CITY OF CAMPBELL RIVER SPECIAL COUNCIL AGENDA
SPECIAL COUNCIL MEETING, TUESDAY, SEPTEMBER 7, 2010 at 7:30 p.m. in the City Hall Council Chambers (Main Level), 301 St. Ann’s Road, Campbell River, BC. The agenda presents the recommendations extracted from the reports that comprise the agenda background package. To request a copy of a specific report, please contact the appropriate department. Page 1. COUNCIL IN-CAMERA MEETING
7 1.1 Resolution to move In-Camera THAT Council move In-Camera under the authority of Section 90 (1) (a) (b) (c) (k) of the Community Charter. 1.2 NOTE: Issues discussed In-Camera are not open to the public.
2. COUNCIL OPEN MEETING
3. APPROVAL OF THE AGENDA
3.1 Approval/modification of the Agenda. THAT the Agenda be approved. 4. DELEGATIONS/PRESENTATIONS
4.1 Councillor Adams will introduce Kyoma Yanagihara and Wataru Niioka who are two Japanese youth exchange students from Campbell River's sister city, Ishikari.
4.2 Dave Bawtinheimer, Administrator for the 2010 BC Seniors' Games Board of Directors presentation regarding an update on the 2010 BC Seniors' Games.
5. STRATEGIC COMMITTEE RECOMMENDATIONS FOR COUNCIL CONSIDERATION
8-11 5.1 August 24, 2010 Strategic Committee Minutes. THAT the August 24, 2010 Strategic Committee Minutes be adopted. 5.2 Scheduling appointments at UBCM. THAT the August 16, 2010 invitation from BC Hydro to meet at the UBCM conference be received.
THAT staff reply to BC Hydro's invitation to meet at the UBCM Convention and schedule an appointment.
Page 1 of 165 Special Council Agenda - Tuesday, September 7, 2010
Page 5. STRATEGIC COMMITTEE RECOMMENDATIONS FOR COUNCIL CONSIDERATION
THAT the August 17, 2010 invitation from the BC Ambulance Service representatives to meet at the UBCM conference be received.
THAT staff be directed to arrange appointments with the following Ministers at the upcoming UBCM Convention; ● Community and Rural Development; ● Advanced Education and Labour Market Development; ● Agriculture and Lands; ● Energy, Mines and Petroleum Resources; ● Environment; ● Forests and Range; ● Health Services; ● Public Safety; ● Tourism, Culture and the Arts; ● Transportation; 5.3 Regional District Solid Waste Management Plan Review. THAT staff be directed to submit a report on pursuing a Regional recycling, organic waste and composting site in Campbell River. 6. UNFINISHED BUSINESS
12-26 6.1 2010 UBCM Conference meeting appointments.
At its August 24, 2010 Special Strategic Committee Meeting, Council discussed possible appointments and topics to be discussed with various Ministers at the upcoming UBCM Convention, as per the attached list entitled 'Draft 2010 UBCM Conference meeting appointments'.
The City of Campbell River must submit a request to meet with provincial ministers, agencies and commission staff at the 2010 UBCM Convention by Friday September 10, 2010. Requests should include a brief outline of the issue(s) to be discussed.
27-28 6.2 August 23, 2010 correspondence from Harry Nyce, President of the Union of British Columbia Municipalities, regarding 2010 resolutions submitted for consideration at the UBCM Conference. THAT the August 23, 2010 correspondence from Harry Nyce, President of the Union of British Columbia Municipalities, regarding 2010 resolutions submitted for
Page 2 of 165 Special Council Agenda - Tuesday, September 7, 2010
Page 6. UNFINISHED BUSINESS
consideration at the UBCM Conference be received. 29-58 6.3 August, 2010 UBCM Nominating Committee Report. [Previously circulated] THAT the August 2010, UBCM Nominating Committee report presenting the results of a Call for Nominations for the UBCM Executive be received. 59 6.4 August 23, 2010 correspondence from John Turner, Director, Energy Solutions, Terasen Gas Inc. regarding an invitation to reserve time with Terasen at the upcoming UBCM Conference. THAT the August 23, 2010 correspondence from John Turner, Director, Energy Solutions, Terasen Gas Inc. regarding an invitation to reserve time with Terasen at the upcoming UBCM Conference be received. 7. STAFF REPORTS
7.1. ADMINISTRATION
60-62 7.1.1 Acting CAO's September 1, 2010 report regarding Council Action Tracking. THAT the format for reporting of Council actions for follow-up be adopted in the form attached as Appendix 'A';
AND THAT the schedule for reporting be reaffirmed as quarterly, as of the end of September. 63-65 7.1.2 Acting CAO's September 1, 2010 report regarding Council Procedures. THAT the following changes be made to the procedures followed by City Council in the conduct of meetings: 1. The form of the agenda be changed to include the following items in the order listed: 1. Closed Business 2. Delegations/Presentations 3. Commission/Committee Reports 4. Staff Reports 5. Bylaws and Permits 6. Correspondence 7. Mayor/Council Reports 8. Council Minutes 9. Other Minutes 10. New & Unfinished Business 11. Notice of Motion
Page 3 of 165 Special Council Agenda - Tuesday, September 7, 2010
Page 7.1. ADMINISTRATION
12. Adjournment. 2. Any action that Council would take as a consequence of a public hearing, presentation or delegation be taken immediately following the public hearing or presentation. 3. A new section be added immediately prior to adjournment titled “Consent Agenda”. 4. The City Clerk be reaffirmed as the authority that prepares and presents the agenda (subsection 15(1) of the Council Procedure Bylaw) and manages all correspondence, reports and information that is intended to be received by City Council. 7.2. CORPORATE SERVICES
66 7.2.1 Interim General Manager of Corporate Services' August 31, 2010 report regarding an Update on the 2009 Financial Statements. THAT the Interim General Manager of Corporate Services' August 31, 2010 report regarding an Update on the 2009 Financial Statements be received. 7.3. LEGISLATIVE AND PROTECTIVE SERVICES
67-68 7.3.1 Legislative Services Manager/ Deputy City Clerk's August 3, 2010 report regarding the Municipal Insurance Association AGM Voting Delegate. THAT Council appoint a voting delegate and two alternates to represent the City's interests at the annual general meeting of the Subscribers of the Municipal Insurance Association of British Columbia. 7.4. OPERATIONS
69-75 7.4.1 General Manager of Operations', August 17, 2010 report regarding the Mayor's Task Force on Energy and Emissions. THAT Council endorse the Terms of Reference and establishment of the Mayor's Task Force on Energy and Emissions and further;
THAT Council approve staff proceeding with issuing invitations to potential Mayor's Task Force representatives and;
THAT Council verify the Chair of the Mayor's Task Force (either the Mayor or an alternative Council Representative).
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Page 7.4. OPERATIONS
76-82 7.4.2 General Manager of Operations' August 17, 2010 report regarding the Agriculture Plan Steering Committee. THAT Council endorse the Terms of Reference and establishment of the Agriculture Steering Committee and further;
THAT Council approve staff proceeding with issuing invitations to potential Agriculture Steering Committee members and;
THAT Council select a Council representative to sit on the Agriculture Steering Committee. 83-109 7.4.3 General Manager of Operations' August 26, 2010 report regarding the Dogwood Traffic Review. THAT the General Manager of Operations' August 26, 2010 report regarding the Dogwood Traffic Review be received. 110-145 7.4.4 General Manager of Operations' August 20, 2010 report regarding the Campbell River Airport Authority Update. THAT the General Manager of Operations' August 20, 2010 report regarding the Campbell River Airport Authority Update be received. 8. CORRESPONDENCE
146-150 8.1 August 6, 2010 correspondence from Jim Sinclair, President of the B.C. Federation of Labour regarding the demand of a permanent exemption from the Canada-EU comprehensive economic and trade agreement (CETA). THAT the August 6, 2010 correspondence from Jim Sinclair, President of the B.C. Federation of Labour regarding the demand of a permanent exemption from the Canada-EU comprehensive economic and trade agreement (CETA) be received. 151 8.2 August 27, 2010 correspondence from the Campbell River Social Planning Committee regarding the request for funding for a Social Planning Coordinator. THAT the August 27, 2010 correspondence from the Campbell River Social Planning Committee regarding the request for funding for a Social Planning Coordinator be received. 9. BYLAWS AND PERMITS
152-156 9.1 Legislative Services Manager/ Deputy City Clerk's August 31, 2010 report regarding 2715 Soderholm Road Park Dedication Removal Bylaw No. 3426, 2010.
Page 5 of 165 Special Council Agenda - Tuesday, September 7, 2010
Page 9. BYLAWS AND PERMITS
THAT the 2715 Soderholm Road Park Dedication Removal Bylaw No. 3426, 2010 be adopted. 10. MAYOR/COUNCIL REPORTS
10.1 Mayor Cornfield's verbal report regarding Council's Role in the Sustainable Official Community Plan process.
10.2 Council Liaison to Seniors' Advisory Commission.
At its July 20, 2010 meeting Council received the Seniors' Advisory Commission minutes which stated that the Commission members feel that attendance by a Council representative is important and that the Seniors' Advisory Commission meetings could be changed to a later time if it would be easier for the Council Liaison to attend after hours.
Council suggested that a discussion to consider appointing a Liaison to the Seniors' Advisory Commission take place at a future meeting.
11. COMMISSION/COMMITTEE REPORTS
12. MINUTES
157-163 12.1 August 24, 2010 Regular Council Minutes. THAT the August 24, 2010 Regular Council Minutes be adopted. 13. OTHER MINUTES
164-165 13.1 July 15, 2010 Environmental Advisory Commission Minutes. THAT the July 15, 2010 Environmental Advisory Commission minutes be received. 14. NEW BUSINESS
15. ADDENDA ITEMS
16. ADJOURNMENT
16.1 Adjournment THAT the meeting adjourn.
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Protocol for Conducting Meetings at the City of Campbell River
Participants should attend all meetings having completed necessary preparation and be prepared to spend sufficient time and energy to deal with matters at hand.
If applicable, agendas will be amended then adopted or approved by the meeting participants at the commencement of the meeting.
Information is to be kept confidential, as required
All individuals participating in meetings will be treated with dignity, honouring their uniqueness and value. There will be no tolerance for discrimination in any form. Participants must deal with each other in an open, honest and respectful fashion;
All participants have the responsibility to contribute and to conduct business in an inclusive manner.
Participants will respect the views of others and allow others the opportunity to speak without interruption (private conversations are not to be conducted during the meeting)
Communication in meetings will be clear, timely, concise, to the topic and avoid inappropriate language and references to personalities
The emphasis of all discussions will be on understanding the problem, not on assigning blame
Comments and discussions need to address issues, not personalities
Discussion should be kept on target, if there are other matters to raise, participants will wait until the item under discussion has been fully discussed and resolved.
Participants will not exercise undue authority, influence or pressure on decisions;
Participants will be forthright with others in the group about issues or frustrations and conflict between participants shall be dealt with in a rational, timely manner - if there must be criticism, participants will make it constructive
Discussion will focus on the issues over which the group of participants has control.
Participants should seek consensus.
This document has been approved by Council and will be reviewed annually for content and applicability.
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CITY OF CAMPBELL RIVER STRATEGIC COMMITTEE MINUTES
STRATEGIC COMMITTEE MEETING, TUESDAY, AUGUST 24, 2010 at 5:00 PM in the City Hall Committee Room, 301 St. Ann's Road, Campbell River, BC.
PRESENT: Chair - Mayor C. Cornfield, Councillors: A. Adams, R. Grant, R. Mennie, Z. Stewart, M. Storry; G. Paul - Acting CAO; W.T. Halstead - General Manager, Corporate and Protective Services/City Clerk; D. Morris -General Manager, Facilities and Supply Management; D. Chapman - General Manager, Financial Services; R. Neufeld - General Manager, Operations; R. Milnthorp - General Manager, Parks, Recreation & Culture; T. Bate - Administrative Assistant; L. Ciarniello - Human Resources Manager; A. Zirnhelt - Sustainability Manager; J. Douglas - Communications Advisor
1. APPROVAL OF THE AGENDA 1.1 Approval/modification of the agenda. sc10-0037 Storry/Stewart THAT the Agenda be approved. CARRIED
2. MAYOR/COUNCIL REPORTS 2.1 Scheduling appointments at UBCM. Council had a general discussion on topics to be discussed with various Ministers at the upcoming UBCM Convention including: 1) Community and Rural Development Asia Pacific Initiative Community First Agreements Trust Funding for Labour Programs Asia Twinning Project 2) Advanced Education and Labour Market Development: Creative Industries Funding for North Island College Initiatives: 1. Aerospace 2. Forestry 3. Immigration Accord
Page 1 of 4 Page 8 of 165
Strategic Committee Meeting Minutes - Tuesday, August 24, 2010
Council agreed that the City will request a meeting with Kevin Kruger, Minister of Tourism, Culture and the Arts, prior to the Convention. Councillor Adams will advise the Creative Industries Council of this decision.
3) Agriculture and Lands Finish & Shellfish Aquaculture 4) Energy, Mines and Petroleum Resources: Alternative Energy 1. Tidal Power 2. Catalyst Site 3. Hydro Upgrade 5) Environment Solid Waste Climate Action 6) Forests and Range Wood First and Product Innovation Community Forest Catalyst Tanker Base relocation 7) Health Services Hospital Alternate level of care 8) Public Safety Crime Reduction Strategy Funding 9) Tourism, Culture and the Arts Funding for Archaeological Studies Creative Industries 10) Transportation Flooding on Nunn's Creek
Council agreed that further discussion is needed with First Nations before addressing the flooding on Nunn's Creek.
11) BC Hydro sc10-0038 Adams/Storry THAT the August 16, 2010 invitation from BC Hydro to meet at the UBCM conference be received. CARRIED
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Strategic Committee Meeting Minutes - Tuesday, August 24, 2010
sc10-0039 Adams/Stewart THAT staff reply to BC Hydro's invitation to meet at the UBCM Convention and schedule an appointment. CARRIED sc10-0040 Adams/Storry THAT the August 17,2010 invitation from the BC Ambulance Service representatives to meet at the UBCM conference be received. CARRIED sc10-0041 Adams/Stewart THAT staff be directed to arrange the following appointments with the Ministers at the UBCM Convention: Community and Rural Development; Advanced Education and Labour Market Development; Agriculture and Lands; Energy, Mines and Petroleum Resources; Environment; Forests and Range; Health Services; Public Safety; Tourism, Culture and the Arts; Transportation. CARRIED
2.2 Regional District Solid Waste Management Plan Review.
On August 10, 2010, Council received Maura Walker & Associates Environmental Consultants' report and presentation regarding the Comox Valley Regional Districts' Solid Waste Management Plan Review. Council requested Ms. Walker's presentation be placed on the next Strategic Committee meeting agenda for discussion on strategies to move forward with the Comox Strathcona Regional Waste Management Plan.
Councillor Adams circulated written comments dated August 24, 2010 regarding the Regional Solid Waste Proposal.
A. Zirnhelt answered questions from Council. sc10-0042 Adams/Stewart THAT Councillor Adams' report regarding the Regional Waste Proposal be received. CARRIED
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Strategic Committee Meeting Minutes - Tuesday, August 24, 2010
sc10-0043 Adams/Stewart
THAT staff be directed to submit a report on pursuing a Regional recycling, organic waste and composting site in Campbell River. CARRIED A. Zirnhelt left the meeting at 6:30 p.m.
3. STAFF REPORTS 3.1 General Manager of Operations' August 12, 2010 report regarding the airport terminal building.
sc10-0044 Grant/Storry THAT Council receive the General Manager of Operations' August 12, 2010 report regarding the airport terminal building as information. CARRIED
4. ADDENDA ITEMS 4.1 Acting CAO's, August 22, 2010 report regarding the UBCM Industrial Taxation Consultation. sc10-0045 Adams/Stewart THAT the Acting CAO's, August 22, 2010 report regarding the UBCM Industrial Taxation Consultation be received for information and consideration by those members of City Council that will be attending the 2010 UBCM Conference. CARRIED
5. ADJOURNMENT 5.1 Adjournment sc10-0046 Grant/Storry THAT the meeting adjourn. CARRIED The meeting adjourned at 5:53 p.m.
______Mayor, C. Cornfield, CHAIR W. T. Halstead, CITY CLERK
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Draft 2010 UBCM Conference appointments August 24, 2010 Special Strategic Committee Meeting
1. Community & Rural Development: • Asia Pacific Initiative • Community First Agreements • Trust Funding for Labour Programs • Asia Twinning Project
2. Advanced Education & Labour Market Development: • Creative Industries • Funding for N.I. College Initiatives: - Aerospace - Forestry - Immigration Accord
Council agreed that the City will request a meeting with Kevin Kruger, Minister of Tourism, Culture and the Arts, prior to the Convention. Councillor Adams will advise the Creative Industries Council of this decision.
