... Page 87 of 142 To preserve our history and heritage and make it accessible for present and future generations.
the reputation, safety and damage of heritage sites near the Quesnel Footbridge. Manager Hunter will provide additional information for the Commission at its next meeting.
d) Washrooms There is a need for improved and accessible washrooms at the Quesnel Museum. Manager Hunter will discuss this issue at the next Museum planning meeting. e) Canada 150 Fund The fund is for events in 2017. Commissioners to report back with ideas. f) Commission Expenses and Meeting Times The Commission discussed the financial constraints on the City. The option of holding meetings later in the evening so that Commission members would have time to eat before the meeting was discussed. MOVED by Commissioner Massier, SECONDED by Commissioner Anderson that the Museum and Heritage Commission meeting time change to 5:30 p.m. and THAT supper will not be provided at future meetings. CARRIED.
g) BCMA Membership Benefit Program MOVED by Commissioner Miglani, SECONDED by Commissioner Steel that the Museum and Heritage Commission join the BCMA membership benefit program. CARRIED.
7) ACTION ITEMS See action items for revisions.
8) OTHER Collections Committee Meeting June 17, 2015 at 1:30 p.m. Manager Hunter will confirm meeting date by email. 9) IMFORMATION ITEMS a) Museum and Store Statistics – April and May 2015 b) Financial Statement – May 2015 c) Friends of the Museum Minutes – March and April 2015 10) NEXT MEETING Wednesday, September 9, 2015 at 5:30 p.m. in the CD Hoy Gallery at the Museum. Note: Supper will not be provided. 11) ADJOURNMENT The meeting adjourned at 7:22 p.m.
Museum and Heritage Commission Meeting Minutes of June 10, 2015 Page 3 of 3 Museum and Heritage Commission Meeting Minutes of June 10, 2... Page 88 of 142 Council Report No. C32/2015 CITY OF
QUESNEL
Report Date: June 17, 2015 Meeting Date: June 22, 2015
To: Council From: Councillor Paull, Chair of Policy and Bylaw Review Committee Subject: Smoking Regulations Bylaw 1767
PURPOSE The purpose of this report is for Council to consider a first bylaw reading of proposed Bylaw 1767 regarding smoking regulations in the City’s public spaces.
At the May 28, 2015 and June 11, 2015 Policy and Bylaw Review Committee (“Committee”) meeting the Committee discussed, revised and reviewed the proposed smoking regulations bylaw. The Committee’s intent was to bring forward the smoking regulations bylaw to the June 22, 2015 Regular Meeting of Council for first reading, carry out public consultation over the summer months with the remainder of bylaw readings, including final adoption, to occur sometime this fall.
Public consultation will include emailing the proposed bylaw out to Business Improvement Associations, Neighbourhood Associations, Quesnel and District Chambers of Commerce and health stakeholders, as well as list the bylaw on the City’s website and social media channels for feedback and public input.
The proposed bylaw focuses on the key areas within the City that elected officials and City staff have received complaints regarding tobacco, or other substance use, in public spaces (eg: Spirit Square and playgrounds). Any changes to the proposed bylaw would reflect the public’s input received over the summer months and will be brought back in a city staff report this fall for Council’s consideration.
ATTACHMENTS Bylaw 1767 – Smoking Regulation
RECOMMENDATION THAT Council proceed with first reading of the “City of Quesnel Smoking Regulations Bylaw No. 1767 of 2015”; AND THAT Council directs staff to complete public consultation of this bylaw; AND THAT Council directs staff to bring a report back in the fall of 2015 outlining the public’s input regarding this bylaw and any recommended changes.
Page 1 of 1
Council Report #C31/15 - Policy and Bylaw Review - Time Sens... Page 89 of 142 CITY OF QUESNEL BYLAW NO. 1767
A Bylaw to prohibit smoking in City of Quesnel Public Spaces.
WHEREAS Council may, by bylaw, regulate, prohibit and impose requirements in relation to public health and public spaces per Section 8(3)(i) of the Community Charter;
AND WHEREAS it has been determined that second-hand smoke and vapour is a health hazard and nuisance for persons in public spaces in the City of Quesnel;
AND WHEREAS it is desirable for the care, promotion and protection of the health of people in parks to regulate smoking in parks;
AND WHEREAS the City of Quesnel has satisfied the preconditions to adopting this Bylaw set out in the Public Health Bylaws Regulation, B.C. Reg42/2005;
NOW THEREFORE, the Council of the City of Quesnel in an open meeting assembled enacts as follows:
1. Interpretation: (1) In this bylaw: Smoke or Smoking means to inhale, exhale, burn, vape or carry a lighted cigar, cigarette, pipe, e-cigarette or other smoking equipment that burns tobacco or other weed or substance but does not include the carrying of lighted incense or other lighted smoking equipment used solely for ceremonial or religious purposes; 2. Public Spaces and Recreational Areas (1) No person shall light, smoke or use a cigarette, cigar, pipe, other smoking substance and/or equipment, or activate an e-cigarette in any manner in the following places: (a) LeBourdais Park; (b) West Fraser Timber Park; (c) Spirit Square; (d) Quesnel Youth Soccer playing fields; (e) Playgrounds and playing fields; (f) Fraser River Foot Bridge, including the entrances.
Council Report #C31/15 - Policy and Bylaw Review - Time Sens... Page 90 of 142 3. Amendment of Old Bylaw (1) M.T.I. Bylaw No. 1320 of 1995, as previously amended, is further amended by adding Schedule 10 with the attached Schedule “A” hereto, to be cited for all purposes as Schedule 10 of Bylaw No. 1320. 4. Citation This Bylaw may be cited for all purposes as “City of Quesnel Smoking Regulation Bylaw No. 1767 of 2015”.
READ A FIRST TIME this day of , 2015.
READ A SECOND TIME this day of , 2015.
READ A THIRD TIME this day of , 2015.
DEPOSITED with the Ministry of Health this day of ,2015.
FINALLY ADOPTED by Council this day of , 2015.
______MAYOR, CORPORATE OFFICER, Bob Simpson Byron Johnson
Council Report #C31/15 - Policy and Bylaw Review - Time Sens... Page 91 of 142 Schedule A of Bylaw No. 1767
SCHEDULE 10 TO BYLAW NO. 1320 SMOKING REGULATION BYLAW NO. 1767
Offence Section Fine
1) Lighting, smoking or using a cigarette, cigar, pipe or 2(1) $50 other smoking substance and/or equipment, or activating an e-cigarette in any manner.
Council Report #C31/15 - Policy and Bylaw Review - Time Sens... Page 92 of 142 CANADA POSTES POST 2 CANADA canadapostca
Converting to a community mailbox
Canada Post willbe making changes to deliveryin your community next year. Most customers in your neighbourhood willstart to receivetheir mail and parcels in new locked community mailboxes. We are looking for your input now, earlyin the process, to help us understand your priorities and preferences.
There willbe no change in deliveryfor people livingin apartment buildings,seniors’ buildings and condominiumswho already have mail deliveredto boxes in the building lobby.
Makingthe decisionto end mail deliveryto the door has been difficult.Digitalalternativesare replacing traditionalmail and that trend willaccelerate. As a result, people are using Canada Post differentlythan they have in past years. Canadians mailed almost 1.4 billionfewer pieces of Domestic Lettermailin 2014 than they did in 2006. The changes we are making are necessaryto secure the future of postal service in Canada and avoid becoming a burden on taxpayers. While community mailboxeshave served millionsof Canadians We want to for three decades, we understand this represents a significant hear from you change for affected customers and your community. Over the coming months, Canada Post willwork to ease this transition. 0 Pleasefillout the short We willbegin by working with your municipalityto find survey in this package. locationsfor the community mailboxesthat willbest serve It will help us with imple- your neighbourhood. mentation. Thissurvey is also online. As we prepare to transition mail delivewin your neighbourhood to community mailboxes,we would greatly appreciate Please respond hearing directly from you. Pleasetake the time to let us know to the survey within what you think. The informationwe receivefrom you and your four weeks. neighbours willfactor into our planning of the transition in your community 9 Ifyou have more time, please participate in a more Thankyou in advance for your understandingand your input. in—depthconversation Canada Post remains proud to serve you, and we are committed through the Community to making this transition as smooth and convenient for Mailbox Guidebook. you as possible. To use these tools, or for Sincerely, more informationabout the conversionof mail deliverywhereyou live, Wve~§9»w«3. visitcanadapost.ca MaryTraversy or call1-844-454-3009. Senior Vice—President,BusinessTransformation Canada Post
Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 93 of 142 Questions you may have CANADA POSTES POST I CANADA
Why are you changing the way Changing the way i get my mail? Canada Post delivers mail across the country With Canadians mailingless and less each year, we have to make difficult decisions to secure the postal service for will help secure the everyone. We know people don't want us to becomea burden postal service for on taxpayers. Thischange protects your maildeliverybut reduces all Canadians. the cost of providingit. Deliveringyour mail to a community mailboxwillcost half as much as deliveringit to your door.
What if I have a disabilitythat means Ican't get to my community mailbox? We understand that some seniorsand some people with disabilities may not be able to get to their communitymailbox.ifyou need specialaccommodationbecauseyou havesignificant mobility issues and lackalternativesto access a community mailbox, please call us directly at 1-844-454-3009.