3. Agriculture and Lands • Finfish & Shellfish Aquaculture
4. Energy, Mines and Petroleum Resources: • Alternative Energy - Tidal Power - Catalyst Site – waste energy - Hydro upgrade project
5. Environment • Solid Waste • Climate Action
6. Forests and Range • Wood first and Product Innovation • Community Forest • Catalyst • Tanker Base relocation
7. Health Services • Hospital • Alternate level of Care
G:\Legislative Services\Council Minutes\Draft discussions regarding appointments with Ministers.docPage 12 of 165 8. Public Safety • Crime Reduction Strategy Funding
9. Tourism, Culture & the Arts • Funding for Archaeological Studies? • Creative Industries 10. Transportation • Flooding on Nunn’s Creek
Council agreed that further discussion is needed with First Nations first.
11. B.C. Hydro 12. B.C. Ambulance
G:\Legislative Services\Council Minutes\Draft discussions regarding appointments with Ministers.docPage 13 of 165
Ministry of Community UBCM Convention Coordination Local Government Dept. and Rural 4th Floor, 800 Johnson St MEMORANDUM Development Victoria BC V8W 9N7
July 30, 2010
All Municipalities, Regional Districts and Islands Trust (sent via email only)
Re: 2010 UBCM Convention – "Forging Gold Medal Standards” Whistler, September 27 – October 1, 2010
Further to Minister Stewart’s July 14, 2010 letter regarding the 2010 UBCM Convention, I am pleased to send you the 2010 Provincial Appointment Book. This publication lists all government, agency and commission staff available to meet with delegates at the Convention.
Information on the process for requesting meetings with the Premier and Cabinet Ministers, and the Honourable Ben Stewart, Minister of Community and Rural Development, is found on page 2 of the Provincial Appointment Book.
Requests for meetings with government staff must be made using the following form located at: http://www.civicinfo.bc.ca/mcd/mcs_mrf2010.asp
Please note that the deadline for receiving meeting requests is Friday, September 10, 2010. After that date, requests for appointments may be made at the Government Staff Appointment desks, which will be at the following locations during Convention:
Monday, September 27 and Tuesday, September 28 Whistler Convention Centre and Westin Resort and Spa, 2nd level 8:30am – 4:00pm
Wednesday, September 29 – Thursday, September 30 Westin Resort and Spa, 2nd level 8:30am – 4:00pm.
Confirmation of the meeting time and location will be sent to the contact identified on your meeting request form.
If you have any questions, please contact the following UBCM Co-ordinators:
Faye Kirkpatrick: 250 387-4042 Birgit Schmidt: 250 387-2624 or myself at 250 387-4085.
Original signed by
Leta Hodge, Manager Client Services Local Government Department
Attachment
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PPPRRROOOVVVIIINNNCCCIIIAAALLL AAAPPPPPPOOOIIINNNTTTMMMEEENNNTTT BBBOOOOOOKKK
for scheduling meetings with staff from the
Provincial Government Ministries, Agencies and Commissions at the
222000111000 UUUBBBCCCMMM CCCOOONNNVVVEEENNNTTTIIIOOONNN September 27 – October 1, 2010 Whistler, British Columbia
Page 15 of 165 Page 1
222000111000 UUUBBBCCCMMM CCCOOONNNVVVEEENNNTTTIIIOOONNN Whistler, BC – September 27 – October 1, 2010 Whistler Convention Centre BOOKING ONLINE MEETINGS with....
Premier Gordon Campbell and Cabinet Ministers
If you would like to request a meeting with the Premier or Cabinet Minister’s (except Hon. Ben Stewart) on a specific issue during this year’s convention, please fill out the on-line form at www.corporate.gov.bc.ca/UBCM/. The invitation code is: MeetingRequest2010.
If you have any questions, please contact the UBCM Meeting Request Coordinator, Carling Dick at 604 775-1600.
Hon. Ben Stewart, Minister of Community and Rural Development
If you would like to request a meeting with Minister Ben Stewart on a specific issue during this year’s convention, please fill out the online form at http://www.civicinfo.bc.ca/mcd/mcrd2010.asp.
If you have any questions, please contact Faye Kirkpatrick at 250 387-4042, or via email at [email protected].
Once your meetings are scheduled, you will receive confirmation of your meeting via e-mail.
The deadline for receiving online meeting requests is: Friday, August 13
Government, Agency and Commission Staff
If you would like to request a meeting with Government, Agency or Commission staff on a specific issue during this year’s convention, please fill out the online form at http://www.civicinfo.bc.ca//mcd/mcs_mrf2010.asp.
If you have any questions, please contact Faye Kirkpatrick at 250 387-4042, or via email at [email protected]
This document contains a listing of all Provincial Government Ministries, Agencies and Commissions staff who will be attending the conference and available to meet with local government delegates. Meetings will be held from Tuesday, September 28 to Thursday, September 30, 2010.
Once your meetings are scheduled, you will receive confirmation of your meeting via e-mail.
The deadline for receiving online meeting requests is: Friday, September 10
The Provincial Appointment Desks will be taking meeting requests during the convention and will be located at the Whistler Convention Centre and the Westin Resort and Spa as per the dates below. The on-site Information Desks will be open on the following dates:
Monday, September 27 and Tuesday, September 28 Whistler Convention Centre and Westin Resort and Spa, 2nd level 8:30am – 4:00pm
Wednesday, September 29 – Thursday, September 30 Westin Resort and Spa, 2nd level 8:30am – 4:00pm Page 16 of 165 Page 2
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Department/Branch Name Topics
Ministry of Community and Rural Development Local Government Department Local Government Programs Gary Paget, Senior Executive Director Local Government Structure Branch Marijke Edmondson, Incorporation, restructure, boundary extensions and local governance/services Director
Local Government Advisory Don Sutherland, Director Local Government administration, elections, and legislative requirements/powers Services Branch Client Services - Board of Leta Hodge, Board of Examiners Examiners Administrator Local Government First Nations Cathy Watson, Director Local Government First Nations Relations issues Relations Local Government Community Rob Rounds, Manager Free Crown Grant/Nominal Rent Tenure Sponsorships, Resort Municipality Projects Financing Program Regional Initiatives Derek Trimmer, Director Regional Initiatives
Local Government Glen Brown, Executive Infrastructure and Finance Director Division Local Government Finance Talitha Soldera, Director Local government finance, including development costs charges, financial plans, taxation issues and cost recovery options Infrastructure and Engineering Liam Edwards, Director Sewer and water capital grant, infrastructure planning grants and infrastructure and infrastructure programs
Intergovernmental Relations Alan Osborne, Executive Green communities, climate action initiatives and Planning Division Director
Intergovernmental Relations Lois-Leah Goodwin, Regional district service reviews and dispute resolution, Bill 27-Green Communities Director legislation Planning Programs Meggin Messenger, Growth strategies, community planning issues Director
Local Government Policy and Branch staff General policy issues Research Branch
Mountain Pine Beetle Ray Schultz, Assistant Mountain Pine Beetle issues, resource roads Emergency Response Deputy Minister
RuralBC Secretariat Tom Jensen, Assistant Rural Development, including Community Adjustment, Strategic Initiatives (including Deputy Minister Asia Pacific Initiative, etc.) and Regional Offices (economic development) Strategic Initiatives Office Greg Goodwin, Executive Resort Municipality Initiative, BC Asia Twinning Project Director Regional Offices Sarah Fraser, Executive Regional Offices (economic development) Director
Community Development Tracey Thompson, Community Development Trust administers a $129 million fund designed to provide Trust Executive Director retirement bridging, training and job opportunities for forest sector workers impacted by the current downturn in the forest industry as well as targeted support to forest dependent communities Page 17 of 165 Page 3
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Department/Branch Name Topics
Property Assessment Rob Fraser, Executive Development Lands (Brighouse/ Richmond), Supportive Housing, Transition from Services Branch Director Bill 45 to the 2010 Roll, Farm Assessment Review Panel
Ministry of Aboriginal Relations and Reconciliation Aboriginal Relations and Senior staff will be New Relationship, treaty negotiations, reconciliation issues, Aboriginal relations, Reconciliation available to respond to closing the socio-economic gap requests
Ministry of Advanced Education and Labour Market Development Deputy Minister Office Senior staff will be Advanced Education Issues, including post-secondary education review, labour available to respond to market and immigration and capital planning requests
Ministry of Agriculture and Lands Land Program Services Branch Ward Trotter, Director Use of Crown land Crown Land Opportunities and TBA, Director Crown land sales/development, contaminated sites, brownfields renewal strategy Restoration Branch Strategic Land Policy & Legislation Alan Lidstone, Director Private Managed Forest Land, Free Crown Grants Branch Crown Land Administration Division Grant Parnell, ADM Crown Land Administration Aquaculture and Commercial Trevor Rhodes, Director Finfish and shellfish aquaculture, environmental and siting issues, field assessment, Fisheries Branch research on aquaculture, new species Resource Management Branch Bert van Dalfsen, Planning for Agriculture Manager Regional Operations Leslie MacDonald General Agricultural Matters
Ministry of Citizens’ Services Citizen’s Services Senior ministry staff. Connecting people, connecting the province: broadband internet; EmbraceBC; Government’s online presence including opportunities for electronic transactions and open data
Ministry of Education and Minister Responsible for Early Learning and Literacy Public Library Services Branch Jacqueline van Dyk, Public Library Services Director
Ministry of Energy Mines and Petroleum Resources Mining and Minerals Division John Cavanagh, Issues pertaining to provincial mining and minerals including aggregate (sand and Assistant Deputy Minister gravel) policy Electricity and Alternative Energy Les MacLaren, Assistant Issues pertaining to electricity and alternative energy including hydroelectric Division Deputy Minister generation, the Clean Energy Act and energy efficiency programs. Oil and Gas Division Graeme McLaren, Oil and gas production and operations issues including royalty incentives, public Assistant Deputy Minister private partnerships and infrastructure development
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Department/Branch Name Topics
Titles, Aboriginal and Corporate Karina Brino, A/Assistant Issues relating to Aboriginal relations, corporate policy and legislation, the Relations Division Deputy Minister disposition process for provincial oil and gas, underground storage, mineral, placer mineral, coal and geothermal resource rights, and the administration of the resulting tenures
Ministry of Environment Environmental Protection Division Lynn Bailey, Assistant Air quality, climate change mitigation and adaptation strategies, reducing toxins, Deputy Minister pollution prevention, high-risk environmental emergencies, Environmental Management Act, contaminated sites, brownfields, hazardous and industrial waste, Integrated Pest Management Act, product stewardship, incineration and landfilling, municipal liquid and solid waste. Environmental Stewardship Division Jody Shimkus, ADM Fish and wildlife, wildlife species inventory, stewardship outreach, biodiversity, Environmental conservation data centre, ecosystem information, Conservation Corps, ocean Stewardship Division resources and marine fisheries, including sustainable seafood industry development.
BC Parks and Protected Areas Scott Benton, Exec Dir, Responsible for all matters (policy, planning and management) pertaining to lands in BC Parks and Protected the provinces protected areas system - including parks, ecological reserves, wildlife Areas managements areas, conservation lands, Land Act reserves, conservation covenants and Environmental & Lands Use Act designated lands Water Stewardship Division Fern Schultz, Director A/ Living Water Smart, source protection, groundwater hydrology, snow surveys, water Assistant Deputy Minister protection, river forecasting, flood hazard management, dam safety, hydrometric – Water stations, dikes, water quality monitoring, water licences and water stewardship outreach Environmental Assessment Office John Mazure, Executive Environmental Assessment Process, Environmental Assessment Act Director Climate Action James Mack, A/Head Climate change and climate action (mitigation and adaptation), green communities Climate Action Secretariat and climate change, carbon neutral government, climate change policy and legislation, climate action charter, community energy emissions, emissions reporting, citizen conservation councils Conservation Officer Tom Clark, Executive Conservation Officer Service, human-wildlife interactions, compliance policy, Service/Compliance and Director, Compliance compliance activities Enforcement Strategic Policy Division Anthony Danks, Director Overarching policy and legislation, compliance planning, IGR (fed-prov, CAMS, CCME, COF, etc), state of Environment Reporting , Service Plan
Ministry of Finance Tax Policy Branch Jane Allison Tax Policy
Ministry of Forests and Range Operations Division, Forests and Dave Peterson, ADM, Operations issues including community forest agreements, fire interface, wildfire, Range Field Operations roads Competitiveness and Innovation Kathy Chopik, ADM Aboriginal relations, research, wood first and product innovation Division Integrated Land Management Bureau GeoBC and First Nations Services Charles Porter, ADM, GeoBC: Integrated Land and Resource Registry, Natural Resource Sector Division GeoBC and First Nations Information Management and Integration, Base Mapping, e-Licensing Services First Nations Services: Cross-agency coordination of First Nation initiatives and consultation coordination Page 19 of 165 Page 5
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Department/Branch Name Topics
Regional Operations Division Gary Townsend, ADM, FrontCounter BC, Crown Land Tenuring, Land Use Planning and Implementation, Regional Operations Resource Management Coordination, Ecosystem Based Management Duncan Williams, Executive Director, Regional Operations Heather MacKnight, Regional Executive Director, Coast Kevin Dickenson, Regional Executive Director, South Eamon O’Donoghue, Regional Executive Director, North
Ministry of Healthy Living and Sport Population and Public Health Senior staff will be Chronic Disease Prevention; Public Health Issues; Air and drinking water quality; Division available to respond to sewerage system regulation; meat inspection regulation requests ActNow BC, Sport and Recreation Senior staff will be Community Engagement Initiatives supporting physical activity. available to respond to requests Sport participation, high-performance sport, Hosting BC, Major events hosting, BC Games, Western Canada Summer Games – Kamloops 2011, Canada Winter Games - hosting in 2015
Ministry of Health Services Health Services and Health Senior staff from Health Health Services Delivery Authorities Authorities Division Mental Health and Addictions Senior staff from Health Mental Health and Addictions Services Authorities Division
Ministry of Housing and Social Development Residential Tenancy Branch Cairine MacDonald, DM Residential Tenancy issues
Ministry of Public Safety and Solicitor General POLICING AND COMMUNITY Kevin Begg, ADM, Policing SAFETY BRANCH Director of Police Services Police Services Division Mark Tatchell, Executive Director Kimberley McLean, Sr. Program Manager Lisa Godenzie, Sr. Program Manager Sheri Landles, Program Manager
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Department/Branch Name Topics
EMERGENCY MANAGEMENT BC Becky Denlinger, Fire Emergency Planning, response and recovery, fire prevention, life safety and Commissioner property protection POLICING AND COMMUNITY Jamie Lipp, A/Director, Victims Services, Crime Prevention JUSTICE BRANCH A/Director, Crime Victim Services Division (PSSG) Prevention and Stakeholder Relations Susanne Dahlin, Executive Director, Victim Services Division
Ministry of Small Business Technology and Economic Development Deputy Minister’s Office Don Fast, Deputy Minister International Partnerships and Chris Carter, Executive 2010 Olympic Games Business Hosting Program; Asia Pacific Initiatives Programs Director Economic Initiatives & Major Dean Sekyer, Director Green Economy Projects Branch Chris Gilmore, Director Green Economy
Ministry of Tourism, Culture and the Arts Archaeology Branch Justine Batten, Director Funding for Archaeological Studies Notating Archaeological Sites on Title BC Arts Council Gillian Wood, A/Exec. Programs of the BC Arts Council; Arts and cultural development in community Director BC Film Commission Susan Croome, Film Motion Picture Production/Regional Film Commission Funding Commissioner Cultural Services Andrea Henning, Community Cultural Tourism; Cultural Infrastructure; Access to operating for funding Executive Director for creative industries: film, television, digital media tax credits Heritage Branch Jennifer Iredale, Sustainable funding for Provincial heritage properties; termination of Federal funding A/Director to BC for Historic Places Initiative; heritage tourism opportunities; access to Provincial funding for community heritage projects; Provincial heritage strategy. Recreation Sites and Trails Bill Marshall, Director Recreation sites & Trails, Spirit of 2010 Trail, Trails Strategy for BC Resorts Norman Lee, Executive Jumbo Glacier Resort – Cranbrook, Radium, Invermere and Regional District of East Director Kootenay Summerland Hills Golf Resort – District of Summerland Gateway 286/Coquihalla Pass Resort – City of Merritt Valemount – Canoe Mountain Resort, Valemount Hot Springs Garibaldi at Squamish Resort Proposal-District of Squamish Kickinghorse Mountain Resort Expansion – Village of Golden
Ministry of Transportation Various Department Senior staff will be Transportation issues available to respond to requests
If you have any questions regarding your Ministry of Transportation meeting request(s) please contact Gloria Valle directly at (250) 387-7589 or contact her via email at or via fax at (250) 356-8767.