How do I get my mail and parcels? You'll be assigned a lockedindividualcompartment for mail and smaller parcels. Larger parcels are deliveredand lockedinto one of the parcel compartments, A clearlymarkedparcel key will be placed in your compartment, allowing onlyyou to retrieve your parcel. Community mailboxeshave been in use for 30 years, and millions of Canadian households already rely on them.
What's going to happen and when? It willbe several months before your community mailbox is ready for you to use. We will provide regular updates between now and then—including informationabout the locationof your community mailbox, how and when you willreceiveyour keys, and the date deliverywillbegin.
Have a question about community mailboxes? Ask, read, or share a question in our Q&A Forum on canadapost.ca
Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 94 of 142 IT Tl Your views will help the transition CANADA : POSTE5 to community mailboxes. POST CANADA
MAILRECIPIENT Please fill out this survey and return it 1234 YOUR ST within four weeks. CITYPROVINCE A1B 2C3 Mark each answer that best reflects your opinion with an X, and return the survey in the enclosed postage-paid envelope.
Or, if it is more convenient, visit Canada Post is proud to serve you, and canadapost.ca, enter your access code is committed to making your transition and fill out this survey online. to community mailboxes as smooth and The access code is used so that only those convenient as possible. You are part of who are affected by a change this change and in service delivery fill understanding your out the survey. preferences will help us implement this initiative. Your access code is: 123 456 789
Your participation in this survey is completely voluntary. All responses you provide will be treated in accordance with Canadian privacy laws, will remain confidential and will only be used for purposes related to this program. The reporting of the data we collect will be in aggregate, meaning we will group many responses together and report on findings from groups of respondents.
0 Canada Post has been serving Canadians through community mailboxes(CIVIBS)for three decades, installing them in new developments as they have been built all across Canada. Did you know that 10 million Canadian homes already receive their mail through some form of centralized oleivery such as a community mailbox, boxes in apartment or condo lobbies, or at post offices?
YES NO
9 Over the past thr ee years, has the volume of mail you send gone up or down?
5. 1 7 GONE GONE DOWN 5AME UP
6 Thinking ahead over the next year, do you think the amount of online shopping you do wi I go up or down?
GO GO DOWN SAME UP
6 When it comes to CMBs, which of the following do you twink is most important to you? Please choose only one answer. PERSONAL LOCATION SAFETY ACCESSIBILITY §:CL:’:',;1l‘L’F1 DESIGNAND MAINTENANCE
Page 1 of 2 Proceed to page 2 > _| Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 95 of 142 l_ A single CMB usually has 16 locked boxes (one per home) and '1 two locked parcel compartments. The two types of CMB sites seen most often are Small Sites (generally, a group of 3 boxes serving 35-40 customers) and Larger Sites (many boxes serving up to 200 customers). Small Sites are spread throughout neighbourhoods; they are often on the sides of people's corner lots and are a walking distance for the customers they serve. Larger Sites are at a central location for a neighbourhood; they are often on public spaces and are farther away from the customers they serve. Which type of CMB 9 site would you prefer? SMALLSITE LARGERSITE
How concerned would you be if a small 6 site of CMBs is placed on the side of the nearest corner lot to you?
2 5 7 NOT AT ALL SOMEWHAT CONCERNED VERY CONCERNED
How concerned would you be if your mail is de 0 ivered to a larger public site that is farther away? 1 2 3 4 5 r. 7 NOT AT ALL CONCERNED SOMEWHAT V5,“. CONCERNED
How concerned are you about the following: Your ability to 0 use 2 ;. 2 4 5 r. 7 3 CMB NOT AT ALL CONCERNED SOMEWHAT VERY CONCERNED
' Your safety at ' CMBs ;. /. 0 1, ,3 7 NOT AT ALL CONCERNED SOMEWHAT VERV CONCERNED
Traffic safety at CMBs : ; ~ ® 1. v f 7 NOT AT ALL CONCERNED 5°""E"""’“ V5,“, coNcERNEo
» @ Seniors’ ability to ,2 z r in : U59 CMB5 NOT AT ALL CONCERNED SOMEWHAT VERY CONCERNED
Persons with disabilities’ ‘ ® 3 4 _ 5 : ability to use CMBs No, AT ALL CONCERNED SOMEWHAT VERY CQNCERNED
Security of your mail w ; ® .i k at CMB5 NOT ATALL CONCERNED SOMEWHAT VERY CONCERNED
Keeping CMB »
® g locations clean and A . _ NOT AT ALL well maintained CONCERNED SOMEWHAT VERY CONCERNED (litter, graffiti and snow removal) L Page 2 of 2 -J Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 96 of 142 CANADA POSTES POST CANADA
\/\/e’re \/\/oi"l Here are some of the modifications Canada Post can provide or make to the community mailbox, that may make it easier for you to access your mail or parcels. Your compartment could Itarthritis or dexterityare be equipped with a sliding important considerations compartment tray. It could for you, we could provide make it easier for you to you with a key turner. see and reach your mail it would allowyou to by reducing bending or insert, turn and pull out stretching. To use the tray, your compartment key just pull on a tab and by using allyour fingers slide it forward. instead of just your thumb and first finger. We could also assign The tags for keysto the you a compartment oarcel compartments at the height or the in waveBrailleand raised part of the mailboxthat ettering to help identifyas most you customers with impaired appropriate for you. visionlocate the compartment that has their parcel. Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 97 of 142 Protected B when completed Ea;:<,—.qu«:¢ifor ’C(,:l1'il’1’1U.lil”t'.\’l\/l€.,ll.l:>©}.' CANADA E? POSTE iii:-‘ll\"<“i /Xx’<'C=l‘i':l’:':Oda‘Ll(>l'i POST CANADA Community mailbox accommodation is intended for individuals ForCanada Post with disabilities that significantly restrict their ability to access mail Corporation Use Only from their assigned community mailbox. Individuals who lack reasonable alternatives will be considered for accommodation. APPLICANT INFORMATION (information about the person seeking a deliveryaccommodation) l:l Mr. l:l Mrs. l:l Miss l:l Ms. Last name: ,, N Firstname: Middle name: Home address Address(no., street, apt. no): City/town: , , 7 Province:,, Postal code: Home phone number: _ , , , Alternativephone number: Mailing address (if different from home address) Address(no., street, apt. no.) City/town: , , , Province:, Postal code:_ , Home phone number: Alternativephone number: Applicant's representative Ifsomeone other than the Applicant is preparing this form, please provide the following: Name of preparer: Daytime phone number: Address: _ , , , ,,, ,, Relationship to Applicant: Allpersonal informationcollected by Canada Post through the Community MailboxAccommodation Program is governed by the PrivacyAct. This means that Canada Post is obliged to protect your personal informationfrom unauthorizeddisclosureand willonly use your personal informationfor the purposes of determining your accommodation requirements and administeringthis program. We recommend that you do not use emailor other non—secure electronicmeans to send sensitive personal information,such as a completed questionnaire or any enquiries about this program that include details about a medical condition. For information about your privacyor to accessyour personal information,please contact the Canada Post PrivacyOffice at Canada Post, N1160-2701 RiversideDrive,Ottawa, ON KlA OB1or 1-866-913-2473. 33»090—D53Eng (O1—1S) Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 98 of 142 INFORMATION ABOUT THE APPL|CANT'S HOUSEHOLD Type of dwelling l:l House (detached, semi~detached,townhouse, row house) l: Apartment l: Collectiveresidence(e.g., retirementhome, dormitory) l:l Other (specify) How do you receive your mail today? l:l At your door/ residence l:l Apartment lobby mailbox l:l Community mailbox l:l Other (specify) Do you live alone at this address? l:l Yes l:l No if you answered "No," is there another resident in your household capable of travelling between your residence and the community mailbox and accessing the community mailbox? l:l Yes l:l No If you answered "Yes," can you rely on the other resident(s) in your household to collect your mail from the community mailbox? l:l Yes El No Are the limitations and barriers you face in accessing your community mailbox considered permanent or temporary? l:l Permanent (eig., having a permanent mobilityor visiondisability) :l Temporary (eig., health condition associated with the limitationmay improve over time) If the health condition is considered temporary, when is the condition likely to resolve? :l Within 6 months El More than 6 months Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 99 of 142 Please identify which of the following issues best describes why you are unable to access mail at your community mailbox (check all that apply). GETTING TOIFROM THE COMMUNITY MAILBOX I am unable to travel between my residence and the community mailbox due to the following: I:I Mobilitydisability(e.g., difficultywalking/travellingwith or without a mobilityaid) I:IA vision disability(e.g., legallyblind) I:IOther functionallimitationsor health conditions I:I None of the above Please describe in more detail how your disability affects your ability to get to and from or use your community mailbox. ACCESSING THE MAIL COMPARTMENT Because of my limited reach and/or stretching ability (e.g., reaching in any direction) I am unable to remove mail from: [I A lower community mailboxcompartment I___IA higher community mailboxcompartment I:I Any community mailboxcompartment I:I Not applicable Because of my limited dexterity (e.g., difficulty grasping small objects, grip strength) I am unable to use a key to access a compartment in the community mailbox. I:I Yes [I Not applicable Because of my limited vision (e.g., legally blind, contrast limitations) I am unable to locate: El A community mailboxcompartment I:INot applicable Because of other functional limitations or health conditions I am unable to access a compartment in the community mailbox. I:I Yes I:INot applicable Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 100 of 142 Canada Post may be able to provide you with aids to assist you in accessing your mail from the community mailbox compartment such as: A key aid to facilitate unlocking the compartment. Would this accommodation assist you? El Yes El No El Unsure A sliding tray in the mail compartment that reduces the amount of reach required the mail in the to access compartment. Would this accommodation assist