Page 21 of 165 Page 7
AAAUUUTTTHHHOOORRRIIITTTIIIEEESSS,,, CCCOOORRRPPPOOORRRAAATTTIIIOOONNNSSS AAANNNDDD CCCOOOMMMMMIIISSSSSSIIIOOONNNSSS
AGRICULTURAL LAND COMMISSION
Agricultural Land Commission ...... Richard Bullock, Chair with Brian Underhill, Executive Director ...... and Colin Fry, Executive Director
BC HYDRO
BC Hydro’s goal is to provide reliable power at a low cost, for generations. BC Hydro staff look forward to discussing any of your questions relating to generation, distribution, transmission, storm preparation, customer service, community relations, clean energy technologies, the environment, and others.
BC Hydro staff will be available on the Wednesday & Thursday – 8:00 am – 5pm. All BC Hydro meetings will be held @ the Whistler Hilton Hotel (room name to be confirmed).
BC TRANSIT
BC Transit ...... Manuel Achadinha, CEO ...... Peter Rantucci, Director, Regional Transit Systems
Topics: Transit matters in BC communities outside Metro Vancouver.
INSURANCE CORPORATION OF BRITISH COLUMBIA (ICBC)
ICBC’s Vision is to be BC’s preferred auto insurer, providing protection and peace of mind. We provide universal compulsory auto insurance (Basic insurance) to drivers in British Columbia (BC), with rates regulated by the British Columbia Utilities Commission (BCUC), and also sell Optional auto insurance in a competitive marketplace.
Our insurance products are available across BC through a network of independent brokers, and claims services are provided at ICBC claims handling facilities located throughout the province. We also invest in road safety and loss management programs to reduce traffic-related deaths, injuries and crashes, auto crime and fraud. In addition, we provide driver licensing, vehicle registration and licensing services, and fines collection on behalf of the provincial government at locations across the province.
ICBC will have staff present at the conference who would be pleased to discuss or meet on any issues related to ICBC’s operations.
ROYAL CANADIAN MOUNTED POLICE
A/Commr., Al Macintyre, Criminal Operations Officer D/Commr.,Gary Bass, Pacific Region Chief Superintendent Robert Morrison – OIC Operations Strategy Branch Chief Superintendent Barry Clark – District Officer, North District Chief Superintendent Don Harrison, District Officer, Southeast District Chief Superintendent Randy Wilson – District Officer, Island District
Page 22 of 165 Page 8
BChydro FOR GENERATIONS
Ted Olynyk Manager, Vancouver Island Community Relations BC Hydro PO Box 1500,400 Madsen Road Nanaimo, B.C. V9R 5M3 Phone: 250-755-7180 Fax: 250-755-7120 ~ 1 9 2010 E-mail: [email protected]
August 16, 2010
Mayor Charlie Cornfield and Council City of Campbell River 301 St. Ann's Road Campbell River, BC V9W 4C7
Dear Mayor Charlie Cornfield and Council:
The 2010 UBCM Convention in Whistler from September 27 to October 1, 2010 is rapidly approaching and, once again, BC Hydro is pleased to be a major sponsor.
The conference theme of "Forging Gold Medal Standards" matches one of BC Hydro's key principles - building and sustaining new and existing relationships with First Nations, community organizations, intergovernmental partners and other local governments.
BC Hydro is also forging new and higher standards of conservation in B.C., but we can't do it alone. We are looking to work with you as you integrate sustainable practices within your communities. As climate change, rising energy costs, increasing energy demands of growing communities and aging infrastructure put pressures on local budgets, sustainable energy management is a critical element in planning for your community's future. Hydro's Sustainable Communities Program can help meet your sustainability objectives. More information can be found at http://www.bchydro.com/powersmarVpscommunitiesllocalgovernment.html
Meetings: If you would like to book a meeting with one of our senior managers on a local issue, please contact me with an expression of interest including subject matter by Tuesday, September 7. Chris Joy with Community Relations is scheduling the meetings and can also receive your request. Her email address is [email protected]. The meetings will be scheduled for either Wednesday, September 29 or Thursday, September 30. The meetings will be held in the Black Tusk Room in the Hilton Whistler Resort. We will confirm the meeting date and time with you or your office during the week of September 20.
th Reception: On the evening of Wednesday, September 29 , please join BC Hydro executives, other guests and Community Relations at the BC Hydro Reception at UBCM. The reception will be held from 6:30 to 8:00 PM at the Whistler Conference Centre.
Page 23 of 165 Page 1 Workshops: A workshop entitled, "Exploring our Clean Energy Future" is scheduled for Thursday, September 30 from 2:00 to 4:00, location to be determined. The Clean Energy Act lays the foundation for new clean energy opportunities in our province. This workshop will provide key information on the Clean Energy Act and explore how the legislation and initiatives to implement the objectives and programs in the legislation, can assist municipalities in pursuing distributed generation, demand side management and alternative energy sources.
My colleague Stephen Watson and I will also be attending the Convention. We welcome the opportunity to get together with you for coffee between sessions, or at the AVICC Area Association Lunch on Wednesday, September 29.
If you have any questions about our participation at the Convention, or on any other topic please do not hesitate to contact me. During the convention, I can be reached by cell phone at 250-618-6267.
We look forward to seeing you at the convention.
Sincerely,
Ted Olynyk
Page 24 of 165 Page 2 From: Nelson, Janice HLTH:EX [mailto:[email protected]] Sent: Tuesday, August 17, 20105:14 PM \
Sent on behalf of Les Fisher, Chief Operating Officer and Carl Roy, Executive Officer, BC Ambulance Service
Invitation to meet with BC Ambulance Service
The Executive Management of the BC Ambulance Service (BCAS) is pleased to invite you to meet with us, during the upcoming Union of BC Municipalities (UBCM) Convention, in Whistler on September 29, 2010.
Meeting individually with municipal leaders enables the BCAS to have a more thorough understanding of your community's priorities for emergency medical care. These meetings also provide an excellent opportunity to learn more about the BCAS and its operations first-hand.
In order to make the best use of everyone's time during the meeting, please advise us of the one or two topics pertaining to your community that you would like to discuss.
Please RSVP to Janice Nelson, Executive Admin Assistant, by email [email protected] or 250.953.3320 (please include your email and phone number) by Tuesday, September 14, 2010.
We look forward to meeting with you next month.
Sincerely, Les Fisher Carl Roy Chief Operating Officer Executive Officer
1
Page 25 of 165 2010 UBCM Provincial Government - Meeting Request Form Page 1 of 1
'~%k BRITISH 2010 UBCM Conference - Meeting Request Form ..... COLUMBIA Provincial Ministries, Agencies, and Commissions Staff
1. Fields marked * are required. 2. Please submit a separate request for each meeting. 3. After submitting your request, you will see a confirmation screen. Click "Request Another Meeting" to return to this form and request another meeting. To save data entry time, the text from your previous submission will appear. You may overwrite it; this will not affect your previous request. 4. For each meeting requested, you will receive an automatic e-mail containing the details of your request. 5. All meetings will be held at the Westin Resort and Spa, Whistler. 6. Ministry of Community & Rural Development staff will contact you to confirm your meeting dates and times.
LOCAL GOVERNMENT INFORMATION
*Name of Your Local Government: 100 Mile House (District)
or Other Organization Not Listed Above
*Primary Contact Person:
*Phone Number:
Cell Number:
Fax Number:
*Email:
REQUEST A MEETING (All Meetings Held at the Westin Resort and Spa)
* With which Ministry, Agency, or Commission do you wish to meet?
* Please list the people from your organization who wish to attend the meeting:
* Briefly outline the issue(s) you wish to discuss:
[ -- Submit Meeting Request -- ]
Poweredby ~ IVl fOB
Page 26 of 165 http://www.civicinfo.bc.ca//mcd/mcs_mrf2010.asp 9/2/2010 August 23, 2010
Charlie Cornfield rv1ayor City of Campbell River 301 St. Ann's Road Campbell River, BC V9W4C7
Dear Mayor Cornfield:
RE: 2010 RESOLUTIONS
The UBCM is in receipt of the attached resolution(s) endorsed by your Council.
The resolution{s) will be presented to the UBCM membership for their consideration at the 2010 UBCM Convention in September.
Please feel free to contact Reiko Tagami, Information & Resolutions Coordinator, if you have any questions about this process.
Tel: 604.270.8226 ext. 115 Email: [email protected]
Sincerely,
Harry Nyce President
Enclosure
Page 27 of 165 AMENDMENT TO THE CANADIAN ENVIRONMENTAL Camp bell River ASSESSMENT ACT THEREFORE BE IT RESOLVED that the Union of British Columbia Municipalities lobby the federal government (Natural Resources Canada, Environment Canada, Fisheries and Oceans Canada and the Prime Minister's Office) in support of the proposed amendments to the Canadian Environmental Assessment Act to recognize equivalency of provincial environmental assessment process on a case-by-case basis as put forward by the BC provincial government and supported by the :Mining Association of BC
Page 28 of 165 U LJ U - W - U ~GfY\
00 ~~~O\§~ rrY AUG 1 9 2010 LhU
OFFICE OF THE CITY MANAGER City of Campbell River
NOIninat~ng COInInittee
UNION OF BRmSH Report COLUMBIA MUNICIPALITIES \ Presentation of the Results of ;;~ A Call for Nominations for the UBCM Executive
August 2010
Page 29 of 165 NOTICE TO CANDIDATES Please note the following Executive Policy related to campaigning during Convention:
3.8.1 Campaigning During Convention Candidates for Executive positions will be permitted to distribute materials such as flyers and buttons on site within the plenary session and workshop or clinic rooms, h1..1t ~p not nermitted to distribute material in the luncheon or banquet rooms or post material on'the walls or on easels WIU:Un Ul~ C::'~Vp.ntion venue. tTl. the event of non compliance, any damages to venue walls for instance, will be the financial responsibility of the candidate.
(amended July 2005)
Page 30 of 165 Chair Robert Hobson, Chair UBCM Immediate Past ~resident
he Nominating Councillor Kevin that the role of the Committee Committee was formed Flynn, Southern Interior Local is to review credentials and T. according to the bylaws Government Association prepare this report. It is not and Executive procedures and Chair Karen Goodings, the role of the Committee is composed of myself and the North Central Local to recommend anyone following representatives: Government Association nomination. We are to ensure Director Grace nominations are complete McGregor, Association of We authorized circulation and according to policies and Kootenay and Boundary Local of a call for Nominations and procedures. Governments preparation of associated material (see Appendix). Further nominations can be Mayor Christopher The results of the call are received at the Convention Causton, Association of summarized on the next page following the procedures set Vancouver Island and Coastal and full biographical materials out in the Appendix. Communities submitted by the candidates Councillor Sav Dhaliwal, begins on the page following. Please contact me if there is Lower Mainland Local any aspect of the procedures Government Association It is important to recognize that you would like clarified.
Page 31 of 165 SUMMARY OF NOMINATIONS FOR UBCM EXECUT!VE POSITIONS Received as of July 30,2010
FOR OFFICER PosmoNs: (Elect one each)
President Councillor Barbara Steele City of Surrey
First Vice-President Director Health Slee East Kootenay Regional District
Second Vice-President Mayor Mary Sjostrom City of Quesnel
Third Vice-President Mayor Barry Janyk Town of Gibsons
Director Rhona Martin Columbia Shuswap Regional District
FOR DIRECTOR AT LARGE: (Elect fIVe)
Mayor James Atebe District of Mission
Councillor Bob Day Town of Lake Cowichan
Councillor Ralph Forsyth Resort Municipality of Whistler
Mayor Sharon Gaetz City of Chilliwack
Councillor Wesly Graham Town of Creston
~ ~ Councillor Murry Krause City of Prince George
Mayor David Pernarowski City of Terrace
Councillor Jerrilyn Schembri District of Tumbler Ridge
FOR SMALL COMMUNITY REPRESENTATIVE:
Note: Only elected representatives of a small community m~y run and vote for the Small Community Representative which is defined as a member of a council of a Village or a municipality with a population not greater than 2,500. (Elect one)
Mayor Corrine Dahling Village of Tahsis
Councillor Galina Durant District of Stewart
FOR ELECTORAL AREA REPRESENTATIVE: Note: Only Electoral Area Directors may run and vote for the Electoral Area Representative. (Elect one)
Director AI Richmond Cariboo Regional District
Page 32 of 165 Nominated for: President •
Councillor Barbara Steele City of Surrey
ouncillor Barbara Steele • Audit Committee • Balancing growth and new has been a resident of • Mayor's Committee on Arts jobs with the preservation CGuildford for 28 years a'nd Culture of green space and a member of City Council • Mayor's Focus on Seniors • Redefining the funding since 1998. An important part Committee relationsh ip between of her vision for Surrey reflects • Mayor's Committee on cities and senior levels of ori the past -the strong historic Crime Reduction Working' government roots are the foundation Group of Surrey, and have helped • Surrey Crime Prevention Accomplishments Society (Director) earned its reputation as a city • Facilitated/organized of opportunity. • Downtown Surrey Business five forums focused on Improvement Assoc. educating seniors and (Director) Her commitment to making their families about how to Surrey stronger, safer and prevent elder abuse healthier doesn't end in Key Projects • Tirelessly promoted parks, her own neighbourhood. • Reducing crime and recreation and culture It is extended to regional, increasing public safety improvements in the city provincial and national levels through implementation of • Participated in regular through her participation Crime Reduction Strategy RCMP events/meetings and representation with • Supporting the City to understand crime Metro Vancouver, the Union Centre Plan, including reduction operations of B.C. Municipalities and the relocation of City Hall, • Dedicated to representing the Federation of Canadian a new regional library Surrey on a regional/ Municipalities. and new Performing Arts provincial level through Centre Metro Vancouver and Committees • Improving road and public Union of S.c. Municipalities • Public Safety Committee transit infrastructure and Federation of (Chair) • Advocating for Surrey's Canadian Municipalities • Heritage Advisory seniors representation Commission (Chair) • Proactive planning to • Finance Committee preserve the city's unique heritage
Page 33 of 165 Nominated for:
Director Heath Slee East Kootenay Regional District
elcome delegates to representative on the UBCM and the Executive Committee. the 2010 convention Executive. I am presently I am presently Chairing Win beautiful Whistler, the AKBLG representative on the Rural Resource Roads B.C. the Board of the Municipal Committee. Having been Insurance Association of B.C. on these committees with My name is Heath Slee, my wife and I am sitting on the Risk· truly devoted members of Barbara and I reside on a small Management Committee. the Executive, has given me a farm in Grasmere, B.C. which valuable insight into a broad is located in the South East During last year's convention range of issues affecting our Kootenay. in Vancouver, I put my communities. name forward to run for the I was first elected Director to position of 2nd Vice President. With the experience I have the Board of the R~gi(inal I was successful, and feel very gained during my political District of East Kootenil{kn honoured in having earned career, I feel that I am well 1999 and am now serving your trust to serve in this qualified to serve all of our my eleventh year in Local position. communities in this beautiful Government. In 2003 I was province we call home. elected to the Board of During the past three years Association of Kootenay/ which I have served on the I am now putting my name Boundary Local Government UBCM Executive' have been forward for the position of (AKBLG), which represents the appointed to the following U BCM 1 st Vic€' !'r~sldent RDEK, ROCK, and RDKB. committees; Convention, :!r.d respectfully ask for your Environment, Community support, I look forward to In 2008-2009 as President Economic Development, working on your behalf during of AKBLG, I was the Community Safety, Resolutions the coming year.
Page 34 of 165 Nominated for: Second Vice-President
Mayor Mary Sjostrom City of Quesnel
elcome to the 2010 • Member of Local • Cariboo-Chilcotinl UBCM Convention Government Leadership Lillooet Regional Advisory W"Forging Gold Medal Academy Committee member Standards': • UBCM Liaison on Off-Road • Quesnel Community and Vehicles Advisory group Econom i c Development I am a first term Mayor with • Local Government member the City of Quesnel. following Elections Task Force • Minister's Council on three terms as City Councillor. member Employment for Persons After six years on the UBCM with Disabilities Executive, I submit my name Previous UBCM • CRD Forest Capital of forward for 2nd Vice President responsibilities Canada Committee and I look for your support • Vi c e - C h air of t he member with my nomination. Convention Committee • Director - BC Transit Board • Member of the 2008 I presently serve on the Resolutions Committee My love for my community, UBCM Executive as Chair of • Chair of the Tourism the region and the province the Community Economic Advisory Committee ensures I c are a bout my Development Committee, • Community Safety work, my colleagues and the Conven ti on Com m ittee Committee member people I represent and work Member and served on the • Small Communities with. I am a politician who Local Government Elections Policing Task Force member embraces challenges while Task Force. remaining positive and upbeat My Council responsibilities throughout even the most Current UBCM difficult circumstances. I offer • First Nations relations responsibilities my experience, knowledge • Cariboo Regional District and dedication to the Union of • President's committee Board Director British Columbia Municipalities • Chair - Community • Vice-chair - Cariboo Executive as your 2nd Vice Economic Development Chilcotin Regional Hospital President, a nd hope I can Committee District! CRD count on your support. • Convention Committee • Cariboo-Chilcotin Beetle member Action Coalition Board Member Thank you.