you? El Yes [I No El Unsure Allowing you to choose the location of your mail compartment within the community mailbox. Would this accommodation assist you? [I Yes E] No D Unsure Canada Post may be able to provide you with mail redirection service where your mail will be delivered to any individualyou designate or to a retail postal outlet of your choosing, including pharmacies, convenience stores and other locations that offer postal services. Would this accommodation assist you? El Yes El No El Unsure Please note that you will be contacted by a representative of the Canada Post Delivery Accommodation Group to discussyour specific requirements. APPLICANT DECLARATION The informationprovided by or for me in this application is true to the best of my knowledge. i understand that Canada Post is relyingon this informationand that any intentional misrepresentation of facts may be cause for refusalof my request for deliveryaccommodation. i also understand that Canada Post may require additionalinformationrelatingto my disability or health condition, including certificationfrom a health care professional,to make an accommodation determination. Bysubmitting this application, I consent to Canada Post collectingmy personal informationfor the purpose of considering my eligibilityfor mail deliveryaccommodation, and for the purpose of managing such accommodation if I am determinedto be eligible. IfI have indicated that someone else prepared this form, I also consent to Canada Post discussing my application, including related personal and health information,with that preparer, whose information is listedunder Applicant's representative on the front of this application. Signature of Applicant Date If the Applicant is unable to sign the form, please contact Canada Post at 1-844-454-3009. Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 101 of 142 Community overview: Que.-snel, Bi‘il;isl1 Cc>lU.ml:ia Current situation (all of Quesne|): Residemial addresses Business ao.‘di'esses Door-to-door I147 Door-to-door 584 delivery: delivery: “I7CMB delivery: 868 “Ir CMB delivery: 3 S 2 §—iégzry?dglriiiteryr650 § Z 1 Other* delivery: 35 Door-to-door delivery to be converted to community mailboxes at this stage: Residential Business addresses 2334 addresses 51 Postal codes starting with: V2] These addresses are served by the followingpostal depot: 0 QUESNELLCDMAlN * Other delivery modes may includerural mailboxes,group mailboxes Note: Allnumbers are approximate. and post office boxes. Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 102 of 142 Community overview: Cai'il2 Current situation (all of Cariboo A): Residential ao’o‘resses: Business addresses Door-to-door 1,274 Door-to-door 61 delivery: delivery: I CMB delivery: 1,112 ulr‘CMB delivery: 1 L9 g_Apartment L? lobby delivery 0 E 3 so» 2 Z '— Other* delivery:I 5 Door-to-door delivery to be converted to community mailboxes at this stage: Residential Business H addresses 1'218 addresses 8 Postal codes starting with: V2] These addresses are served by the followingpostal depot: I QUESNELLCDMAIN * other deliveiy modes may includerural mailboxes,group mailboxes Note: Allnumbersare approximate. and post officeboxes. Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 103 of 142 Community overview: CEJ.l.’llZ).~O'Q[3, l3ri£:is.l‘iCol:uml:>ia Current situation (all of Cariboo B): Residential addresses Business ao‘o'i*esses Door-to-door 369 Door—to—door delivery: delivery: 42 “IrCMB delivery: 1,634 urJ—CMB delivery: 2 §_Apartment 0 § 5 lobbydelivery: «J O 0 Z Z l— Other* delivery:' 19 Door-to-door delivery to be converted to community mailboxes at this stage: Residential Business addresses 303 addresses 3 Postal codes starting with: VZJ Theseaddresses are served by the following postal depot: 0 QUESNELLCDMAIN * Other deliverymodes may include rural mailboxes,group mailboxes Note:Allnumbers are approximate. and post office boxes. Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 104 of 142 Community mailbox conversion: QUESNEL, BRETESHCGLUMBEA CARIBOOB V2J — Postal code area — Municipalboundary Locations with existing CMBS 5 Area to be converted to CMBS I Business corridors Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 105 of 142 VISI/\'?"iO3~ HSLUH8 '8 OOSMVD 'V OOBIHVD "EBNSSRC Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 106 of 142 CARIBOO ——-I BusinAreaLocaliMuniPostalt CMBscWlconexxstingCMBSareabto B essonscipalbo olhverte oundarred ry i d o rs NCLGA; submitted February 27/15 CANADA POST WHEREAS Canada Post Corporation is in the process of eliminating door-to-door mail delivery as part of their ongoing program to increase postal rates and reduce postal services including the closure and downsizing of post offices, and reduction of post office hours; AND WHEREAS door-to-door mail delivery is an essential utility service that positively contributes to the liveability and safety of Canadian neighbourhoods, especially for increasing populations of seniors, shut-ins and persons with mobility and accessibility challenges; AND WHEREAS Canada Post’s “super mail box” alternative to door-to-door mail delivery appears to be plagued with problems relating to criminal vandalism, theft, and general public safety; THEREFORE BE IT RESOLVED that the North Central Local Government Association, though the Union of BC Municipalities petition the Government of Canada to reverse the decision to eliminate door-to-door mail deliver and to properly consult with local governments and citizens in general relative to the continuation of door-to-door mail delivery and other levels of postal service that are expected and required in Canada. UBCM; submitted June 17/15 CANADA POST WHEREAS Canada Post Corporation is in the process of eliminating door-to-door mail delivery as part of their ongoing program to increase postal rates and reduce postal services including the closure and downsizing of post offices, and reduction of post office hours; AND WHEREAS door-to-door mail delivery is an essential utility service that positively contributes to the liveability and safety of Canadian neighbourhoods, especially for increasing populations of seniors, shut-ins and persons with mobility and accessibility challenges; AND WHEREAS Canada Post’s “super mail box” alternative to door-to-door mail delivery appears to be plagued with problems relating to criminal vandalism, theft, and general public safety; THEREFORE BE IT RESOLVED that the Union of British Columbia Municipalities, petition the Government of Canada to reverse the decision to eliminate door-to-door mail deliver and to properly consult with local governments and citizens in general relative to the continuation of door-to-door mail delivery and other levels of postal service that are expected and required in Canada. FCM; submitted February 25/15 Canada Post Service Levels WHEREAS the Canadian Union of Postal Workers forwarded a letter to the City of Quesnel dated January 15, 2015 requesting a letter of support to retain Canada Post service levels, following the Canada Post Corporation’s announcement of changes to public postal service, including increasing postal rates, eliminating door-to-door delivery, closing and downsizing post offices and reducing post office hours; BE IT RESOLVED THAT Quesnel City Council directs staff to forward a letter to Minister Lisa Raitt, Minister of Transport, responsible for Canada Post requesting reversal of proposed changes to Canada Post Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 107 of 142 service delivery, and investigation of innovative ways to increase service and revenues throughout the system, including but not limited to postal banking; BE IT FURTHER RESOLVED THAT Quesnel City Council directs staff to forward a resolution to the Federation of Canadian Municipalities requesting that the federal government consult with the public and municipalities about what kind of postal service they need before allowing Canada Post to make such major changes to public postal service; BE IT FURTHER RESOLVED THAT this letter be copied to the North Central Local Government Association and the Union of British Columbia Municipalities. CARRIED Council Report #32/15 - Canada Post - Transitioning Quesnel ... Page 108 of 142 CITY OF Administration Report No. 53/2015 Authored by: Byron Johnson, CAO QUESNEL Administration Report Report Date: June 5, 2015 Meeting Date: June 22, 2015 To: Council From: City Manager Subject: 2014 Annual Report PURPOSE The purpose of this report is to seek Council’s formal adoption of the City of Quesnel’s 2014 Annual Report. SUMMARY Every year the City of Quesnel prepares an Annual Report that provides an update of last year’s activities, strategic priorities for the coming year and includes the City’s Financial Statements. All advertising and public input requirements have been fulfilled. STATUTORY REQUIREMENTS Community Charter Annual municipal report 98 (1) Before June 30 in each year, a council must (a) prepare an annual report, (b) make the report available for public inspection under section 97, and (c) have the report available for public inspection at the meeting required under section 99. (2) The annual report must include the following: (a) the audited annual financial statements referred to in section 167 (4) for the previous year; (b) for each tax exemption provided by a council under Division 7 [Permissive Tax Exemptions] of Part 7 [Municipal Revenue], the amount of property taxes that would have been imposed on the property in the previous year if it were not exempt for that year; (c) a report respecting municipal services and operations for the previous year; (d) a progress report respecting the previous year in relation to the objectives and measures established for that year under paragraph (f); (e) any declarations of disqualification made under section 111 [application to court for declaration of disqualification] in the previous year, including identification of the council member or former council member involved and the nature of the disqualification; (f) a statement of municipal objectives, and the measures that will be used to determine progress respecting those objectives, for the current and next year; (g) any other information the council considers advisable. ATTACHMENTS 1. City of Quesnel’s 2014 Annual Report RECOMMENDATION THAT Council receives and endorses the City of Quesnel’s 2014 Annual Report. Page 1 of 1 Administration Report #53/15 - City of Quesnel 2014 Annual R... Page 109 of 142 CITY OF Quesnel 2014 Annual Report for the year ended December 31, 2014 Administration Report #53/15 - City of Quesnel 2014 Annual R... Page 110 of 142 Table of Contents Mayor and Council 3 Message from the City Manager 4 Message from the Mayor 5 A Closer Look at the