Page 35 of 165 Nominated for:
Mayor Barry Janyk Town of Gibsons
arry was first elected as mitigation. Barry is the Past continues to work as a heliport a Councillor in the Town President of the Association design and operations Bof Gibsons in 1996 and Vancouver Island and Coastal consultant in Canada. is currently serving his fourth Communities (AVICC), Chair of term as Mayor; the Island Coastal Economic Barry moved to the Sunshine Trust (lCET), Past Chair of the Coast in 1978. His wife Jane He has represented the Town Coastal Communities Network is an award-winning Lower on the Regional District Board (CCN) and Director on the Mainland journalist. They have for eleven years and currently Union of Be Municipalities a son, Garnet Matthew, born serves as Chair of the Regional (UBCM). April 2008. Hospital District Board and Community Services A former forestry services Barry's son, Kohlby, is a proud Committee. contractor, Barry was also Ironworker and his daughter a helicopter owner and his Roen graduated from Acadia An ardent advocate of Smart company a commercial University, completed the Growth principles, a current operator. He initiated and library Sciences Masters priority for Barry is creating managed the Vancouver program at UBC and is now on strategies for climate change Harbour Heliport and faculty at Okanagan College, Kelowna.
Page 36 of 165 Nom inated for:
Director Rhona Martin Columbia Shuswap Regional District
Personal housing options for seniors. and com mittees, she was Rhona was raised in Kitimat, Rhona enjoys people, a recently elected Chair and moved to Malakwa good day is spent with new of the Southern Interior while in her late teens. She acquaintances, old friends and Beetle Action Committee. family. Gardening, walking and Brian have owned and UBCM operated a family restaurant and reading are what Rhona in Malakwa for over. twenty enjoys doing in her spare time. Serving on the UBCM years. Rhona has five children, Executive t"or the past one daughter and four sons, Political four years has been a and fifteen grandchildren Rhona is currently serving the truly wonderful learning and one great granddaughter. second year of her seventh opportunity. term as Electoral Area Director This past year Rhona served A very active community on the Columbia Shuswap as Chair of the Environment member, Rhona has been Regional District Board. Six Committee, and was a involved with t h el 0 c a I years of that time was member of the First Nations Community Association since spent as the Board's Chair. Relations Committee the early 1980's. Having boys the Regional Distric; involved in hockey, she was Rhona is the Chair of the Task Force, and the Rural elected to the Sicamous North Okanagan Columbia Resource Roads Committee. and District Minor Hockey Shuswap Regional Hospital Association Executive, District Board, and is enjoying In seeking the position ofThird serving as President for many her role as Past President of Vice President, Rhona feels that years. Rhona served two the Southern Interior Local she is able to bring her ability three year terms on the Eagle Government Association. to work well with people to Valley Senior Citizen's Housing try to deal with the issues Society, a non-profit society Rhona has actively that are common to all Local that is providing a range of participated in many boards Governments.
Page 37 of 165 Nominated for:
Mayor James Atebe District of Mission
Background information • Elected as Mayor for the • Immediate Past President of District of Mission in 2005 the Lower Mainland Local • Born in Kenya; and re-elected in 2008; Government Association; • Obtained an undergraduate • Served on 2009-2010 UBCM degree (B.A.) in Geography • Involved in the following Executive Board; and from the University of regional boards and Calgary; . committees: Chair of the • Served on 2009-2010 Fraser Valley Treaty Advisory UBCM Community Safety • Earned a masters degree in Committee, Chair of the Committee and First Nations Urban Planning f.rom the Mission Abbotsford Transit Relations Committee. University of Washington Committee, Vice Chair of the (Seattle); . Abbotsford Mission Water James Atebe believes that • Over 15 years of urban and Sewer Commission, Past our communities are built by planning practical Vice Chair of the Fraser Valley volunteers and he is, therefore, experience; Regional District Board of committed to volunteering to Directors serve UBCM and to helping • First elected to the District of make a difference in all of its Mission Council in 1999 and • Member of the Board of communities, whether large or re-elected in 2002; Directors for BC Transit; small.
Page 38 of 165 Nominated for:
Councillor Bob Day Town of Lake Cowichan
ob Day was elected area that will accommodate development of a partnership Councillor of the Town all user groups. He believes between the Town of Lake Bof La ke Cowichan in these efforts will also help Cowicha n and the School 2008. A resident of Lake enhance the economy in Board through a consultation Cowicha n for 14 years, the Cowichan Lake area. process and the creation of Bob believes community. a Committee for th.e cORcept engagement results in better Bob's role as a Councillor does of Neighbourhoods of Council and local decisions, not limit him to civic duties Learning. Through strong which is why he was appointed and responsibilities. He is collaboration the Committee as Chair of Council's Public also involved with the Lake under Bob's tutelage has Relations Committee. He is also Cowichan Senior Secondary recently been awarded grant Chair of the Parks, Recreation School Leadership Class monies to assist in studies for and Culture Committee, due and works closely with our the planning process. Bob to his strong belief that the young community leaders, has a strong vision. utilization of the outdoors finding ways to engage them and recreational activities in the local decision making Bob serves his community is crucia I to the physical process. Friends of Cowichan diligently and faithfully and social health and well Kids, Cowithan Lake Minor and does so with the being of any community. Hockey, and Chair of the Lake support of his family. Bob through his committee Days Society are some of work has undertaken an the community committees, Elect Bob Day to the ambitious plan to see the Bob is actively involved in. position of Director at Large, development of a system of Union of British Columbia trails in the Lake Cowichan Bob's recent success is the Municipalities.
Page 39 of 165 Nominated for:
Councillor Ralph Forsyth Resort Municipality of Whistler
alph Forsyth was first Ralph's volunteer experiences as a fifth year member of LMTAC elected to Whistler's - Whistler Advisory Planning will provide valuable insights RMunicipal Council in 2005, Commission into First Nations Relations as and looks forward to creating - Resident Housing Advisory well as an understanding of how relationships throughout the Committee muni cipalities can collaborate province, by serving as a Member - Parish Finance Committee with other orders of government. of the UBCM Executive. : WhistlerToastmasters Club - Since he was a teen, Ralph has Personal &Professional Previous and current municipal been a "Freedom Writer" for Information appointment$ " , .. Amnesty International, writing - Ca nadian Ski Instructors - Lower Mainland Treaty f\dvisory letters on behalf of prisoners of All iance Level 4 "Senior Committee (LMTAC) conscience Instructor" . Whistler Development - Pa rt of the original senior Corp.:::~ation (Olympic Athletes Unique Contribution management team at Kicking Horse Mountain Resort Village, Whi:.~~~r, Be, Ralph's 23 year's of experience - Ow ner of Green Monkey - Chamber of Commerce in the tourism industry as a Consulting, a speaking and - Whistler Public Library Board ~~ ski instructor and manager in training business Trustees tht:; ~ki tourism business will - Wri ter, Ralph has published - WhistierforYouth provide a ~~i~ue eriel.iiv': se v articles on Small - Whistler Childcare Working tHal contribution, particularly in Business,Tourism and Local Group the areas of Environment Government Issues - Area Whistler Residents for the and Community Economic Environment (AWARE) - Ra I ph is married with two Development. His experience young sons - Ralph coaches his children in the Gordon Stutridge Football League
Keep up with Ralph on: www.ralphforsyth.com Ralph's mission to create change, Twitter: http://twitter.com/ralphforsyth , by inspiring others to Innovate, Facebook: http:ww'w.facebook.com/pages/Ralph-Forsyth/23212154029 Lead and Achieve.
Page 40 of 165 Nominated for: Director at Large •
Mayor Sharon Gaetz. City of Chilliwack
lam: • An award recipient of the you on many committees of • Currently serving as Mayor Queen's Golden Jubilee UBCM and feel honoured to for the City of Chilliwack Medal for Community represent: your views to other after serving as Councillor Service levels of government. for 12 years • A retired minister and As current Chair of the • Married to my childhood family counsellor Resolut ions Committee, I sweetheart, Jim, and • As most members of UBCM am always impressed with recently celebrated our 36th know, available to enjoy a the stre ngth and wisdom anniversary good debate, red wine, red of our local governments. meat and an occasional • A Past President of the We are all working hard to celebratory cigar Lower Mainland Local make im provements to our Government Association communities. hop e t hat y 0 ue n j .0 Y • A Director of Fraser Valley yourself at this year's Annual I ask for your consideration in Regional District Convention in beautiful re-electin9 me as your Director • A Former Chair of Fraser Whistler, and that you at Large. Valley Regional Library take full advantage of the • Like all hard-working opportunities available to you elected officials, serving on during this convention. Thank you and warm many Local Government regards, committees I have been pleased to serve Director Sharon Gaetz
Page 41 of 165 Nominated for:
Councillor Wesly Graham Town of Creston
am a second term for the past two years and and on the Convention councillor from the Town really enjoy working for you committee. I look forward to l of Creston. I am running the UBCM members. I have representing you again and for a Dire,ctor at Large been on the Environment working hard to make our position on the UBCM. I committee, Healthy issues known. Vote for Wes have been a Director at Large Communities committee, Graham.
Page 42 of 165 Nominated for:
Councillor Murry Krause City of Prince George
urry Krause was born NCLGA and as such was their region a I, provincial and in Prince George and representative on the 2008 federal initiatives. He has Mhas been engaged in -2009 UBCM Executive. He been recognized for that community and social justice was elected as a Director at involvement by being work for 39 years. He is a hard Large in the fall of 2009 and awarded a Governor General working, informed, outspoken, was assigned the. role of Chair of Canada Commemorative and a strong advocate. of the First Nations Relations medal; Golden Jubilee Medal Committee and a member from the Governor General Murry was elected to Prince of the Healthy Communities of Cana da; Prince George George City Council from Committee. Native Friendship Centre - Novem ber 1996 to 1999 Community Leadership Award and again from 2002 to the Murry is currently the and Prince George's Citizen of present. He has Chaired the Executive Director of the the Year for 2000. Intercultural Committee, Central Interior Native Health Heritage Commission and Society; a position he has Should he be re-elected, Murry currently Chairs the Finance held since April 1995. Prior to looks forward to continuing to and Audit Committee and that was the ED of the Prince serve the municipalities of the the Beyond Homelessness George United Way; a position province on the 2010 - 2011 Standing Committee. He he held for 13 years and before UBCM Executive Committee. represented the City of Prince that held a variety of non He believes that his ability to George on the Reg ional profit sector management work effectively with others District Board from 2005 to positions. in a respectful and collegial 2008. fashion continues to make Murry has been an him a strong candidate for the Murry is a Past President of the active volunteer for local, pOSition.
Page 43 of 165 Nominated for:
Mayor David Pernarowski City of Terrace
My name is Dave Pernarowski. - Council liaison experience, community • Measuring Up Terrace - economic development, radio I'm the Mayor of Terrace and Council Liaison broadcasting, and I hold a for a short. time l was also .• Northern Transmission Line Commercial Pilot's License the Mayor of Hockeyville. Coalition from the Mount Royal College I have a real passion for • Education Services - equal Aviation Program in Calgary. community development. education for our children I'm currently a Supported Employment Coordinator with I have been .an active member I'm currently a Director with of the community. sitting Provincial Networking Group. Northern Development In this role, I help people with on numerous boards and Initiative Trust. This committees .. developmental disabilities organization is an independent find employment in the • Terrace Chamber of regional economic community. Commerce Board member development corporation and President focused on stimulating UBCM is an organization that • Rotary Club member economic diversification and has served and represented • Tourism development job creation in central and the interests of local • Northern Health Task Force northern British Columbia. And governments in BC since 1905 Committee Member I'm the Chair of the Northern and I would be honoured to • Steering Committee Member Development Initiative Trust continue working toward our for the "Spirit Bears in the Northwest Regional Advisory common goals. City" campaign Committee. • Relay for Llfe'Vo/unteer - I would be proud to represent My work experience Cancer Society the north as a Director at includes business ownership, Large for the Union of British • 1= 0 res t ry T ask For c e business and personal Columbia Municipalities. Committee - Soara II-I';;;;::?~ finance eX!J.;~:ence in .Terrace Economic vote for Dave banking with a Personal ?!~~se Development Authority - Pernarowski, Director at Large Financial Planning (PFP) Council liaison . designation, management • Riverboat Days Committee Thankyou.
Page 44 of 165 Nominated for:
Councillor Jerrilyn Schembri District of Tumbler Ridge
was nearly 2000 km away people in desperate situations But I ca re deeply about the from home, helping those is what I do. people who make up my Iimpacted by flooding near town, my province and my Medicine Hat, Alberta in my This, on the surface, might country. And I've discovered role as Emergency Response seem to have nothing to do that~ despite all the negative Director for the Red Cross with politics, and even less to things that sometimes go on io when I got the call requesting do with serving on the board the polit:ical arena, we as focaf this bio. I am still here as I of the UBCM, but that is only government do make changes write this, actually. on the surface. But at the heart, that influence people's lives for the two are deeply intertwined. the better. The reason I am here is simple. You see, I got involved in local People are my passion. Helping government because I saw And that:, more than anything, people is my profession. From issues arising in people's lives is why I am running for the my background in Social that couldn't be solved by board of the UBCM. Because Work and Victim Service providing food or clothing. by working together as local Coordinator for the RCMP to govern ments through the working in various capacities Before this time I had never UBCM, we can create change in Emergency/Disaster given much thought to being that improves the quality of fife management, advocating for involved in local government. for all British Columbians.
Page 45 of 165 Nominated for: Small Community Representative
Mayor Corrine Dahling Village of Tahsis
orrine Dahling is community that she loves so community. In addition to currently serving her dearly. her work as an elected official, Csecond year as the Corrine designs jewelry and Mayor ofTahsis. She is earning Corrine, her husband Dan and helps run the family business such titles as innovative, their two youngest children - the local gas station. Corrine gutsy and determined while semi-retired to Tahsis in 2002, and Dan have five children, five attempting to change the face and almost immediately great grandchildren, six llamas of the once resource. based became active in their chosen and two Great Pyrenees dogs.
Page 46 of 165 Nominated for:
Councillor Galina Durant District of Stewart
y name is Galina • Diploma in Management .Centre, Stewart Public library Durant,l am 51 years and Administration from . ASSOciation, Hospital Women Mof age, married and Moscow law Schoo" Auxiliary and the Snow the mother of a beautiful • Diploma in Accounting Country Health Board. daughter. from the International Correspondence School, I am proud to be a second My husband Roger and I als.o Montreal, Canada and term Councillor in Stewart. have two stepsons - Andy • Community Library Training My paSSion is serving others and Rob, with four beautiful Program Certificate from and that is why I want to grandchildren. BCLA, Victoria, BC be an advocate for small communities. My goal is I was born in Russia,in a small I have a long history of not just to understand the community near the Barents community service: needs and constraints of Sea, moving to Canada in 1996. small communities, but to Since then I've lived in the • Treasurer of the Stewart / Hyder Chamber of give voice to their hopes and sma" Northern community of Commerce; aspirations, providing creative Stewart, BC • District of Stewart and practical tools and to turn My educational background representative on Stewart possibilities into realities. includes: Cassiar Tourism Council; I would appreciate your • Bachelor Degree in • Community librarian at the vote for my candidacy as Stewart Public library. Commodity Research and UBCMSmall Community Marketing of Food Products I have also served on boards . Representative - together we from Moscow University, such as the Stewart Youth can make the voice of small town Be heard.
Page 47 of 165 Nominated for:
Director AI Richmond Cariboo Regional District
hair AI Richmond was AI was re-elected to the UBCM Area "G" has an area population first elected to the executive in 2009 as the of 5,000, and maintains three CCariboo Regional District Electoral Area representative volunteer fire departments, in 1993. He has served for five and currently serves as the two water systems, one sewer consecutive three-year terms Chair of the UBCM Healthy system and numerous other to represent Electoral Area Communities CommHtee l services. As a Board memberl "G" in the south Cariboo. In Chair of the Emergency Director Richmond has chaired 2008 he was re-elected to Medical Assistance Education a number of committees the Cariboo Regional District Fund, Co-Chair of the UBCM includingl Communications, Board and elected and is Regional Hospital Cost Share 108 Airport Commission, the currently enjoying his second Review committee, member CRD South Cariboo Committee term as the CRD Chair. Previous of the UBCM Environment and Planning. to this posting, he served as Committee, member of the Cariboo Chilcotin Regional the Rural Resource Roads I would be honoured to Hospital DistrictChair from Committee and represents continue to represent the 1999 to January 2009, prior to UBCM on the BC Fire Chiefs interests of electoral area which he served three years as Association board. directors as a member of the Vice-Chair. UBCM executive. My ability Since 2003, Richmond has ton ego t i ate s u cc e s·s f u I In 2008, Chair Richmond represented the CRD as a relationships has served UBCM was elected to the UBCM member of the Municipal well and I will continue to Executive as the Electoral Finance Authority and was lobby for legislative changes Area representative and was elected to the Board of for Regional Districts. appointed the Chair of the Trustees in 2009, and re UBCM's Healthy Communities elected in 2010. Committee.