City 6 2014 Highlights 7 2014 - 2018 Mayor and Council 7 Public Presentation to Past Council Members 7 ourQuesnel: Sustainability in Action 8 West Quesnel Land Stability Program 9 West Fraser Centre 10 Social Media 10 New Accessibility Committee 10 New Public Works Facility 11 Financial Sustainability and Audit Committee 12 Volunteer Citizen of the Year 13 Orange Shirt Day 13 2014 Strategic Plan 14 Introduction 14 2014 Strategic Objectives 14 Incorporating ourQuesnel 15 Sustainability in all Planning and Operations 16 Infrastructure Re-investment 16 2014 Status Updates 16 Community Health and Safety 17 Environmental Stewardship 18 Financial Stability of the Corporation 19 Governance 19 Economic Stability and Diversification 19 Moving Forward in 2015 20 Introduction 20 2015-2018 Corporate Strategic Plan and Proposed 2015 Actions 20 2014 Financial Statements 22 2014 Property Tax Exemptions 23 Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 111 of 142 Page 2 of 23 Mayor and Council Mayor Bob Simpson Council Committees: Financial Sustainability & Audit Committee [Chair], Executive Committee, and Policy & Bylaw Committee Representative: Quesnel Community and Economic Development Corporation, First Nations, Quesnel Healthier Communities’ Committee, Health Committee, Community Connections, Neighbourhood Associations, Shiraoi Twinning, Mayor’s Task Force on Seniors, and Parks Committee External: NDIT, CCLRAC, CRD, and CCBAC [Chair] Councillor John Brisco Councillor Ron Paull Council Committees: Council Committees: Policy & Bylaw Committee Executive Committee [Alternate] and Policy & Representative: Bylaw Committee [Chair] North Cariboo Recreation & Parks Representative: Commission, Accessibility & Inclusion Museum & Heritage Commission, Volunteer Advisory, Mayor’s Task Force on Seniors, Air Citizen of the Year Committee, Health Quality Roundtable, Parks Committee, and Committee, and Mayor’s Task Force on Environmental Advisory Seniors Councillor Ed Coleman Councillor Laurey-Anne Roodenburg Council Committees: Council Committees: Executive Committee [Co-Chair] Executive Committee [Co-Chair] Representative: Representative: ourQuesnel Task Force, Post-Secondary North Cariboo Recreation & Parks Education, and Training Council Commission, Emergency Services, Community External: Connections, Council Task Force on Public NDIT and CCLRAC [Alternate] Safety [Lead], and Canada Day External: CCBAC [Alternate] and CRD [Alternate] Councillor Scott Elliott Councillor Sushil Thapar Council Committees: Council Committees: Financial Sustainability & Audit Committee Financial Sustainability & Audit Committee Representative: Representative: Business Improvement Associations, Tourism West Quesnel Land Stability, Affordable & Civic Pride Committee, Council Task Force Housing, Council Task Force on Public Safety, on Public Safety, and Airshow and Parks Committee Council portraits courtesy of Ross Mitchell Photographics Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 112 of 142 Page 3 of 23 Message from the City Manager 2014 In Review this project is that our key people who respond to emer- gencies in the City should not be located in the area 2014 was an interesting year in the City of Quesnel, most susceptible to flooding. in which change seemed to be the recurring theme. Quesnel experienced the closure of a sawmill, signalling The City also purchased Cariboo Field from the Quesnel a change in our long-standing forest dependent econ- School District #28. This is an important recreational omy. We moved the new Public Works Facility project area in West Quesnel which has been used for many into an active stage, to help our Public Works depart- years as a park. It is identified in our Official Community ment be more able to respond to any emergencies. The Plan as parkland and it was important to retain the use civic election in late 2014 resulted in a leadership change of that park. for the City, which resulted in a change in strategic 2014 was the first full year of monitoring of the im- focus. pact of the significant capital investments made to help The shutdown of the local Canfor operations was an- reduce the movement of the West Quesnel Land Stability nounced in late 2013 with the closure occurring in March area. After one year of collecting data, it appears that 2014. Working with the Province, the City took a lead the dewatering work that has been undertaken is achiev- role in trying to support worker transition activities in ing its goal of reducing land movement. The City applied Quesnel. This included organizing a job fair for displaced for more grant funding to continue the dewatering work workers, developing a local workers’ resource manual with the next focus being on storm water drainage sys- and working with all of the community support agen- tems in West Quesnel and possibly for more drainage cies to assist workers and families who were impacted. structures. In order to help support the small businesses in Quesnel A new Accessibility and Inclusion Committee of Council an enhanced shop local program was also instituted. was formed in 2014 and has already made an impact After many years of exploring alternative sites, the by helping our Public Works department prioritize its City purchased property for a new Public Works facility Accessibility Projects spending. This highly motivated on Sword Avenue. The new site is large enough for all group will continue to have a positive impact on every- City Public Works operations to operate from one loca- thing we do at the City. tion, and is centrally located. The basic principle behind Byron Johnson, City Manager Public Works Office Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 113 of 142 Page 4 of 23 Message from the Mayor Looking Forward to rethink and re-invent our community; to use this challenging time as an opportunity to enhance what we Council recognizes that Quesnel is a community in have and to add new and more innovative opportuni- transition and we are committed to ensuring our City ties for people to recreate, to work, to raise a family, remains vibrant and resilient through this challenging and to age gracefully in our community. We believe we period. In order to achieve this vision, we are working can achieve this goal by creating proactive partnerships to ensure the City’s financial house is in order by taking with community groups, business and not-for-profit deliberate steps to reduce operating costs and to ad- organizations, local industry, and the provincial and fed- dress a long-standing annual infrastructure deficit. We eral governments. recognize that Quesnel will only retain and attract res- idents and investment if its infrastructure and amenities We will need your insights and energy to achieve our are well-maintained and it remains an affordable place vision for Quesnel. Over the coming year, Council will to live. be engaging the community at many levels and it is my sincere hope that you will help us to ensure that our While our short term focus is on the City’s finances, community remains a vibrant and resilient place to call Council’s ultimate goal is to use this transition period home. Mayor Bob Simpson A frosty morning on the Quesnel River View from the River Walk of the Moffat Bridge Downtown Quesnel in the Fall Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 114 of 142 Page 5 of 23 A Closer Look at the City Quesnel is located in the central interior of British The Quesnel Regional Airport is your starting point for Columbia, at the confluence of the Quesnel and Fraser travel. In 2014, the airport underwent a major apron Rivers. It is the commercial centre of the North Cariboo expansion. In 2015, the airport’s business plan is being and is well served by rail, road and air connections to updated to explore new opportunities for development major centres in BC, Alberta and beyond. on the available airport land. Its proximity to the city Quesnel acts as a service centre to approximately centre makes it a prime location, opening Quesnel up 23,000 people and is home to 10,000 residents that en- to the rest of the world. Quesnel’s air service provider, joy an enviable quality of life with affordable real estate, Central Mountain Air, provides daily scheduled service indoor and outdoor sports within the community and to Vancouver. wilderness adventures minutes from downtown. Quesnel Community and Economic Development Our area is rich in natural resources, complemented Corporation, three Business Improvement Areas, Com by a strong agricultural community. As a stopping point munity Futures North Cariboo and a strong, long-stand- for the Rocky Mountaineer, our community prides itself ing Chamber of Commerce support Quesnel’s vibrant on its hospitality and community spirit. Quesnel is also business community. Quesnel welcomes businesses of home to the North Cariboo Community Campus, offer- all shapes and sizes. More than 80 new businesses chose ing a wide range of courses and trades training from the to call Quesnel home last year and for good reason. College of New Caledonia and the University of Northern Quesnel is a beautiful, affordable city, perfect for fam- British Columbia. ilies to grow and be nurtured in. We invite you to visit us online at www.quesnel.ca. Quesnel is home to one of the most beautiful rose gardens, located right outside the Quesnel and District Museum and Visitor’s Information Centre. A plaque on the arbour reads: “Dedicated to Quesnel’s gardening pioneers who designed and planted this garden in 1967 - 1968.” Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 115 of 142 Page 6 of 23 2014 Highlights 2014 Local Government Elections 2014 - 2018 Mayor and Council Mary Sjostrom, Mayor Mary Sjostrom served this community for 15 years. She served 9 years as Councillor and 6 years as Mayor of the City. Her leadership is recognized throughout British Columbia due to her various affiliations and board presence. Mary served as Director on the BC Transit Board, Director of the Cariboo Regional District, Vice-Chair of the Cariboo Chilcotin Regional Hospital District Board and on the Member Minister’s Council which was di- rected at employment for persons with disabilities. Mary was one to embrace challenges. Her actions, always putting the community first. She set an example for the rest of Council. On November 15, 2014 a new Mayor and Council was The City thanks her for her leadership, kindness and elected. Bob Simpson was elected Mayor, and Ed Cole dedication to the City of Quesnel. man, Scott Elliott, Ron Paull, John Brisco, Laurey-Anne Roodenburg, and Sushil Thapar were elected Councillors. Mary is proud of the successes that were achieved with our partnerships and with Council. Mike Cave, Councillor Public Presentation to Past Mike Cave spent 6 years as Councillor for the City of Council Members Quesnel. Mike served as Chair of the West Quesnel Land Stability Advisory Committee and the Environmental Advisory Committee and was a member of the Audit Committee. Mike was a calm, insightful and rational Councillor which accurately reflected his Quesnel roots. He was strong in his voice and never wavered when it came to a decision. Mike appreciates the learning experience and growth during his term on Council and would like to thank the On January 12, 2015 Council made a public presenta- tion to both Mary Sjostrom and Mike Cave in honour of their service to the City of Quesnel. Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 116 of 142 Page 7 of 23 2014 Highlights Sustainability in all Planning ourQuesnel: Sustainability in Action ourQuesnel sustainability initiatives undertaken in Environmentally Sensitive Areas Inventory 2014 included: hosting an Economic Development Forum A long time objective of the City to complete an Enviro in April, starting an inventory of the Environmental nmentally Sensitive Areas (ESA) Inventory was under- Sensitive Areas, and initiating a Green Spaces, Parks and taken. The ESA will provide clear information on identi- Outdoor Recreation Master Plan. fying environmentally sensitive areas and the Economic Development Forum management strategies to retain Quesnel’s natural as- In April, an Economic and Innovations Forum was host- sets. This work will inform parks planning in the com- ed by the ourQuesnel Sustainability committee. The ob- munity and provide essential information for the up- jective of the forum was to explore economic diversifi- coming revision of the City’s Official Community Plan in cation opportunities in Quesnel in both traditional and 2016. new sectors. The need to focus on a transitioning forest Green Spaces, Parks, and Outdoor Recreation based economy was emphasized with presentations Master Plan from the Ministry of Forests, Lands and Natural Resource The City initiated a Green Spaces, Parks, and Outdoor Operations on the area’s Fibre Supply and a presenta- Recreation Master Plan in 2014. This plan will develop tion from Steve Thomson Minister of Forests Lands and a sustainable City-wide vision for parks and recreational Natural Resource Operations discussion. Ninety-six local services in the community that builds on and empha- business people attended to discuss ideas for Economic sizes the existing assets in our community. Park inven- and Community Projects. Eleven presentations from lo- tory work completed in 2014 will provide a foundation cal businesses provided examples of strategic initiatives for the plan expected to be completed in September of currently being undertaken by business and activated 2015. group discussion on community projects which may help to foster business growth. Economic Development Forum, April 2014 The big red slide at Uplands Park Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 117 of 142 Page 8 of 23 2014 Highlights Community Health and Safety West Quesnel Land The major project for the West Quesnel Land Stability Program in 2014 was the design, tender and construc- Stability Program tion of two wetlands at the bottom of Healy Street. The City continued to work aggressively in 2014 on These were constructed to replace the two wetlands in the full-scale dewatering program. The Environmental the study area that were dried up due to the dewater- Assessment (“EA”) process, required as part of the fund- ing. This construction was completed in November. The ing mandate, remains ongoing. The EA work includes filling of water, seeding and planting of wetland vege- the continuous monitoring of water quality and the ef- tation will take place in 2015. fects of the horizontal drains (“HD”) and pumping wells The Phase I Final Report was completed by Amec Foster (“PW”) on surrounding ponds and wetlands. Also mon- Wheeler (formerly Amec Environment & Infrastructure) itored are the effects on vegetation and amphibian, bird and analyses the effects of the dewatering infrastruc- and dragonfly habitation. ture (installed in 2012) on the land movement in the Flows from both the HDs and PWs were monitored area. The results of the report are positive and land and recorded. The total flows in 2014 for the HDs was movement has slowed. It is still early in the project how- 117,000,000 litres and 16,000,000 litres for the PWs ever, we continue to look for positive results. This re- which exceeds our expectations. port, along with an update of the complete project was presented to the public in a meeting held on October 2, 2014 at the Royal Canadian Legion Hall. One of the two new wetlands at the bottom of Healy Street. Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 118 of 142 Page 9 of 23 2014 Highlights Community Health and Safety West Fraser Centre an event is placed on our website or a notice is issued. We can schedule Council meeting notices, publication of the new Leisure Guide, issuance of tax and utility bills, deadline dates for the payment of bills to meet discount requirements and bill deadlines, etc. New Accessibility Committee A new Quesnel Accessibility and Inclusion Advisory Committee was formed in the fall of 2014. This Advisory Committee, established by Quesnel City Council, will West Fraser Centre Architect drawing provide advice to Council to ensure the following goals from ourQuesnel (p. 15) occur: A successful referendum was held by the Cariboo Regional District (“CRD”) in June 2014 to authorize the • Buildings and sites are accessible and safe; borrowing to allow for the construction of a new spec- • The community is inclusive and supportive and is tator arena for the North Cariboo. accessible, affordable and safe; and In partnership with the CRD, the City has retained the • Natural areas and parks are easily accessed by services of an architect for the project and construction members of the public and parks are accessible to of the new West Fraser Centre and is expected to start all. in the spring of 2016. Their role includes: developing a prioritized 5-year Social Media capital plan for accessibility improvements to sidewalks, trails, parking, and roads; review accessibility plans for In January, 2014, the City of Quesnel launched its new City projects and improvements to existing facili- Facebook and Twitter pages. The City is continually seek- ties and infrastructure; provide leadership on new ini- ing opportunities to employ strategies that are both ef- tiatives to improve accessibility in Quesnel; and liaise ficient and effective and are committed to the principles with other governments and agencies to improve ac- of continuous improvement in its communications strat- cessibility outcomes for Quesnel. egies. By incorporating social media, the City of Quesnel is able to connect with more residents, faster. This is particularly useful in an emergency situation. Facebook and Twitter are used as an “Information Distribution” tool, providing the public with daily/hour- ly updates on emergency and department events i.e. bridge delays due to cleaning, special meetings, sched- ules, and holiday department closures or hours. Our goal is to maintain our social media presence by posting information on a regular basis. Hootsuite Pro is used as our content management system allowing us to schedule postings directly to both Facebook and Twitter. We can also generate a post/tweet each time The Accessible Parking Awareness Campaign is a project coordinated through this Committee. Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 119 of 142 Page 10 of 23 2014 Highlights Infrastructure Re-Investment New Public Works Facility In 2013, Council approved funding to start the design The current Council believes that the City’s Public process for building a new Public Works facility and to Works employees and the Public Works equipment that purchase land for the relocation of the City’s Public taxpayers have invested in need a new home as soon Works buildings and yard. Last year, the old soccer fields as possible. on Sword Avenue (across from United Concrete) were The new Public Works facility will be funded by long- purchased for this purpose with funds from a Public term borrowing and Elector Assent will be sought in Works Relocation Reserve. 2015. Council will present conceptual drawings and cost The current Public Works facility is beyond its lifespan estimates to the community as part of the public en- and is located within the 200 year flood plain (between gagement in advance of seeking permissive authority the BC Rail Yard and the Quesnel River). Being on the to proceed with this capital project. floodplain creates a significant risk; when the City’s ser- On Thursday, May 21, 2015 during Public Works Week, vices are needed most they may be partially or fully an organized public tour of the existing facility to en- compromised. Council decided that renovating or re- abled citizens, major ratepayers and the media to see developing the aging infrastructure at the current site for themselves why the Public Works Yard needs to be is not a prudent use of tax dollars due to its location on relocated. the floodplain. A full presentation of the project with key dates and One-third of the City’s workforce ( approx. 55 employ- planned events will be brought before Council in a pub- ees) are in the Public Works department and work out lic meeting in the early fall and the Elector Assent pro- of the Public Works Yard, a facility that has not had sig- cess will be discussed at that time. Advance notice of nificant investment and upgrades since Council started this meeting will be provided on the City’s website. to debate moving the facility out of the floodplain in 2001. Public Works Day, May 21, 2015 . Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 120 of 142 Page 11 of 23 2014 Highlights Financial Stability of the Corporation Financial Sustainability and Audit Committee In order to deepen Council’s strategic governance and The Financial Sustainability and Audit Committee is enable Council to make more proactive and informed responsible for the development of the City’s budget decisions, Mayor Simpson appointed three permanent and is the reference point for all budget submissions standing Committees: the Financial Sustainability and and spending requests from the public. Audit Committee (FSAC), the Policy and Bylaws Review This Committee will always have access to the most Committee (PABCOM), and the Executive Committee up-to-date budget information and will have the most (ECOM). These three working committees hold bi-week- comprehensive understanding of all the internal and ly meetings that are open to the public. external pressures on Council’s annual and five-year All of the Committee recommendations are made to budget. the full Council, with Council making all of the final de- cisions in open, public meetings. Council Chambers, City Hall Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 121 of 142 Page 12 of 23 2014 Highlights Governance Volunteer Citizen of the Year Orange Shirt Day Florence White Florence was born in Springhill, Nova Scotia where she married and moved to Montreal, Quebec. In 1956 the White family moved to Kersley with their first born September 30, 2014 was Quesnel’s second annual son. Through the years, relocation and six children lat- Orange Shirt Day. We were proud to recognize the res- er, Florence returned to Quesnel where she has lived idential school survivors by unveiling this monument in for over 50 years. Lebourdais Park last year. The City plans to continue Florence has dedicated over 35 years to serving as a their support for the St. Joseph’s Commemoration Project volunteer in our community. She started her volunteer The inscription on the plaque in the photo reads: efforts as a Brownie leader to the Red Rock Brown Pack, became a member of the Orange Lodge, coordinated EVERY CHILD MATTERS the hospital candy striper program for 5 years, was in- “In honour of the generations of Carrier, Chilcotin and strumental in establishing the Gold Pan Home Emergency Shuswap children who attended St. Joseph’s Mission Response ‘Lifeline’ network, is a 10 year member of the Indian Residential School (1886- 1981) and those who Lion’s Club and, has volunteered with the Hospital died there. This history belongs to all of us because it Auxiliary to G.R. Baker Memorial Hospital since 1979! continues to affect our communities today. Not that this left much time to spare, but Florence Reconciliation starts when we listen with open hearts dedicated her spare time volunteering at her children to the stories of survivors and those affect by residen- and grand‐children’s schools. tial schools.” “Doing unto others as you would have them do unto you has always been a code I’ve lived by”, says Florence. Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 122 of 142 Page 13 of 23 2014 Strategic Plan Introduction Quesnel City Council has adopted a long-term, vision- The goal of the strategic planning process is to guide ary approach to strategic planning. While annual stra- the City’s short and long term corporate management, tegic plans are completed, longer plans that coincide decision making, and implementation. with the Council’s term of office are also created. 2014 Strategic Objectives The 2012-2014 City of Quesnel Corporate Strategic Although the strategic objectives are intended to guide Plan integrated the priorities of Council for its -3 year all of the work of the municipality, the ongoing opera- term. The 2012-2014 Plan was developed in 2012 and tional work of the municipality is not detailed here. Only was updated annually with both Council and staff par- a relatively small proportion of the municipality’s work, ticipation. The City of Quesnel identified the following specifically new, special, or one-time initiatives, are key strategic objectives for the corporation. noted. • Sustainability in all Planning and Operations For the purpose of the 2014 Annual Report, only sec- • Infrastructure Re-investment tions pertinent to 2014 action items have been included • Community Health and Safety in this section. • Environmental Stewardship The strategy areas noted in ourQuesnel on the page, as well as the proposed actions, were endorsed by City • Financial Stability of the Corporation Council. • Governance A summary of progress made in 2014 follows each • Economic Stability and Diversification action. Ongoing operational activities of the municipality con- The entire strategic plan is available on the City’s web- sume the vast majority of the municipality’s staff and site at www.quesnel.ca/Reports2014. financial resources. Winter sunset lighting up downtown Quesnel Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 123 of 142 Page 14 of 23 2014 Strategic Plan Incorporating ourQuesnel The City of Quesnel has For Quesnel, 10 strategy areas were identified that long recognized the need broadly address all the community systems and the for integrated planning and broad range of issues within them. These are the 10 has been undertaking sus- strategy areas of ourQuesnel. tainability planning initia- In the following pages on the 2014 Strategic Plan, tives for the past 20 years. when strategic actions fall into one or more of these ten Some of the past work in- areas, the icons below are used to illustrate that fact. cluded the Quesnel Green Initiative (2006), Quesnel Economy, work, education and skills training Sustainability Indicators (2002), and Quesnel Prosperity Transportation and mobility Plan (2008). In 2010, the ourQuesnel Sustainability Task Energy, water, resources and waste Force (STF) was created to help guide and develop how Food integrated community sustainability planning would be- gin in our community. During the course of a year, the Social and community well-being STF met monthly to start identifying the key issues that Ecosystems, natural areas and parks needed to be addressed with a community sustainabil- Communications and connectivity ity plan, and to start developing a process. infrastructure In January 2012, the City had the opportunity to work Buildings and sites with the Whistler Centre for Sustainability on a QuickStart Integrated Community Sustainability Plan (ICSP) process Arts, culture, recreation and leisure that was grant‐supported by the Real Estate Foundation Housing and land use of BC. An ICSP is as much a process as it is a plan; it is an on‐ going process of engaging the community in co-creating and updating a community vision and linking that to re- alistic planning and collaborative action today. ICSPs emphasize long‐term thinking, collaboration between community residents and stakeholders, creating part- nerships, and ongoing monitoring and evaluation to en- sure success. Quesnel’s ICSP is called ourQuesnel. The Integrated Community Sustainability Plan (ICSP) is the document that was written to help guide the pro- cess of moving the community toward a desirable and sustainable future. The ICSP identifies strategies and actions for implementation, monitors progress, and is reviewed and updated every year. An ICSP is the com- munity’s highest level policy document which is intend- ed to give direction to all future initiatives, provide a comprehensive framework for community decision‐mak- Deep Water Running at the Quesnel and ing and ultimately integrate all existing plans and District Arts and Recreation Centre. policies. Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 124 of 142 Page 15 of 23 2014 Status Updates Sustainability in all Planning and Operations Action: Develop a strategy with property owners and Action: Hold first annual ourQuesnel Economic Forum. key stakeholders regarding the brownfield sites in which Kickoff event held on April 11 with MLA Minister Oakes the City is a stakeholder. and Premier Clark, main forum event held on April 15, The strategy for the BC Rail lands and City-owned lands with 96 attendees, presentations from 11 local business- adjacent to the Public Works facilities will need to be es and included guest speakers Minister Steve Thomson further developed as the relocation of the proposed and Chief Forester Dave Peterson. Public Works facility progresses. Action: Update the ourQuesnel website with sustain- Action: Meet with various re-use groups to under- ability indicators developed in the Comm unity Sustai stand the re-use cycle and identify service gaps. nability Plan development process. After phone interviews with re-use groups/organiza- This is an ongoing initiative. tions, we have a better understanding of the variety of Action: Complete a Parks Plan for Quesnel. organizations involved in the re-use process in Quesnel. The tender was issued for this work in 2014 with pub- Action: Complete a sensitive areas inventory for lic input sessions scheduled for March and June 2015, Quesnel. and a final report to Council in September 2015. This tender for this work was issued in 2014, with proj- ect completion in March 2015. Infrastructure Re-investment Action: Update the Quesnel Works: Capital Reinv Action: Develop plans for a new Public Works facility. estment Program model work to a 20 Year Asset Plan. A 2.9 hectare parcel on Sword Avenue has been pur- Completed and presented to Council by Urban Systems chased. Next steps include developing a concept draw- on October 6. ing and budget estimate for the facility. This will be Action: Develop and launch a comprehensive public brought back to Council the first half of 2015. information campaign dealing with the Quesnel Works: Action: Develop a phased, risk-based approach for Capital Reinvestment Program. North Quesnel storm water system upgrades. The information campaign will be developed as the This project will be prioritized and scheduled as part 20- Year Asset Plan is rolled out. of the Capital Reinvestment Plan. Aerial view of downtown Quesnel Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 125 of 142 Page 16 of 23 2014 Status Updates Community Health and Safety Action: Monitor and report the results of the West The Arena architects presented the accessibility fea- Quesnel Land Stability dewatering program. tures of the West Fraser Centre to the committee and A public meeting was held on October 2 to provide an received useful input regarding this project. update on progress to date after one full year of dewa- Public Works completed a workplan for accessibility tering and monitoring. items based on a project list brought forward by com- Next steps were also discussed. munity accessibility representatives. Scoping work for an accessible washroom downtown is continuing. Action: Develop a workplan/lobbying strategy for the next phase of the West Quesnel Land Stability work Action: Work with the Quesnel Community and program. Economic Development Corporation (“QCEDC”) and community stakeholders to develop a strategy and ini- A formal submission to the Build Canada Fund was tiate a process to better meet the volunteer needs of submitted in December for a total project of $7.2 mil- community service providers. lion split between the Federal, Provincial and City fund- ing partners. We have met with federal representatives Maintaining Fire Department volunteer base is im- to further outline the need for this funding. portant; work is ongoing. QCEDC has hosted meetings with interested community members who have formed Action: Ask RCMP to consider the issue of drug-re- their own