Page 48 of 165 2010 Nominating Committee Report Appendix
• Call for Nominations,June,2010 • Background Information for Candidates to the UBCM Executive • Nominations and Elections Procedures • Nomination and Consent Form for the 2010/2011 UBCM Executive • Background Information on UBCM Nominations and Elections: Extracts from the Bylaws
Page 49 of 165 UNION OF BRITISH COU.TMBIA CALL FOR NOMINATIONS MUNlCIPALmES FOR UBCM EXECUTIVE
June 2010
UBCM is the collective voice for local government in Be. The m.embership signals the directions it wants to pursue during the Annual Convention. The members elect an Executive during the Convention to ensure the directions set by the general membership are carried forward. The Executive also provides direction to the UBCM between Conventions.
This circular is notice of the UBCM Executive nomination process, including infonnation about the positions open for nomination and the procedures for nomination.
1. POSITIONS OPEN TO NOMINATIONS
The following Executive positions are open for nomination: • President • Director at Large (five positions) • First Vice-President • Small Community Representati ve • Second Vice-President • Electoral Area Representative • Third Vice-President
2. NOMINATION PROCESS AND QUALIFICATIONS FOR OFFICE
A candidate must be nominated by two elected officials from a UBCM member local government. The candidate must be an elected official of a UBCM menlber.
Background infonnation on Executive duties for candidates is attached that sets out the main responsibilities and commitments of a UBCM Executive member.
A nomination and consent form is attached and should be used for all nominations.
The members of the 2010 Nominating Committee are: • Chair Robert Hobson, Immediate Past President, UBCM, Chair • Chair Karen Goodings, North Central Local Government Association • Councillor Kevin F1ynn, Southern Interior Local Government Association • Director Grace McGregor, Association of Kootenay & Boundary Local Governments • Councillor Sav Dhaliwal, Lower Mainland Local Government Association • Mayor Christopher Causton, Association of Vancouver Island and Coastal Communities
Page 50 of 165 3. NEXT STEPS
The Nominating Committee reviews the credentials of each candidate. A Report on Nominations including, at the candidate's option, a photo and 300-word biography will be prepared under the direction of the Nominating Committee and distributed on or about August 15,2010.
To be included in this report, nominations must be received by July 30, 2010.
4. FINAL COMMENTS
The advance nomination process does not change the process whereby candidates can be nominated "off the floor" at the Convention. This nomination process provides for those who are interested in seeking office to be directly nominated prior to the Convention.
5. FURTHER INFORMATION
Additional copies of the consent form, related policies and duties of Executive members are available from the UBCM office (phone: 604.270.8226) or on the UBCM w-ebsite at www.ubcm. cal convention/nominations and elections.
All other inquiries should be directed to:
Chair Robert Hobson Chair, UBCM Nominating Commjtt~e c/o UBCM office 60-10551 Shell bridge Way Richmond, BC V6X2W9
Chair email: [email protected] Chair Ph: 250.470.8030
UBCM Ph: 604.270.8226 UBCM Fax: 604.270.9116 UBCM email: mcrawford®Ubcm.ca
6. SMALL COMMUNITY REPRESENTATIVE AND ELECTORAL AREA REPRESENTATIVE ELECTIONS
Those candidates running for Small Community or Electoral Area representative will be presented on the Thursday of the convention and ONLY represen tatives from small communities and electoral area directors will be able to vote for their respective representative.
Page 51 of 165 BACKGROUND INFORMATION FOR CANDIDATES TO THE UBCM EXECUTIVE
1. RES P 0 N 5 I B I LIT Y 0 F U B C M 3. EXECUTIVE MEETINGS EXECUTIVE The full Executive meets six times a year, Under the UBCM Bylaws: following this general pattern: The Executive shall have the power and it • During the last day of the annual shall be their duty to put into effect the will Convention (one hour) of the Union as expressed by resolutions at • End of October / early November any of its meetings. Ber,Deen meetings they • Second or third week of January shall manage the affairs of the Union and • Second or third week of April shall report all the transactions of the year to (except if held in conjunction with an the Annual Convention. Area Assoc. 1TIeeting) • Third full week of July 2. UBCJ.\.1 EXECUTIVE SlRUCIURE • Sunday preceding the Annual President Convention (half day) First Vice-President Executive meetings (other than those Second Vice-President in conjunction with the Convention) Third Vice-President are generally held over a Thursday and . Director at Large (five positions) Friday. Comrni ttee meetings are held Small Community Representative Thursday and the full Executive meets Electoral Area Representative on Friday. Vancouver Representative Metro Vancouver (GVRD) Representative Some Committees' activities require Immediate Past President attendance at m.eetings or conferences Area Association Representatives (five throughout the year. This is usually a positions) two or three day added commitment COMMIlTEES except for Com.mittee Chairs or Table The President appoints Executive Officers who rna y be called on for more members to Committees - of which the regular representation. follOWing are currently active: Travel expenses and a per diem for • Resolutions meals and incidentals are provided for • Convention all activities on behalf of UBCM (with • Community Safety reimbursemen t for only the added • Environment expenses that would not normally • Healthy Communities be incurred for attending the annual • First Nations Relations Convention). • Community Economic Development Each Executive member ger:terally serves on 1015:60:2010 Nomination Process:Background two committees. Info for Candidates
Page 52 of 165 NOMINATIONS AND ELECTIONS PROCEDURES AND REPORT FOR THE UBCM EXECUTIVE
The ongoing administration and policy determination of the UBCM is govern Ed by a 19 person Executive Board that is elected and appointed at the Annual Convention.
THERE ARE ELEVEN ELECTED POSITIONS: President First Vice-President Second Vice-President Third Vice-President Director at Large (five positions) Small Community Represent<\tive Electoral Area Representative
THERE ARE EIGHT APPOINTED POSITIONS: Immediate Past President Vancouver Representative GVRD (Metro Vancouver) Representative Area Association Representatives - AKBLG, AVICC, LMLGA, NCLGA, and SILGA
NOMINATING COMMITTEE - is appointed under provisions of the UBCM byla",T s and is composed of the Immediate Past President and representatives of the five Area Associations.
The Nominating Committee is responSible for overseeing the nomination and election process.
THE NOMINATIONS PROCESS
MAy/JUNE Nominating Committee will circulate a Call for Nominations notice that will con tain the following information: • positions open for nomination • process for nomination • qualifications for office • role of Nominating Committee • closing date for nominations (prior to the Convention) • general duties of an Executive member It will include instructions on how to access additional information on UBCM Executi ve responsibilities and how, preferably, to submit a nomination.
JULY - LAST BUSINESS DAY Advance nominations close - all candidates must have their documentation submitted. Following that deadline the Nominating Committee will review the credentials and prepare their report. It is not the role of the Nominating Committee to recommend anyone nomin ation. They are to ensure nominations are complete and in accordance with policies and procedures.
Page 53 of 165 .MID - AUGUST The Nominating Committee report will be distributed to all UBCM members and "",ill include: • names of members and positions • photo (to size set by Nominating Committee. Chair) • biographical information. The maximum length of such information shall be 300 words. If the information provided is in excess, the Nominating Committee Chair shall return it once for editing; if it still does not meet the maximum, the Nominating CommittEe Chair shall edit as required. Nominations may also be received during the Convention - see below.
THE ELECTIONS PROCESS
The process will proceed as it has in past years in two steps:
STEP 1 - ELECTION OF TABLE OFFICERS WEDNESDAY, SEPTEMBER 29, 9:20 A.M. Nominating Committee presents the nominations for pOSitions of President:, First Vice-President, Second Vice-President, and Third Vice-President. WEDNESDAY, SEPTEMBER 29, 11:55 A.M. Nominations from the floor for Table Officer positions. WEDNESDAY, SEPTEMBER 29, 2:15 P.M. Candidate speeches if nec;ssary. WEDNESDAY, SEPTEMBER 29,2:30 P.M. - 5:00 P.M. Elections for Table Officer pOSitions (as necessary). THURSDAY, SEPTEMBER 30, 8:00 A.M. - 9:00 A.M. Elections continue for Table Officer pOSitions (as necessary).
STEP 2 - ELECTION OF REMAINING EXECUTIVE POSITIONS THURSDAY, SEPTEMBER 30, 8:30 A.M. Nominating Committee present nominations for five Directors at Large, Small Community Representative and Electoral Area Representative. THURSDAY, SEPTEMBER 30, 10:40 A.M. Nominations from the floor for the above positions. THURSDAY, SEPTEMBER 30,10:45 A.M. Candidate speeches if necessary.
THURSDAY, SEPTEMBER 36, 2:30 P.M. - 5:00 P.M. Election for remaining Executive positions (as necessary). FRIDAY, OcrOBER I, 7:3(} A.M. - 8:30 A.M. Elections continue for remaining Executive positions (as necessary).
For further information on the nomination and election process contact the Chair of the UBCM Nominating Committee.
Page 54 of 165 NOMINATIONS FOR THE 2010/2011 UBCM EXECUTIVE We are qualified under the UBCM ByJaws to nominatel a candidate and we nomin ,ate:
Name: ______
Position in local government (MayorlCouncillor/Director): ______
Municipality or Regional District represented: ______
UBCM Executive Office Nominated for: ______
NOMINATED BY: Name: __------Name: ______Position: ______Position: __-'-- ______Mun/RD: ______Mun/RD: ______
Signature: ______Signature: ______
Date: ______Date: ______~
CONSENT FORM
I consent to this nomination and attest that I am qualified to be a candidate for the office I have been nominated to pursuant to the UBCM Bylaws2. I will also forward by the July 30 deadljne to the Chair of the Nominating Committee, c/o UBCM Office the following documentation required for publication in the Report on Nominations: • photo (to size set by Nominating Committee Chair) • biographical information. The maximum length of such information shall be 300 words. Ifthe information provided is in excess, the Nominating Committee Chair shall return it once for editing; if it still does not meet the maximum the Nominating Committee Chair shall edit as required.
CANDIDATE: Name: ______
Position: ______
Mun/RD: ______
Nominated for: ______
Signature: ______Date: ______
1 Nominations require two elected officials of members of the Union [Bylaw 4(b) J 2 All nominees of the Executive shall be elected representatives of a member of the Union [Bylaw 3(c)] Nominees for Electoral Area Representative or Small Community Representative must hold the appropriate office.
TO BE RETURNED BY JULY 30, 2010
Page 55 of 165 (e) The Union shall pay the expenses of the Executive incurred on authorized business of the Union, except for attendance at the Annual Convention. for attendance at the Executive meeting irnr:rlediately preceding the Annual Convention such expenses shall be limited to the per diem rates and extra hotel accommodation costs incurred for the period of that Executive meeting only. No travelling expenses nor any part of other expenses ordinarily incurred by Executive members in attending the Annual Conyention will be borne by the Union. 1n the event that the Immediate Past President no longer holds municipaJ office, 'whjle still remaining a member of the Executive, his or her expenses incurred in attending the Annual Convention and the Executive meeting immediately prior to it shall be paid by the Union.
4. NOMINATIONS FOR ELECTION OF OFFICERS AND EXECUTIVE:
(a) There is constituted a committee of the Executive to be known as the Nominating Committee consisting of the Immediate Past President (if any) and the five appointed Area Association Directe>rs prOvided that where any of the five appointed Area Association Directors declares an interest in seeking election to the Executive of the Union, the Area Association that appointed such Area Association Director rna.y name another elected official of a member of the Union to serve on the Nominating Committee.
(b) The Nominating Committee shall elect a Chair from amongst the members of the Committee and shall prior to the Annual Convention: • issue a call for nominations for each of the positions of Officer of the Union and for the positions of Small Community Representative, Electoral Area Representative and the five Directors a't: Large; • encourage potential nominees to corne forward as candidates for office and as requested prOVide information to such person relating to duties, responsibilities and roles pertaining 't:othe various offices; • review the credentials of nominees to ensure that each nqminee is qualified to hold office pursuant to Section 4(j); • accept qualified nominees nominated by two elected officials of menlbers of th~ U:n.ion; • obtain the name of a qualified person who has'been appointed by the City of Vanc<>uver to assume office as the Vancouver Representative, the GVRD Representative and the names 6f the five Area Association Directors who have each been appointed to assume the office of Area Association Director by the respective Area Association; . at least 30 days prior to the Annual Convention, prepare and provide to all members of the Union a report on nominations accepted for each office and on the persons appointed by the City o:f Vancouver, the GVRD and the five Area Associations. Such report shall be neutral and the NOminati.n..g Committee shall not recommend any nominee or group of nominees.
(c) In making its report the Nominating Committee, taking into consideration the names of appointees submitted by the City of Vancouver, the GVRD and the five Area Associations, shall ensure there are balanced and representative nominations including: • that sufficient nominations are received; • that each general area of the Province is represented on the Executive nominated or appointed.
The Nominating Committee shall not recommend any nominee or group of nominees.
(d) The Chair of the Nominating Committee, during the morning session of the first day of the Annual Convention, shall present the nominations for the positions of Officers on the UBCM Executive, i.e. President, First Vice-President, Second Vice-President, and Third Vice-President. Afte:r the Chair's report on these positions has been read, the Chair shall call for nominations from the floor for each of the positions of Officers, in addition to the names presented by the Nominating Committee.
(e) If, at the close of nominations, only one candidate for each position of Officer stands validly nominated, the Chair of the Nominating Committee shall forthwith proclaim the candidate elected.
(f) If, at the close of nominations, more than one candidate stands validly nominated for any of the positions of Officers, the Chair of the Nominating Committee shall cause an election to be held.
Page 56 of 165 (g) On the second day of the Annual Convention at the time after the results of the election of Officers has been announced,. the Chair of the Nominating Committee shall present the nominations for the positions of: Small Community Representative; • Electoral Area Representative; and, for the five pOsitions of. Executive Directors at large. After the Chair's report on these positions has been read, the Chair shall call for nominations from the floor for each of the positions of Small Community Representative, Electoral Area Representative and for the five positions of Executive Directors at large.
(h) If, at the close of nominations, only one person stands validly nominated for the positions of Small Community Representative, Elect0ral Area Representative, or in the case of the five positions of Executive Directors at large, only five persons stand validly nominated, the Chair of the Nominating Committee shall forthwith declare the candidates elected.
(i) If, at the close of nominations, more than one person stands validly nominated for the pOsitions of Small Community- Representative, Electoral Area Representative, or in the case of the five positions of Executive Directors at large, more than five persons stand validly nominated, the Chair shall cause an election to be held.
(j) Where a nomination is made from the floor, the nominators must advise the Chair that the nominee is qualified pursuant to Section 3 to hold the office and that he or she has consented to be nominated. The Chair shall forthwith ask the nominee to confirm such consent from the floor and if the nominee is not present on the floor at the time of nomination, the nominators may either withdra'W' the nomination or immediately proVide the Chair with the written and signed consent of the nominee. (k) NOIr..inations shall require 1:"vvo nOIr..inators. The nOirdilation shall state orJy the candidate's 'name, official position, municipality, regional district or other membership affiliation, and Area Association, and that the consent of the person nominated has been received " 5. ELECTION OF OFFICERS AND EXECUTIVE: (a) If, at the dose of nominations, more than one candidate stands validly nominated for each position of the Officers, and the positions of Small Community Representative, Electoral Area Representative, or in the case of the five positions of Executive Directors at large, more than five such candidates stand, the Chair of the NOminating committee shall cause elections to be held as may be required. (b) The election of Officers shall be held on the afternoon of the first day and the morning of the second day of the Annual Convention. (c) The election of Small Community Representative, Electoral Area Representative and the five positions of Executive Directors at large shall be heJd on the afternoon of the second day and the morning of the third day of the Annual Convention. (d) If any election is to be held, ballot papers shall be prepared and distributed. In the case of an election for Officer positions, one ballot shall be used. In the case of elections for Small ComnlUnity Representative and Electoral Area Representative and the five positions' of Executive Directors at large, individual ballots shall be used. The names of the candidates shall be printed alphabetically in order of surnames on the ballots, and shall show only the candidate's names, official positions, municipality, regional district or other member affiliation and Area Association. Before any ballot is taken, any person nominated may decline or withdraw his or her name by giving two hours' notice thereof following the time of the candidates' speeches.
(e) Scrutineers shall ~ appointed by the President and it shall be among the duties of such Scrutineers to count the votes on such ballot~and declare the result of such elections to the Chair of the NOminating Committee who shall report the results of the elections to the Convention. In the case of a banot vote being held for the five positions of Executive members at large, all ballots marked for more than the number to be elected shall be counted as spoiled ballots.
Page 57 of 165 (f) All elected representatives from members who are present at the convention shall be entitled to vote for Directors at Large. Only representatives from Small Communities who are present cat the Convention shall vote for the Small Community Representative and only representatives from ElectoraJ Areas who are present at the Convention shall vote for the Electoral Area Representative. No vote by proxy shall be recognized or allowed.
(g) In the event that the result of election for the position of any Offic~r of the Unic::::>n, Small Community Representative or Electoral Area Representative cannot be declared because of an eq-.uality of votes between two or more persons receiving the greatest number of votes, then the Chair shall nold a run-off election amongst those persons 'who received equal votes.
In the case of an election for office as Director at Large, the Chair shall declare elec 1:ed the five candidates who received the highest number of votes, provided that if a candidate cannot be dec1ared elected because of an equality of votes between two or more candidates, the Chair shall hold a run-off eIection for the positions remaining undeclared in which the only candidates shall be the unsuccessful can didates in the original election who do not withdraw.
1015:60:2010 Nomination Process:Background Info
Page 58 of 165 ~ rerasen
August 23, 2010
Mayor Charlie Cornfield City of Campbell River 301 St. Ann's Road Campbell River, BC V9W 4C7
Dear Mayor Cornfield:
Re: Upcoming UBCM Conference in Whistler - Energy Challenges and Solutions
Weare looking forward to seeing you at the UBCM conference in Whistler, and invite you to reserve time with us to focus together on your community. We are ready, willing and able to listen and understand your energy challenges ahead, and then discuss possible opportunities and energy solutions that working with Terasen can bring to your community. A number of senior Terasen people will be available in Whistler to meet with you and/or other members of your leadership team.
Terasen is evolving in order to provide our customers with greater support in reducing energy use and greenhouse gas emissions. In addition to supplying safe and efficient natural gas for homes, commercial/industrial applications and vehicles, we are now also offering energy efficiency and conservation programs (including funding assistance and education/outreach initiatives), district energy systems, integrated energy systems, geo-exchange, biomass and biogas energy options.
Energy solutions will be unique to each community. We want to understand your vision, plans and ideas for meeting these challenges, and explore areas where Terasen might be able to assist you. Meetings will be scheduled on a "first come" basis and therefore we encourage you to contact our office as soon as possible to speak with Heather Moniz at 604-592-7843 or [email protected] to arrange a meeting time.
We look forward to meeting with you in Whistler, however in the event that your schedule is simply too full to do so, we would like to extend the invitation to meet with you at your convenience.
Yours truly,
John Turner, P.Eng, MBA Director, Energy Solutions Terasen Gas Inc.
Page 59 of 165
Report To Council
To: Mayor & Council From: George Paul, Acting CAO Date: September 1, 2010 Subject: Council Action Tracking
Recommendation:
That the format for reporting of Council actions for follow-up be adopted in the form attached as Appendix ‘A’ and that the schedule for reporting be reaffirmed as quarterly, as of the end of September.
Background:
There have been a number of quarterly reporting functions that have not been documented and provided to City Council during this Council’s term of office. They include quarterly reports on Council assignments to staff (Council action tracking), financial status and progress in achieving the strategic plan. It is the intention of administration to re-establish these reports on a quarterly basis with the first reports covering the period July 1 to September 30, 2010.
Discussion:
With respect to the Council action tracking, the previous format involved reporting only on the issues that had been assigned during the immediate three month period. As well, there was no indication of the anticipated completion date or opportunity for comment on the status.
The intention with the revised document is to include all outstanding assignments regardless of age and to provide an opportunity for the General Manager responsible to comment on the status and in all cases provide an estimated completion date. With respect to individual assignments, the estimates for completion may rely on many issues beyond the control of the General Manager responsible or the City itself, but these issues can be addressed in the ‘comments’ category. It would be my intention to have the assignments formalized shortly after each Council meeting and have the listing reviewed at the weekly meeting of the Senior Management Team (CAO and General Managers).
Should City Council approve this recommendation, the first report will appear on the October 19th Council meeting agenda. The quarterly report on the financial status will appear on the same agenda, while the report on the strategic plan progress will be provided to City Council well in advance of the Strategic Plan review which has been scheduled for October 15/16, 2010.
Page 60 of 165 File No.: 0000-00 XXXX Page 1 of 2
Options
1. Adopt the recommendation; 2. Reject the recommendation and continue the practice established over the past 18 months; or 3. Provide direction to the CAO to pursue another option in communicating this information to City Council.
Operational Considerations:
The information on Council actions is being compiled and monitored. It is not currently being shared with City Council. This process is not onerous and does not increase the administrative workload. It merely completes the communication loop.
As well as providing quarterly reports on Council actions, continuous access would be provided to the database so that Council or staff could check on issues at their convenience.
Conclusion:
Every organization has to align the expectations of its ultimate decision makers with the ability of the administration to respond to the direction that is set and the individual issues that need to be addressed. This process will allow for the healthy exchange of information and better align expectations with ability to perform.
Respectfully submitted,
George Paul, Acting CAO
Page 61 of 165 File No.: 0000-00 XXXX Page 2 of 2 Appendix ‘A’
Action Tracking Regular Items Meeting Date: Resolution Number: Resolution: Staff Responsible: Status: Due Date: Comments:
Page 62 of 165
G:\Legislative Services\Council Action Tracking\2010\Action Tracking Template-Due date and comments.doc
Report To Council
To: Mayor & Council From: George Paul, Acting CAO Date: September 1, 2010 Subject: Council Procedures
Recommendation: That the following changes be made to the procedures followed by City Council in the conduct of meetings:
1. The form of the agenda be changed to include the following items in the order listed: 1. Closed Business 2. Delegations/Presentations 3. Commission/Committee Reports 4. Staff Reports 5. Bylaws and Permits 6. Correspondence 7. Mayor/Council Reports 8. Council Minutes 9. Other Minutes 10. New & Unfinished Business 11. Notice of Motion 12. Adjournment. 2. Any action that Council would take as a consequence of a public hearing, presentation or delegation be taken immediately following the public hearing or presentation. 3. A new section be added immediately prior to adjournment titled “Consent Agenda”. 4. The City Clerk be reaffirmed as the authority that prepares and presents the agenda (subsection 15(1) of the Council Procedure Bylaw) and manages all correspondence, reports and information that is intended to be received by City Council.
Background: Following a review of the Council meeting process staff has identified the noted practices that could increase the effectiveness of City Council decision-making, shorten the time Council has to invest in decision-making both during and between Council meetings, while providing improved service to the public and commissions/committees, particularly those attending Council meetings.
Discussion:
The purpose of the reordering of business in the first recommendation is to address the needs of visitors that are presenting information to Council or answering Council’s questions. This refers to members of the public, commissions & committee members or staff members that are attending the meeting for a specific purpose. The order suggested ensures that business related to their attendance is dealt with early in the meeting.
Page 63 of 165 File No.: 0000-00 XXXX Page 1 of 3
The second recommendation ensures that the business related to public hearings or delegations is dealt with immediately so that visitors do not have to wait the entire meeting to hear the outcome of Council’s deliberations on their subject of interest. The current arrangement is especially challenging when City Council either defers a decision to another meeting or adjourns prior to consideration of an issue that might have commenced two or three hours earlier in the meeting.
The third recommendation concerns the establishment of a “consent agenda”. Items are placed in this section of the agenda where it is anticipated that there will be general agreement on the issues before Council for approval. It is expected that items in this consent package do not need any discussion before a vote. Unless a Council member feels that an item should be discussed and requests the removal of that item ahead of time, the entire package is considered as approved upon adoption of the agenda. In essence the consent package is voted on at once without any additional explanations or comments. Because no questions or comments are made, or need to be made on these items, this procedure saves time. The type of items that are included in the consent agenda are routine, standard, non-controversial, and self- explanatory. The following are some examples:
Routine correspondence, the disposition of which is indicated on the agenda Minutes of Council, Commissions, Task Forces & Committees which are straightforward and simply submitted for ratification or information Reports from staff that are for information only Minor changes in a procedure Routine revisions of a policy Updating documents Standard contracts that are used regularly Confirmation of conventional actions that are required by bylaw or policy
As the City Clerk is the secretary to City Council and is responsible for the effective handling of correspondence, reports, recommendations and delegations that wish to appear before City Council, it is his role to ensure that agendas are prepared in a manner that ensures that Council receives the information that is intended for Council and obtains that information in a timely manner. The existing procedures bylaw confirms that role for the City Clerk, however the practice has evolve whereby a number of City officials and employees are making decisions on the routing of Council correspondence without the input and sometimes without the knowledge of Council. By reaffirming the City Clerk’s responsibility, roles will be clarified and accountability for actions related to City Council’s business will be increased.
Timelines for the preparation and issuance of the Council agendas is as follows: 1. 3:00 pm on the prior Wednesday – external documentation and requests provided to the City Clerk and internal reports provided to the CAO. 2. 9:00 am on the prior Thursday – all internal reports from CAO and agenda items from Council members provided to the City Clerk. 3. 1:00 pm on the prior Thursday – draft agenda provided to CAO and Mayor by City Clerk. 4. 12 noon on the prior Friday – agenda issued and available to Council, staff, media and the public.
Page 64 of 165 File No.: 0000-00 XXXX Page 2 of 3
Options 1. Adopt the recommendations. 2. Provide alternate direction
Communications:
Should Council approval the first three recommendations, amendments to the Council Procedures Bylaw will be prepared and notice of the proposed amendments will be publically advertised as required by the Community Charter. Conclusion:
City Council has directed staff to provide refinements to the Council meeting procedures that will improve Council’s effectiveness and efficiency. It is my opinion that the recommended procedural changes will accomplish both of these goals.
Respectfully submitted,
George Paul, Acting CAO
Page 65 of 165 File No.: 0000-00 XXXX Page 3 of 3
Cily of Campbell Report To Council River
To: City Manager From: Interim General Manager, Corporate Services Date: August 31, 2010
Subject: UPDATE ON THE 2009 FINANCIAL STATEMENTS
RECOMMENDATION:
That Council receives this report for information.
COUNCIL POLICY/LEGISLATIVE REQUIREMENTS:
• Community Charter, Section 98 - Annual Municipal Report • Community Charter, Section 167 - Annual Financial Statements
BACKGROUND:
Current legislation requires that the financial statements be presented to the Inspector of Municipalities on or before May 15 of each year. Furthermore, the Community Charter also requires the City to hold an annual general meeting by June 30 of each year.
DISCUSSION:
Numerous unforeseen circumstances over the past year have caused the delay in the completion of the 2009 Financial Statements. These circumstances include staff shortages, staff turnover, PSAB (fixed asset project) and the Vadim computer system implementation. Each of these issues has now been addressed or a plan has been implemented to resolve them in the near future.
Based on the additional staff and consultants who have been sourced and the anticipated availability of our auditors, we expect that the financial statements will be completed and submitted to the Ministry prior to the end of September. We aim to present the Annual Report to Council at the October 19' " Council meeting.
Unfortunately, because of these delays, Council may receive a letter from the Ministry concerning our late financial statements. At the conclusion of this process, it is staff's intent to review the 2010 activities and to ensure that this kind of delay will not be repeated.
Submitted by: Reviewed and endorsed by:
Doug Chapman, CGA Laura Ciamiello Finance Manager Interim General Manager, Corporate Services
Page 66 of 165 Page 1 of 1 City of Campbell REPORT TO COUNCIL River Legislative Services
TO: City Manager FROM: Legislative Services Manager/Deputy City Clerk DATE: August 3,2010 SUBJECT: Municipal Insurance Association AGM Voting Delegate
Recommendation: THAT Council appoint a voting delegate and two alternates to represent the City's interests at the annual general meeting of the Subscribers of the Municipal Insurance Association of British Columbia.
Background: The City of Campbell River is a member of the Municipal Insurance Association of British Columbia (MIABC) which provides the City with liability insurance coverage through a reciprocal pool agreement. MIABC schedules its annual general meeting to take place during the annual UBCM Convention. A MIABC representative has contacted the City and requested that Council, by resolution, appoint a voting delegate and two alternates to represent the City's interests at MIABC' annual ~eneral meeting which is scheduled to take place at 3:00 p.m. on Tuesday September 28t 2010 in Whistler.
Discussion:
The City's MIABC voting delegate and alternates need to be updated and the appointments need to be forwarded to MIABC by September 14,2010.
Respectfully submitted,
P.F. Wipper Manager, Legislative Services/Deputy City Clerk
/pw
Attachment: July 29,2010 email for MIABC's Marisa Newton
Page 67 of 165 Ref: G:\Legis/ative ServiceslClerk and Deputy CierklReporlsl20101MIA Delegate.doc Page 1 of 1 Peter Wipper
From: Marisa Newton [[email protected]] Sent: Thursday, July 29, 2010 4:02 PM To: Peter Wipper Subject: MIA Voting Delegate
The 23rd Annual General Meeting of the Subscribers of the Municipal Insurance Association of British Columbia is scheduled to take place at 3 PM on Tuesday, September 28th, 2010 in Whistler.
At the AGM, there may be a couple resolutions. One to clarify coverage for Directors & Officers. A second regarding the City of New Westminster's continuing membership in the MIABC; the same resolution that was withdrawn last year.
In accordance with Article 6.13 of the Reciprocal Agreement, the following Delegate and two Alternates have been registered with the MIABC to vote your interests. Any change to this information shall require a resolution of Council/Board to be forwarded to the MIABC by September 14th, 2010. Also, to improve communications, can you please provide us with e-mail addresses for the delegate and alternates at your earliest convenience?
Voting Delegate: Email address:
Alternate #1 : Email address:
Alternate #2: Email address:
Page 68 of 165 1
Report To Council
File: SUST-ENERGY MGMT TO: City Manager FROM: General Manager, Operations DATE: August 17, 2010 SUBJECT: Mayor’s Task Force on Energy and Emissions
Recommendation:
THAT Council endorse the Terms of Reference and establishment of the Mayor’s Task Force on Energy and Emissions, and further;
THAT Council approve staff proceeding with issuing invitations to potential Mayor’s Task Force representatives, and;
THAT Council verify the Chair of the Mayor’s Task Force (either the Mayor or an alternative Council Representative).
Council Policy:
This initiative is a key aspect of the Sustainable Official Community Plan and the Community Energy and Emission’s Plan and is aligned with the following Council’s Priority areas: Comprehensive Community Planning, Environmental Sustainability, and Improved External Communication.
Summary:
The City of Campbell River is working with BC Hydro on the development of a Mayor’s Task Force on Energy and Emissions (Mayor’s Task Force).
BC Hydro has approved a $10,000 grant toward the establishment of the Mayor’s Task Force. This task force is a pilot initiative for BC Hydro and the City, and the first of its kind in BC. As the Community Energy and Emissions Plan is now underway coinciding with the Sustainable Official Community Plan, it is excellent timing for the City to proceed with establishing the Mayor’s Task Force.
Background:
The purpose of the Mayor’s Task Force on Energy and Emissions will be to review energy and emissions reduction opportunities for the community and to assist in the development and implementation of the community energy and emissions plan. The task force will provide advice to Council on energy and emissions reduction opportunities and potential links to economic development.
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BC Hydro has approved funding for the following sessions for the Mayor’s Task Force:
Session 1: Clean Energy, Green Economy (Khris Singh, BC Rural Secretariat; Mayor Charlie Cornfield; Amber Zirnhelt, Sustainability Manager; Representative, Rivercorp)
This session will provide the task force with an overview of opportunities for promoting green energy and a green economy. Khris Singh will provide examples of case-studies from other BC communities currently implementing green power projects and policies. An overview of City and regional initiatives including tidal, solar, waste to energy, and wind power will be provided by the Mayor, Rivercorp and the City’s Sustainability Department.
Session 2: Developing a Vision and Strategic Priorities for Campbell River (HB Lanarc, CEEP Consultants)
This session will engage the Mayor’s Task Force on Energy and Emissions in developing a vision and strategic priorities for energy and emissions reduction in Campbell River. This planning session will build on the work being carried out for the Community Energy and Emissions Plan and will provide important input into the plan, as well as direction for the Mayor’s Task Force. This session will build on existing initiatives such as solar energy and tidal power.
Session 3: Green Building Leaders Project Review (Pembina Institute)
The task force will review energy efficiency and renewable energy findings presented by the Pembina Institute and consider opportunities for implementation in Campbell River. This workshop will look at options such as energy efficiency ratings for homes and consideration of the Merton Rule (10% renewable energy requirements for new homes and buildings).
Session 4: To be determined by the Mayor’s Task Force
The task force will identify a relevant session or topic and facilitator for the fourth session of the Mayor’s Task Force.
In addition to attending the Mayor’s Task Force on Energy and Emissions meetings, the Task Force will be asked to attend the 3 stakeholder meetings for the Community Energy and Emissions Plan.