steering committees. This group is in the pro- lated dwellings and report to Council with options and cess of reviewing options and potential sources of fund- if there are specific actions the City can take to support ing to develop a Volunteer Strategy that will meet the the RCMP. needs of local non-profit organizations. Continue to monitor the successes and challenges Action: Work with Council and the Cariboo Regional faced by other communities on this issue, trying to un- District Northern Directors to develop a plan to replace derstand “best practices” in this evolving area. The City Arena 1. is working on problem dwellings on a case-by-case ba- sis; legal and privacy concerns prevent discussion of in- This item is complete. A plan has been developed to dividual cases in public. replace Arena 1 with the construction of a new facility. A successful referendum was held in June and an archi- Action: Work with the Bylaw Department to identify tect has been hired to design the facility. the number of vacant/unsightly properties and review policy around these, including best practices from oth- Action: Review options regarding the potential de- er communities. velopment of a City-owned RV campsite near down- town Quesnel. Preliminary inventory work is completed; a report is being prepared for review by Council. The Tourism and Civic Pride Committee has included this project as one of the goals in their Strategic Plan. Action: Continue work to improve accessibility for Staff is reviewing possible site options. all residents including public washroom space. Action: Review and provide recommendations to Council has approved the formation of an Accessibility Council on improving City snow clearing operations. Committee including their Terms of Reference and the Reported results on May 12, changes to practices are membership to serve on this committee. being implemented this winter season. Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 126 of 142 Page 17 of 23 2014 Status Updates Community Health and Safety Action: Continue to work with the Ministry of and Action: Develop and implement a strategy regarding Infrastructure as a key partner with regards to devel- the use of social media for city communications, with opment and long-range transportation infrastructure an emphasis on emergency management. planning. Facebook and Twitter are both implemented and in Met with Minister Todd Stone at UBCM conference, daily use by the Communications department. Working met with Ministry staff in January 2015 to discuss com- on more effective distribution of construction informa- munity road safety. tion that will be useful to residents and businesses during Action: Consider the City’s role in the re-development the public works construction season. of Cariboo Field. The purchase from the Quesnel School District #28 of Cariboo Field is complete. The Parks Plan will further inform Council regarding this site. Environmental Stewardship Action: Develop a fleet management plan focused After an extensive due diligence process by Fortis, the on increasing the efficiency of operations balanced City of Quesnel and West Fraser Mills, it was determined with a greener fleet. this project cannot proceed. The project is technically This is an ongoing initiative. feasible but not financially viable. The Innovative Clean Energy Grant funding offer has been withdrawn. Action: Continue feasibility work on the Quesnel Community Energy System, including the impact on and interaction with City facilities. Cariboo Field Quesnel Transit Bus Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 127 of 142 Page 18 of 23 2014 Status Update Financial Stability of the Corporation Action: Create a plan that discusses service prioriti- Action: Stimulate further development at the Quesnel zation and options for when assessment losses occur. Airport as a key link in positioning Quesnel as a service The new Council has created a Financial Sustainability hub for the North. & Audit Committee. One of the roles of this committee Possible tools include a revised airport business plan is to do in-depth analysis of service prioritization and and consideration of a Revitalization Exemption rationalization and make recommendations to Council. program. Action: Continue to revise Council’s “Top 20” list of The apron expansion is complete. The lease for a new projects that require funding from external sources. hangar has been completed. The Airport Revitalization This is an ongoing initiative. Tax Exemption Bylaw is completed; awaiting applicants. An update to the airport business plan is currently be- Action: Work with the Regional Economic Collabor ing developed. ative and other community stakeholders to achieve Economic and Community Development goals. This is an ongoing initiative. Governance Action: Continued support for the St. Joseph’s Com Action: Review department capacity and structure memoration project. of departments, including Public Works. Completed, on September 30 a local monument was This is an ongoing initiative. unveiled in LeBourdais Park. An event was held by the Action: Review committee structure, including organizing committee commemorating Orange Shirt Terms of Reference, staff involvement, and overall Day, with logistical assistance provided by the City. effectiveness. Action: Continue to develop a workforce succession The committee structure has been revised as per the plan. direction of the new Council. This is an ongoing initiative. Economic Stability and Diversification Action: Ensure mutual alignment of City of Quesnel Action: Work with local First Nations with the goals and Quesnel Community and Economic Development of improving relationships and working closely on ar- Corporation Strategic Planning processes. eas of mutual concerns. A key focus will be on econom- The new City Council has resolved strategic alignment ic development projects. issues. Met with Lhtako First Nation regarding potential Transit Service Agreement. Also in preliminary discussions re- garding a joint Community Forest Allocation. Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 128 of 142 Page 19 of 23 Moving Forward in 2015 Introduction The City of Quesnel has committed considerable re- Action: Complete an Official Community Plan update sources to strategic planning, resulting in a focused plan for Quesnel. This will be a multi-year project starting in that can guide the work of the City over the next Council 2015 involving significant community consultation on a term (4 years) and beyond. wide variety of planning topics. Staff will provide quarterly progress updates to Council Action: Work with the Cariboo Regional District to de- on the status of the projects outlined in the plan. These velop a more comprehensive vision of shared services, reports will provide high-level points with sufficient de- including completion of a Recreation Master Plan. tail to communicate essential information. This new way of reporting will make the Corporation consistent across Infrastructure Re-investment departments. Action: Work with the Cariboo Regional District to fi- Quesnel City Council has re-affirmed the key strategic nalize the Arena Replacement Project scope and com- objectives from the Corporation’s previous strategic plete the necessary steps to facilitate the start of con- plan. This report contains strategic actions which will struction in the spring of 2016. be undertaken by City staff in 2015 to help achieve Action: Develop plans for a new Public Works facility. Council’s objectives. The goal of the strategic planning This will include development of concept drawings and process is to guide the City’s short and long term cor- budget estimates and considerable consultation with porate management, decision making, and implemen- the public, culminating in elector assent of the borrow- tation. The ourQuesnel Integrated Community Sustain ing for the project. ability Plan is the longest term strategic document of the City. This important community visioning process is reflected in both the Strategic Objectives of Council and the Strategic Actions which Council endorses for 2015. The Vision, Mission, Values, and Principles of Council have been updated as well. These will become part of the City’s Official Community Plan when it receives its next update. 2015-2018 Corporate Strategic Plan and Proposed 2015 Actions Sustainability in all Planning and Operations Action: Develop a strategy for the BC Rail lands and City-owned lands which will be vacated with the relo- cation of the proposed Public Works facility. Action: Complete a Master Parks Plan for Quesnel. Estimated completion is September 2015. Public Works Maintenance Yard Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 129 of 142 Page 20 of 23 Moving Forward in 2015 Community Health and Safety Financial Stability of the Corporation Action: Complete the West Quesnel dewatering proj- Action: Create a plan that considers prioritization of ect; this is the first year of Phase 2, a new multi-year capital spending, proactive planning and enhanced fund- program. The work program will include significant storm ing to close the infrastructure deficit and position Quesnel drainage work, more wells and horizontal drains, and a better for property assessment losses. full leak detection program for the sewer and storm pip- Action: Continue with in-depth cost review of all City ing along with repairs to any problems which are de- operations lead by Financial Sustainability & Audit tected. The full scope of this project will not proceed Committee (“FSAC”) with the goal of achieving contin- until significant grant funding is confirmed. uous efficiency improvements. Action: Working with the RCMP, develop a strategy to Action: Work with the Regional Economic Collaborative deal with known drug houses in town. An understand- and other community stakeholders to achieve Economic ing of the current developing legal framework around and Community Development goals. this issue is needed. Action: Stimulate further development at the Quesnel Action: Continue work to improve accessibility for all Airport as a key link in positioning Quesnel as a service residents including consideration of downtown public hub for the north. washroom space. Action: Continue to work with the Ministry of Trans Governance portation and Infrastructure as a key partner with re- Action: Review all Council committees over 2015/16, gards to development, and long-range transportation ensuring Terms of Reference are updated. Establish infrastructure planning. Concerns include safety im- standing committees as required for governance of City provements to our highways and arterial roads in addi- policies and functions. tion to regional impacts of the 10 Year Provincial Transp ortation Plan. Economic Stability and Diversification Action: Develop and implement a strategy regarding Action: Transition the Economic Development func- the use of social media for City communications, with tions into an internal City department. The goal is to still an emphasis on community notification in emergencies. maintain a North Cariboo focus, with the City and North This will include a website rebuild and a search for in- Cariboo Electoral Areas partnering to provide strategic novative best communications practices of other direction and funding for the function. municipalities. Action: Work with local First Nations with the goals Action: Continue to participate with and advocate for of improving relationships and working closer on areas Affordable Housing in Quesnel. This will include holding of mutual concerns. A key focus will be on economic an Affordable Housing Forum, development of planning development projects. approaches and policies which encourage investment in this sector, and working with community and provin- cial agencies. Environmental Stewardship Action: Improve the environmental impact of City- owned buildings, and in particular for 2015, by incor- porating energy efficient technology and/or equipment at the Museum (replace three furnaces) and the Soccer Ceal Tingley Park garden Complex (upgrade lighting). Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 130 of 142 Page 21 of 23 2014 Financial Statements A complete copy of the audited Consolidated Financial Statements for the year ended December 31, 2014 is available on the City’s website at www.quesnel.ca/Finance.html#AnnualReports. CITY OF Quesnel Consolidated Financial Statements for the year ended December 31, 2014 Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 131 of 142 Page 22 of 23 2014 Property Tax Exemptions Charitable, Philanthropic or Other Not-For-Profit Corporations Roll # Organization Total Exemption Amount 87.000 Quesnel Masonic Temple Society $2,568 206.00 Salvation Army 5,470 218.000 Quesnel & District Child Development Centre 13,585 247.000 Quesnel Women’s Resource Centre 1,991 248.000 Quesnel Women’s Resource Centre 480 257.500 Quesnel Lions Society 1,375 267.000 Amata Transition House Society 2,859 314.000 Fraser Village Homes Society 1,611 332.000 Royal Canadian Legion Branch 94 9,130 418.010 Quesnel & District Seniors Society 28,761 419.000 Quesnel Curling Club 14,491 1550.080 Quesnel & District SPCA 3,167 2189.000 Quesnel Tillicum Society 3,393 2193.000 Quesnel Tillicum Society 274 4013.083 Royal Canadian Legion Branch 94 5,608 4208.000 Quesnel Elks Club 1,390 4209.000 Quesnel Elks Club 751 4210.000 Quesnel Elks Club 1,777 5862.500 Quesnel Auto Racing Association 8,276 $ 106,956 Church Land and Land Surrounding Statutory Exemptions Church Owned Lands - 224 (2)(f) 220.000 Fraser Basin 3,430 328.000 United Church of Canada 813 329.000 United Church of Canada 1,691 961.000 Roman Catholic Bishop 853 1200.890 Northstar Fellowship Baptist Church 1,550 2025.000 Trinity Lutheran Church 327 2602.000 Cariboo Gur Sikh Temple Society 456 2703.000 Guru Darbar Society 303 3600.000 Congregation of Quesnel Jehovah’s Witnesses 742 4211.000 Victory Way Baptist Church 276 4659.000 Lighthouse Pentecostal Church of Quesnel 310 5047.309 Bethel Pentecostal Tabernacle of Quesnel 2,450 Lands surrounding statutory exemptions - 224 (2)(h) 314.000 Fraser Village Homes Society 1,962 961.000 Roman Catholic Bishop 179 $ 15,342 Revitalization Tax Exemptions - 226 06291.000 West Fraser Mills Ltd. 600,000 $ 600,000 Administration Report #53/15 - City of QuesnelCity of Quesnel 2014 - 2014Annual Annual R... Report Page 132 of 142 Page 23 of 23 CITY OF Administration Report No. 57/2013 Original signed by: Byron Johnson QUESNEL Administration Report Report Date: June 17, 2015 Meeting Date: June 22, 2015 To: City Manager From: Matt Thomas, Director of Operations – Public Works Subject: Lease Renewal/Residential Garbage Truck Storage PURPOSE To seek Council’s approval to extend an existing lease with Noran Holdings Ltd by one year. SUMMARY The City of Quesnel has been leasing a truck bay for storage of our residential garbage truck since the truck was purchased. The current lease expires on July 31, 2015. COUNCIL POLICY The City of Quesnel delegation bylaw requires Council approval to enter into a lease agreement if the value of the lease is greater than $5,000 per year. FINANCIAL IMPLICATIONS The annual cost of the lease for the truck bay is $6,600. Annual utility costs (heat and hydro) are about $2,200. We also carry a budget of $260 per year for minor maintenance to the leased space. The 2015 budget includes $9,325 to cover these expenses. BACKGROUND In 2009 the City purchased a self-loading automated residential garbage truck which replaced two curb side manual loading garbage trucks. The automated self-loading truck is a sophisticated piece of equipment which needs to be stored indoors in a heated bay. This requirement was made very clear by the supplier of the unit as well as other municipalities during the pre-purchase product research phase. Our existing Public Works Facility does not have a heated bay large enough for this unit. Since the purchase of this truck, we have leased a heated tuck bay in the former Pine Tree Complex located at 2950 Highway 97 North. A heated storage bay for this truck is included in our proposed new Public Works Facility. CONCURRENCE This matter has been discussed with the Director of Infrastructure and Capital Works and the Director of Corporate and Financial Services. OPTIONS 1. Proceed with extending the existing lease with Noran Holdings Ltd for a one year term (August 1, 2015 – July 31, 2016) at an annual cost of $6,600 plus utilities. 2. Park the residential garbage truck outside in the elements. 3. Investigate the option of leasing a different facility. Page 1 of 2 Administration Report #57/15 - Lease Renewal/Residential Gar... Page 133 of 142 RECOMMENDATION 1. Proceed with extending the existing lease with Noran Holdings Ltd for a one year term (August 1, 2015 – July 31, 2016) at an annual cost of $6,600 plus utilities. Page 2 of 2 Administration Report #57/15 - Lease Renewal/Residential Gar... Page 134 of 142 COUNCIL INFORMATION PACKAGE Table of Contents ISSUE #15 - 2015; 22 JUNE 2015 AGENDA 1. City of Quesnel Council Clippings – June 15, 2015 Newsletters/Briefs: n/a Correspondence: n/a City of Quesnel 1 410 Kinchant Street, Quesnel, BC V2J 7J5 Receive Council Information Package - Issue #15 Page 135 of 142 BillyBarkerDays Society P.O. Box4441 QuesnelB.C.V2] 3]4 Telephone: (250) 992 1234 Fax: (250) 992 5083 Email:[email protected] June 4, 2015 City Works Department City of Quesnel 410 Kinchant Street Quesnel, BC V2J 7J5 Dear Sir, Billy Barker Days is just months away. We have appreciatedyour help and co—operation in the past and know that without you and your crewwe would not be able to do the job. Parade time will be 10:00 a.m. on July I 3 R9'~'~"andthe route will be the same as last year. This is year 42 and we are expecting as large a parade as in the past. At this time we are formally requesting your permissionto use the same parade route as last year and will have people present on the parade route. We have the assistance of AEL Traf?c control and are requesting assistance from the RCMP as well. If you have any questions please call me at K ;A and I will get back to you as soon as possible. Yours truly, X xi >4 Lynne V\}right 2015 Parade Director Billy Barker Days Society "5talEeyourCfaimto the goozffimes” CARBOO CHILCOTINCOAST TOUWSTASSOCIATEON Billy Barker Days Society - Request forA Road Closures for Pa... Page 136 of 142 .....¢( Billy Barker Days Society - Request for Road Closures Pa... PARADE ROUTE 2015 Page 137 of 142 Autow generously donates their time and equipment to remove vehicles on the parade route in North Quesnel between 6:30am and 9:00am. This is required so that the parade can proceed. To avoid the inconvenience of having your vehicle towed PLEASE BE SURE TO REMOVE YOUR VEHICLE FROM THE PARADE ROUTE BY 6:30AM SATURDAY MORNING. Gina Albers Subject: FW: Skyfest request From: wayne and honey [mailtozx x x] Sent: Wednesday, June 17, 2015 5:05 PM To: Gina Albers Subject: Skyfest request To Mayor and Council Skyfest is requesting permission to park their 2001 Mustang V6 Coupe on the property that is usually reserved for the BillyBarker Days trailer. We would liketo sell Raffletickets on the 3rd ofluly, from 11 am to 2pm|f and Only IF BBDays has not set up their trailer. Otherwise, we will sell them in Spirit Square. Thank You Honey Director SkyFest International Airshow - Request to Use Sidewalk or S... Page 138 of 142 6£|- - ZVLJ0 959d "‘0!1d0DV|EU!:I (e/ma s!Me1 60€)1U9U1PU9LU\-/doo ~ svu Mews CITY OF QUESNEL BYLAW N0. 1746 : A bylaw to amend the Quesnel Official Community Plan Designation Bylaw No. (2007). 1630 WHEREAS the owners of property legally described as Lot 2 DL 703 Plan PGP39945 (hereina?er called the “subject property") wishes to have their lot designated as High Density Residential(HDR); AND WHEREAS a public hearing was held October6, 2014; NOW THEREFOREthe Council of the City of Quesnelin open meeting assembled enacts as follows: 1. Schedule“B” of the QuesnelOfficialCommunityPlan Bylaw No. 1630 (2007) is hereby amended by designating the subject property HDR as outlined on the plan which is attachedheretoas Schedule“A” and formsa part of this Bylaw. 2. This Bylaw may be cited for all purposes as “City of QuesnelOfficial CommunityPlan AmendmentBylaw No. 1746of 2014". READA FIRSTTIME this 8"‘day of September, 2014 READ A SECOND TIME this 8'”day of September, 2014 PUBLIC HEARING held this 6”‘day of October, 2014. READ A THIRD TIMEthis 20"‘day of October, 2014 APPROVEDBY THE MINISTEROF TRANSPORTATIONPURSUANTTO SECTION52 OF THE TRANSPORTATIONACT, THIS 1/“ DAY OF oc7’a4?r.~4 , 2014. Designated’Representativeof the Minister - Ministryof Tl'8I'lSp?l’lall0n/y’/>¢f‘f/A¢D"""“": RECONSIDERED,PASSED AND ADOPTEDthis day of , 2014. MAYOR CORPORATEOFFICER Bylaw 1746 - OCP Amendment (309 Lewis Drive) - Final Adoptio... Page 139 of 142 ;o - an on a?ed "'0!1d0pv Ieuu (9/\!JCl9!M9‘l608) uuawpuewv dOO - 9vLL MEWS 7" SCHEDULE "A" TO ocp ' AMENDMENTBYLAWNO.1746 309 LEWIS DR ‘ UBJECTPROPERTY ocn FROM TFR TO non PRODUCED : UTMNam53 Zone ION THECITYOF GU EL °“EL°"§§',iI§,§§‘é'§§?,3,Ef""“E” a! cop . _ parNor;$155 auignagnrgungesmommy: D""" B" R " 4 M‘cm undalissanridpal la elppmv ua subdevissona?er?ylawadoplion.) Bylaw 1746 - OCP Amendment (309 Lewis Drive) - Final Adoptio... Page 140 of 142 Bylaw 1747 - Zoning Amendment (309 Lewis Drive) - Final Adop... Page 141 of 142 Bylaw 1747 - Zoning Amendment (309 Lewis Drive) - Final Adop... Page 142 of 142