Discussion:
The proposed Terms of Reference for the Mayor’s Task Force are attached for Council’s consideration. With guidance from BC Hydro and initial Council feedback, staff recommend that the City invite the following stakeholders to the Mayor’s Task Force:
• Chair, Mayor or City Council representative (as determined by Council) • City Sustainability Manager (Amber Zirnhelt) • Strathcona Regional District • Rivercorp • Chamber of Commerce • North Island Employment Foundation • Environmental Advisory Commission • Development Advisory Commission • BC Hydro • Terrasen Gas • Catalyst • Island Co-gen Page 70 of 165
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• VIHA • BC Rural Secretariat • School District 72
Operational Considerations:
The Mayor’s Task Force will require the participation of the Mayor or an alternative Council representative, staff from the Sustainability Department and where required, administrative assistance.
Communication:
The activities of the Mayor’s Task Force on Energy and Emissions will be regularly shared with Council, and communicated with the public as required. Staff from the sustainability Department will work with the Mayor’s Office and the Communications Advisor on any communication material required.
Options:
1. THAT Council endorse the Terms of Reference and establishment of the Mayor’s Task Force on Energy and Emissions, and further;
THAT Council approve staff proceeding with issuing invitations to potential Mayor’s Task Force representatives, and;
THAT Council verify the Chair of the Mayor’s Task Force (either the Mayor or an alternative Council Representative).
2. THAT Council request changes or modifications to the Mayor’s Task Force Terms of Reference and appointment structure.
Conclusion:
The first Community Energy and Emissions Plan stakeholder meeting will be held in October 2010. The Mayor’s Task Force on Energy and Emissions will play a key role in the Community Energy and Emissions Plan and should be established in early September to allow for participants to plan to attend the initial stakeholder meeting.
Report prepared by: Reviewed and endorsed by:
Amber Zirnhelt, M.Sc. Ron Neufeld, P. Eng. Sustainability Manager General Manager Operations
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Page 3 of 3
MAYOR’S TASK FORCE ON ENERGY AND EMISSIONS
Terms of Reference
AUGUST 17, 2010
1. Definitions
In this Terms of Reference, unless the context otherwise requires:
“Mayor’s Task Force” - means the Mayor’s Task Force on Energy and Emissions “Council” - means the Council of the City of Campbell River “City” - means the City of Campbell River
2. Purpose
The primary objective for the Mayor’s Task Force on Energy and Emissions is to review energy and emissions reduction opportunities for the community and to assist in the development and implementation of the community energy and emissions plan. The task force will provide advice to Council on energy and emissions reduction opportunities and potential links to economic development. The Mayor’s Task Force will assure a cohesive effort across all sectors in Campbell River to reduce energy use and associated emissions. The task force will develop a vision for marketing and promoting Campbell River’s green energy initiatives.
3. Appointments
The Mayor’s Task Force shall consist of multi-stakeholder representatives from the City, Rivercorp, Regional District, industry, utility companies, business, School District, and the community at large.
The appointment structure shall include a representative from each group that follows: • Mayor (or appointed Council liaison) – Chair • Sustainability Manager (Staff liaison) • Strathcona Regional District • Rivercorp • Chamber of Commerce • North Island Employment Foundation • Environmental Advisory Commission • Development Advisory Commission • BC Hydro • Terrasen Gas • Catalyst • Island Co-gen • VIHA • BC Rural Secretariat • School District 72
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4. Tasks of the Mayor’s Task Force
The Team and its members are expected to: 5.0.1. Work in an atmosphere of mutual respect between Mayor’s Task Force members; 5.0.2. Remain accessible to each other, and the Mayor’s Task Force; 5.0.3. Regularly consult with the interest group they represent; 5.0.4. Raise the Mayor’s Task Force awareness of community or municipal issues that have a direct effect on the Mayor’s Task Force; 5.0.5. Regularly share, and disseminate information between all Mayor’s Task Force members on a timely basis (refer to Communication section).
A quorum and consensus are required for the Mayor’s Task Force to move recommendations forward to Council. The Council and Staff liaisons are ex-officio non- voting members that shall be given the privilege of the floor, but not permitted to vote.
The Sustainability Department, with assistance from administrative staff, shall be responsible for the preparation of agendas, meeting notes, and follow-up from the meetings.
All public correspondence relating to initiatives discussed by the Mayor’s Task Force shall be undertaken by appropriate City staff and/or the Mayor’s office.
6. Meeting Schedule and Time Requirements
The Mayor’s Task Force shall meet on a bimonthly basis for a period of two hours. An additional three meetings will be held in the fall/winter of 2010-2011 as part of the stakeholder engagement process for the Community Energy and Emissions Plan. All Mayor’s Task Force members are expected to attend, unless the staff liaison is notified otherwise.
7. Chair
The Mayor’s Task Force shall be Chaired by the Mayor or by an appointed Council representative.
8. Technical & Administrative Support
The Sustainability Manager may appoint administrative support to assist the Mayor’s Task Force as required.
The Sustainability Manager will oversee expenses directly pertaining to the Mayor’s Task Force, such as snacks and funding required for task force initiatives. Funding for year one of the Mayor’s Task Force will be provided by BC Hydro.
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9. Communications
Sharing of new ideas and information among Task Force members will be encouraged at the Mayor’s Task Force meetings. To minimize unnecessary information overflow, especially through emails between the Mayor’s Task Force, ideas and suggestions will be directed to the Sustainability Department who will then add items to future Mayor’s Task Force agendas. In the event that an opportunity or idea is urgent, the Sustainability Department will endeavor to respond in a timely manner and disperse information to Mayor’s Task Force members as required.
10. Reporting
The Mayor’s Task Force recommendations will be addressed by the Sustainability Department and where relevant, submitted to Council through the Sustainability Department or via a report from the Chair (Mayor or appointed Council representative).
The Mayor’s Task Force will maintain formal meeting minutes which will be dispersed to members and to Council.
11. Responsibilities
The responsibilities of the Mayor’s Task Force include but are not limited to:
11.1 Support of the City’s Green City Strategy – focusing on energy and emissions reduction opportunities, and associated economic development opportunities. 11.2 Development of a vision and strategic priorities for energy and emissions reduction in Campbell River to be incorporated into the Community Energy and Emissions Plan. 11.3 Strategic guidance for the development of the Community Energy and Emissions Plan. Task force members will be asked to attend the three stakeholder meetings for the CEEP. 11.4 Recommendations and assistance in implementation of the Community Energy and Emissions Plan. 11.5 Review of Energy and Emissions reduction opportunities such as the Green Building Leader’s Project with the Pembina Institute, solar, tidal and wind opportunities and recommendations to Council. 11.6 Where feasible, active engagement of the representative’s own organization in energy and emissions reduction opportunities in Campbell River. 11.7 Identification of energy and emissions reduction education opportunities and workshops for the broader community (eg. residents, business, developers).
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12. Ceremonial Signing of Terms of Reference
Mayor’s Task Force members will be expected to regularly attend and contribute at task force meetings. As a symbol of each participant’s commitment to the success of the task force, the initial Mayor’s Task Force meeting will include a ceremonial signing of a charter committing the participants to assist the City in energy and emissions reduction activities and associated economic development opportunities that will enable the City to demonstrate leadership province wide.
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Report To Council
File: SUST-AG-STEERING TO: City Manager FROM: General Manager, Operations DATE: August 17, 2010 SUBJECT: Agriculture Plan Steering Committee
Recommendation:
THAT Council endorse the Terms of Reference and establishment of the Agriculture Steering Committee, and further;
THAT Council approve staff proceeding with issuing invitations to potential Agriculture Steering Committee members, and;
THAT Council select a Council representative to sit on the Agriculture Steering Committee.
Council Policy:
This initiative is a key aspect of the Sustainable Official Community Plan and is aligned with Council’s Priority area’s Comprehensive Community Planning and Environmental Sustainability.
Summary:
The City of Campbell River is developing an Agriculture Plan and Strategy (APS) as a component of the Sustainable Official Community Plan. This initiative is a partnership between the City of Campbell River and Rivercorp and is funded by the Investment Agriculture Fund and the Community Works Fund. As a key component of public engagement for the APS, the funding requires that the City develop an Agriculture Steering Committee to provide advice and guidance throughout the planning process.
With guidance from the Ministry of Agriculture and Lands, the project consulting team and City staff have developed terms of reference for the committee, and a list of potential committee representatives.
Background:
The agricultural plan and strategy is designed to look at opportunities to diversify the local economy and to bring agriculture into the overall sustainability framework as being currently developed in the new Sustainable Official Community Plan (SOCP).
Specifically, the APS objectives are to:
• Increase agricultural use of existing agriculturally designated land, including strategies for activating farming uses in areas with productive soils; • Increase agriculture’s role and contribution to jobs and the local economy;
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• Explore opportunities for multiple scales of agriculture as well as or within the primary, secondary and service sector components of the food and agriculture system; • Create direct links between producers and consumers; • Be strategically integrated into the SOCP and associated policy framework for land use.
In addition to the Agriculture Steering Committee, the APS will include a variety of community- wide education and outreach events: • “Taste of Campbell River” official launch on (September 19th at the Farmer’s Market) • Public feedback at the Community Sustainability Forum (September 25) • Agriculture stakeholder workshop (October 2010) • Online public survey (November 2010) • Small Farm workshop on key issues and opportunities (January 2011)
Discussion:
The proposed Terms of Reference for the Agriculture Steering Committee are attached for Council’s consideration. With guidance from the Ministry of Agriculture and Lands, staff recommend the City invite the following representatives to the steering committee:
• City Council representative (as determined by Council) • City Sustainability Manager (Amber Zirnhelt) • Ministry of Agriculture and Lands (Jill Hatfield) • Strathcona Regional District (as determined by Brian Reardon) • Rivercorp (incoming CEO or as determine by Board) • Farming community - Keith Hudson (Hudson’s Farm; Former Chair of the Comox-Strathcona Regional District) - Ron Shann (Former and long term herd manager at the Oyster River UBC Farm; local realtor looking to develop a small farm in the area) - Jeff or Neil Hamilton – Cranberry growers at Iron River farm in Oyster River. Although not in the City it is one of the nearest large farms) - Max or Karen Grober (Fiesta Greenhouses. Not in Campbell River but the other nearby full time farm and a vendor at the Pier St Market) • Urban agriculture (Morgan Ostler – former City Councillor; Urban Garden Columnist and proponent of urban agriculture and the development of the APS) • Youth (Mike Pickford, Carihi Green Team or alternative representative as recommended by Carihi)
Operational Considerations:
Staff from the Sustainability and Land Use Departments are working with the Ministry of Agriculture and Lands, Rivercorp and project consultants HB Lanarc on the development of the Agricultural Plan and the Sustainable Official Community Plan.
Communication:
The agricultural planning process will be communicated on the Sustainable Campbell River website, with links on the City and River Corp’s websites. With assistance from the City’s Communications Advisor, the public will be engaged through media releases, open houses, focus groups and community events. Staff and consultants will update Council throughout the process.
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Page 2 of 3
Options:
1. THAT Council endorse the Terms of Reference and establishment of the Agriculture Steering Committee, and further;
THAT Council approve staff proceeding with issuing invitations to potential Agriculture Steering Committee members, and;
THAT Council select a Council representative to sit on the Agriculture Steering Committee.
2. THAT Council request changes or modifications to the Steering Committee Terms of Reference and appointment structure.
Staff are recommending Option 1.
Conclusion:
A “Taste of Campbell River” at the September 19th Farmer’s Market will mark the official launch of the Agriculture Plan and Strategy. The Agriculture Steering Committee needs to be in place by the beginning of September to prepare for this event.
Report prepared by: Reviewed and endorsed by:
Amber Zirnhelt, M.Sc. Ron Neufeld, P. Eng. Sustainability Manager General Manager Operations
Page 78 of 165
Page 3 of 3
Agricultural Steering Committee Terms of Reference City of Campbell River Agricultural Plan and Strategy
AUGUST 17, 2010
1.0 Definitions
In this Terms of Reference, unless context otherwise requires:
“ASC” – means the Agricultural Steering Committee “APS” – means City of Campbell River Agricultural Plan and Strategy “Council” – means the Council of the City of Campbell River “City” – means the City of Campbell River
2.0 Purpose
The purpose of the Agricultural Steering Committee (ASC) it to act as a bridge between the project team and community/stakeholders, and help set direction for the creation of an exceptional Agricultural Plan and Strategy (APS) for the City of Campbell River.
3.0 Appointments
The ASC shall consist of multi-stakeholder representations from the various interests and sectors in Campbell River.
The appointment structure shall include a representative from each group that follows:
• City Council liaison (1) • City Staff liaison - Sustainability Manager (1) • Farming community (3-4) • Ministry of Agriculture and Lands (1) • Strathcona Regional District (1) • Rivercorp (1) • Urban agriculture (1) • Youth (1)
4.0 Responsibilities and Tasks of the ASC
The members of the ASC are expected to: • Identify and verify key issues and opportunities for food and agriculture; • Review and provide expert feedback on key directions and documents; • Act as project ambassadors in the community, specifically at formal project events, and raise awareness with the ASC team of community or municipal issues that have a direct effect on the Agricultural Plan and Strategy;
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• Undertake informal engagement1 on key issues; • Work in an atmosphere of mutual respect between ASC members; • Remain accessible to each other; • Regularly consult with the interest group they represent; and • Regularly share, and disseminate information between all ASC members on a timely basis (refer to Communication section).
A quorum and consensus are required for the ASC to move recommendations forward to Council. The Council and Staff liaisons are ex-officio non-voting members that shall be given the privilege of the floor, but not permitted to vote.
HB Lanarc, with assistance from City of Campbell River administrative staff, shall be responsible for facilitation of meetings, the preparation of agendas, meeting notes, and follow-up from the meetings.
All public correspondence relating to initiatives discussed by the ASC shall be undertaken by appropriate City staff and/or the Mayor’s office.
5.0 Meeting Schedule and Time Requirements
The ASC shall meet on six occasions over the course of the project, each for a period of two hours.
The first two meetings will be held on: • Sept 14th 3:00-5:00 pm at City Hall • Oct 13th 3:00-5:00pm at City Hall
All ASC members are expected to attend, unless the staff liaison is notified otherwise.
6.0 Chair
The ASC shall be chaired by an appointed representative, selected by the ASC at the first meeting. A Vice-Chair shall also be selected by the ASC at the first meeting.
7.0 Technical & Administrative Support
The Sustainability Manager may appoint administrative support to assist the ASC as required.
The Sustainability Manager will oversee expenses directly pertaining to the ASC, such as snacks and funding required for ASC initiatives.
8.0 Communications
Sharing of new ideas and information among ASC members will be encouraged at the ASC meetings. To minimize unnecessary information overflow, especially through emails between the ASC, ideas and suggestions will be directed to the Sustainability Department who will then add items to future ASC agendas. In the event that an opportunity or idea is urgent, the Sustainability Department will endeavor to respond in a timely manner and disperse information to ASC members as required.
1 Examples include liaising with other community advisory groups such as the Chamber of Commerce and Pier Street Farmer’s Market; sharing information about the APS process by providing an accessible and visible face to the project in the community. Page 80 of 165 APS Steering Committee Terms of Reference 2
9.0 Reporting
The ASC recommendations will be addressed by the Sustainability Department and where relevant, submitted to Council through the Sustainability Department or via a report from the Chair.
The ASC will maintain formal meeting minutes which will be dispersed to members and to Council.
10.0 Project Background (for information purposes only)
The City of Campbell River is undertaking an agricultural plan to diversify the local economic base as well as to bring agriculture into the overall sustainability framework as being currently defined in the concurrent development of the new Sustainable Official Community Plan (SOCP).
Agriculture plans, specifically when integrated with other community plans, enable local government and communities to make decisions about growth, transportation, ecosystem carrying capacity, health, and culture among many other areas while embedding resilient local food and agriculture systems into the policy framework, identity, and planning for the future of Campbell River.
Specifically, the APS objectives are to:
• Increase agricultural use of existing agriculturally designated land, including strategies for activating farming uses in areas with productive soils; • Increase agriculture’s role and contribution to jobs and the local economy; • Explore opportunities for multiple scales of agriculture as well as or within the primary, secondary and service sector components of the food and agriculture system; • Create direct links between producers and consumers; • Be strategically integrated into the SOCP and associated policy framework for land use.
The APS process is comprised of three phases:
Phase 1 | Kick-Off: This phase focuses on creating a foundation for success of the project. This includes: forming the ASC; launching the project with the community and stakeholders; beginning the development of a vision for agriculture in Campbell River; and refining project details such as work plan, timeline, engagement, and communications strategies.
Phase 2 | Technical, Policy, and Market Analyses: This phase brings together the rigor of robust technical, policy, and market data collection and analyses to identify and assess opportunities and constraints for agriculture in Campbell River. This work will be summarized in a Background Report, and an Opportunities Report.
Phase 3 | Agricultural Plan & Strategy Development: This phase brings the APS to fruition. After extensive community and stakeholder consultation, significant feedback from the ASC, detailed technical analysis of opportunities, and alignment with the SOCP, the consulting team will work with staff to deliver an APS.
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In addition to ASC members, other players’ roles and responsibilities are as follows:
City of Campbell River: City staff are leading and managing the project, and will work with its consulting team to deliver on project objectives. City staff are accountable to the community and stakeholders2 via City Council.
Consultants / HB Lanarc: The consulting team, through direction from the City, will undertake the actual work, including: consultation and engagement; technical, policy, and market analyses; and development of the draft and final APS. Together, HB Lanarc and the City comprise the project team, along with the Ministry of Agriculture and Lands, and Rivercorp.
2 The First Nations communities Wei Wai Kum of the Campbell River Band, the Holmako First Nation, and the neighbouring We Wai Kai of the Cape Mudge Indian Band (based on Quadra Island) are significant partners in the planning the future of Campbell River area. Community stakeholders include: Food and agriculture primary, secondary and service sectors including farmers, processors, distributors, wholesalers, purchasers, food retailers, and chefs (among others); General public; Other regulatory bodies including neighbouring municipalities and local governments, Strathcona Regional District, the Ministry of Agriculture and Lands, and Department of Fisheries and Oceans; Investment Agriculture Fund; Ministry of Environment; Rivercorp; Businesses that are directly and indirectly associated with food and agriculture; and Community organizations such as recreation associations, conservation groups, and Farmer’s market organizers.
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File: 5460-50 DTSU TO: City Manager FROM: General Manager, Operations DATE: August 26, 2010 SUBJECT: Dogwood Traffic Review
Recommendation: THAT Council receive the General Manager of Operations’ August 26th, 2010 report entitled ‘Dogwood Traffic Review’ as information.
Background: The traffic control system along the Dogwood corridor from 9th Ave south to Merecroft was commissioned in June of 2009. These changes were the product of the following review process. The City’s Master Transportation Plan (MTP), completed in 2004, identified the Dogwood Street corridor as one of 5 major north-south corridors in Campbell River – the others being Highway 19A, Alder, Petersen and Highway 19. The MTP concluded that the Dogwood corridor should be maintained as an arterial road with a focus on maximizing its vehicle carrying capacity. The MTP also recommended that as traffic volumes continue to grow, intersection improvements would be needed along the corridor including increased signalization, left turn capacity and signal coordination. Longer term, the MTP recommended widening the Dogwood corridor to 5 lanes to allow for 2 unobstructed through lanes and a dedicated centre left-turn lane. Further to the recommendations of the MTP and in response to speed and collision concerns identified by ICBC and the RCMP (ICBC identified 4 intersections along the Dogwood corridor as being the top vehicle crash sites in Campbell River and identified 7 of the top 11 most hazardous areas for vehicle collisions within the community as being within this corridor), a more detailed analysis of the Dogwood corridor was commissioned in 2005 which yielded the following options for traffic management: a) 3-lane cross section (1 lane each direction with dedicated centre left turn lane, with meridians and dedicated on-street bike lanes) b) 4-lane cross section (2 southbound lanes, 1 northbound lane, and a dedicated centre left turn lane) c) 4-lane cross section (1 southbound and 2 northbound lanes, and a dedicated centre left turn lane) d) 5-lane cross section (2 southbound and 2 northbound lanes and a dedicated centre left turn lane) Page 1 of 8 G:\Records Management File Index\5200-5799 Sec 11\5460\5460-50 DTSU\RtC-Dogwood Traffic ReviewPage 83 and of 165Update June 2010.docx e) 4-lane cross section (2 southbound and 2 northbound lanes plus restricted no left turns at high crash locations) f) 4-lane cross section (2 southbound and 2 northbound lanes plus split phasing of traffic signals) g) Combination of options e & f h) do nothing These options were evaluated based on 2004 traffic counts as well as projected future traffic volumes. Through this evaluation, it was determined that while options a, b & c would provide adequate levels of service in the short-term, they would not be suitable for the long term as traffic volumes grew. Options d & f were identified as the solutions that would meet the traffic needs until or after 2024. Option f was recommended over option d as it was considerably less expensive and less disruptive to adjacent property/development than option d. This recommended option was then advanced to detail design, tendered, constructed and finally implemented in 2009. The total cost of the project was $470,000 with $347,025 funding having been secured from ICBC. The current configuration has been up and running since June 2009. The new configuration allows free flowing left turning of vehicles from Dogwood at all of the controlled intersections (split phased lighting) through alternating north /south traffic flows. The signals are programmed to operate differently depending on the time of day and the anticipated traffic patterns/volumes associated with these time periods. The new system allows for the “green wave” of traffic to flow north bound from 7:30am until 9am and allows the reverse of this in the afternoon from 2pm until 6pm for south bound traffic. This “green wave” program is designed with priority given to north/southbound vehicle movement (i.e. maximize vehicle capacity). East-west traffic and pedestrian movements receive lower priority during the “green wave” program and as a result, vehicles or pedestrians traveling in the east-west direction or entering the roadway from cross streets experience delays during these periods while north and south bound traffic receive priority. During the remainder of the day, the system defaults to an actuated-timed program that is triggered by traffic or pedestrian presence at the intersection. During these times, each traffic signal operates independent of each other with vehicle and pedestrian traffic in all directions given equal priority. As a result, north/south bound traffic can encounter red lights at any given intersection depending on the vehicle or pedestrian traffic at the intersection. This actuated- timed program is the typical program used on most other traffic signals elsewhere in the community.
Discussion: Traffic flows and patterns within and through a community are dynamic in nature. In general, motorists gravitate to the route that they perceive as the most convenient for their purposes. Driving patterns can shift significantly due to major changes to the road network, but can also be impacted – although less severely – by more localized events such as local construction activities/detours (i.e. Highway 19A), accidents, changes in major industrial employers (i.e. Elk Falls Mill) and changes to traffic signal programs such as has been recently implemented along Dogwood. In comparing the performance of the Dogwood corridor over time, there have been numerous significant transportation network changes that have impacted use of the corridor.
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These include the opening of the Highway 19A bypass and Jubilee Parkway in 1998, the extension of Dogwood to Jubilee Parkway in 1999, the opening of Highway 19 to the south in 2001, and the extension of Alder to Dogwood in 2007. Each of these changes has impacted traffic patterns along the community’s major corridors and traffic flows have evolved as motorists re-establish their new preferred routes in response to each new circumstance. In order to evaluate the results of the most recent traffic management changes made along Dogwood Street, it is useful to consider indicators such as traffic volumes, speed, collisions as well as public satisfaction. The following graphs provide a summary of how these key indicators have trended over the past 10 years and provide a bench mark as to how the corridor is performing today.
Traffic Volume: Traffic volume is typically measured in 2 ways. The most critical statistic is peak hourly flows – this is the hour of the day where the largest volume of traffic is present and represents the time of day when the capacity of the road is most tested. Typically, a community experiences an AM peak hour traffic flow and a PM peak hour traffic flow and in most cases, the PM peak represents the largest traffic volume period during the day. The peak hourly flow is used to compare the actual traffic volumes against the theoretical design capacity of the road. For reference, the Dogwood Street corridor’s design capacity is estimated at 3000 vehicles per hour (total of all 4 lanes combined). Another useful statistic is the average daily flow which represents the total traffic volume measured over the course of a full 24 hour day. Average daily flows may be measured but are more often calculated based on a formula relationship between peak hourly flows and the daily average. For Campbell River traffic conditions, it is generally accepted that the daily peak hourly flow represents between 8-9% of the average daily flow. The following graph illustrates the AM and PM peak flows as measured by traffic counts as well as the calculated Average Daily Flows for the Dogwood corridor:
2500
2000 Hour 1500 Per
1000 AM Peak Hour PM Peak Hour
Vehicles 500
0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
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30000
25000
20000 Day
Per 15000 Daily Average 10000 Traffic Flow Vehicles
5000
0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
When reviewing the graph above, it is can be seen that traffic volumes along the Dogwood corridor have trended downwards over the past 10 years – counter to what the 2004 Master Transportation Plan projected. The traffic volumes recorded in early 2010 show a decrease over the last recorded counts of 2007 but the drop is not significant when compared against the longer term trend. This trend does not necessarily mean that overall traffic volumes through the community have decreased, but rather that traffic patterns have likely established themselves differently than projected and that motorists are using different routes than anticipated. This may be due in part to various improvements/expansions to the City’s road network system that now provide motorists with travelling options that did not previously exist.
It is also useful to reflect on the traffic volume trends along the Alder Street corridor, as this is the most probable alternate route to Dogwood. While there is less historical data available for Alder as compared to Dogwood, the graph below does suggest that unlike the Dogwood corridor, traffic volumes along Alder have remained fairly constant with increased traffic volumes evident in the morning peak period. It should also be noted that traffic volume levels along Alder Street are very near the carrying capacity of the road (estimated to be 1000 vehicles per hour for both lanes), and as such, it is apparent that attention will be needed along this corridor in the near future to ensure that pedestrian and motorist safety is properly balanced with commuter convenience. This is consistent with the recommendations of the MTP and funding has been included within the City’s financial plan for implementation of upgrades in 2011.
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1000 900 800 700 Hour 600 Per 500 AM Peak Hour 400 PM Peak Hour 300 Vehicles 200 100 0 2004 2005 2006 2007 2008 2009 2010
16000 14000 12000 Day 10000 Per 8000 Average Daily Traffic Flow 6000
Vehicles 4000 2000 0 2004 2005 2006 2007 2008 2009 2010
The traffic volume trends illustrated above will be useful input into the MTP update (scheduled to be completed in 2011 in concert with the sustainable official community plan update) to ensure that transportation upgrades/improvements are focused on the highest priority routes.
Traffic Speed: Historic traffic speed data along Dogwood is very limited, however, recent monitoring along the portions of Dogwood where the posted speed is 50km/h show average speeds ranging from 46- 53km/h depending on location. In the southerly section of Dogwood where the posted speed is 60km/h, average speeds were observed at 64km/h.Based on the limited monitoring completed, it would appear that current traffic speeds are reasonable.
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Collision History: Collision reduction was a key objective at the onset of undertaking this project. ICBC claim records indicated that the Dogwood Street corridor had a higher than average percentage of collision claims as compared to the rest of the community. With the creation of free flowing left hand turn movements, drivers now have the opportunity to make left hand turns with a much lower risk of conflict with on-coming traffic (potential for head on or T-bone collisions) and trailing traffic (potential for rear end and side-swipe collisions). As is shown below, the number of ICBC claims along the Dogwood corridor has remained fairly constant over the past 10 years despite the decrease in overall traffic volumes. ICBC has stated that they are experiencing fewer collision claims along this roadway since the changes were implemented in 2009, and this is illustrated in the graph below, however, they also caution that it is too early for them to provide valid statistics connecting reduced claims to the traffic management changes. The RCMP on the other hand report a higher number of collision incidents in 2009/10 as compared to 2008/09. When considered together with the ICBC data, this suggests that the severity of the collisions has decreased (assuming that fewer of the collision resulted in ICBC claims), however, as noted above, more data is required over a longer period to be certain of this relationship. Based on the preliminary information collected to date, it does appear that the traffic signals have had a positive impact on reducing collision claims.
140
120
100
80 Claims
# of ICBC Claims
ICBC 60
of
# 40
20
0 2001 2002 2003 2004 2005 2006 2007 2008 2009
Pubic Satisfaction: In regards to the level of public satisfaction with the Dogwood Street corridor, staff developed an online survey targeted at local residents, business owners and other property owners situated directly along the Dogwood Street corridor. While the online survey was intended for and targeted specifically at those individuals along the Dogwood corridor, the majority of responses were unsolicited coming from people living outside of the target area. Of the 157 responses received, 36 respondents indicated that they either lived or owned property along the Dogwood corridor. As such, the feedback can not be considered truly representative of the residents and businesses along Dogwood – which was the intention. Never-the-less, the feedback does still provide some in-sight into how the performance of the Dogwood corridor is being viewed by the broader public. Page 6 of 8 G:\Records Management File Index\5200-5799 Sec 11\5460\5460-50 DTSU\RtC-Dogwood Traffic Review and Update June 2010.docx Page 88 of 165
The survey and the results are attached as an appendix to this report. In general, the feedback identified left turns as the main concern and the free flow of traffic as the main benefit prior to the traffic signal changes. Not surprisingly, the feedback regarding experiences since the traffic signals have been changed is exactly the opposite in that the main concern now relates to traffic flow interruptions/delays and the main benefit is improved left turning abilities. 17 respondents indicated that they had received more than 25 customer complaints about the traffic signals, but the majority of respondents (19) noted that they had not experienced any change to their business traffic as a result. Those who indicated that traffic was down to their business (12 respondents) indicated that they felt this was due to an overall drop in vehicle traffic along Dogwood. The majority of respondents also felt that traffic volumes had decreased as a result of the traffic signal changes. The majority of respondents agreed that the street was safer and that there were fewer accidents since the traffic signals had been changed. Aside from the on-line survey, the RCMP also provided some comment as to their experiences and observations. They noted that overall the traffic signal change was not without some frustration but has been positive especially with respect to the free flowing left turning movements which has resulted in a smoother left turn at all of the affected intersections. While the RCMP noted that shortly after the implementation of the new traffic signals, motorists were more prone to pushing the yellow and red lights, they report that traffic flows have since calmed and their view is that the motorists have since adapted to the new signals.
Options: Council has the following options: 1. Receive this report as information, and refer its findings to the Master Transportation Plan update process; or, 2. Direct staff to take other specific action(s). Staff recommend option 1.
Conclusion: The traffic volumes along Dogwood Street decreased slightly after the introduction of the newly programmed traffic signals. Over the long term, traffic volumes along the Dogwood corridor have continued to trend downwards and the current traffic volumes are consistent with this 10- year trend. This downward trend in traffic volume along Dogwood compares to a slight increase in traffic volumes and an upward trend in traffic volumes along the Alder Street corridor. Data regarding traffic speed is limited, however, recent monitoring shows that average speeds along the Dogwood corridor are very close to posted levels for the majority of the road corridor. Traffic collision claims as reported by ICBC along the Dogwood corridor have remained fairly constant but show a fairly significant drop in 2009 – although this should be viewed cautiously as more time and data is necessary to establish with any certainty as to whether the collision reductions are directly related to the traffic signal changes. Public perception is varied as to the level of satisfaction with the new traffic signals.
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In reviewing the recent performance of the Dogwood Street corridor, it appears that the traffic signal changes have generally yielded the desired results (i.e. improved safety, reduced collision claims, reduced speeds, increased road capacity), however, not all motorists have embraced the changes and have chosen alternate routes. As a result, it is critical that the City continue to monitor and implement improvements along other major corridors to ensure that evolving traffic patterns are identified and addressed prior to becoming problematic. This approach will assist in balancing the safety of motorists, cyclists and pedestrians with commuting convenience. The update of the City’s MTP scheduled to be completed in 2011 is an excellent tool that can be used to identify the necessary transportation system improvements and to ensure that recommended upgrades are properly prioritized throughout the community.
Report prepared by: Reviewed and endorsed by:
Drew Hadfield, AScT Ronald G. Neufeld, P.Eng. Transportation Manager General Manager, Operations
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Dogwood Lights
1. The City of Campbell River is in the process of reviewing the changes made to the traffic lights along Dogwood Street Changes have been made over the past year in consultation with the RCMP, ICBC and a traffic consultant to improve driver safety along this roadway. As part of this process, the City is requesting your feed back to help answer the following questions 1) What is your understanding of these changes ? 2) To find out if you feel this has made a positive or negative affect on this part of the community ? 3) Has the public's safety has been increased by making these changes ? The feed back from this questionnaire will be included as part of a report to Council in the coming months Thank you for your time to fill out this questionnaire. Survey will close Thursday May 27th at 4pm In order to help with identifying areas of concern, we would ask that you provide the address of your business, building or dwelling to assist in pin pointing any re-occurring concerns
Response Count
view 157
answered question 157
skipped question 8
2. What were your concerns regarding the traffic flow on Dogwood before the lights were changed?
Response Response Percent Count
could not turn left safely I
had to wait for the lights
worried about accidents
traffic was slow moving q
could not access from side street or 10.9% 17 parking lots
had difficulties entering the road from parking lots/driveways
people did not know how to drive
could not cross the road (not at q intersections)
had no concerns
increased traffic speed 19.2% 30
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decreased traffic speed 0.0% 0
too many pedestrian crossings 0.0% 0
did not feel safe driving on this street 1 8.3% 13
answered question 156
skipped question 9
3. What did you like about the traffic flow before the change ?
Response Response Percent Count
free flow of traffic f 32.7% 51
not having to wait I I 18.6% 29
more vehicles using the road I 6.4% 10
less vehicles using the road 0.6% 1
increased traffic speed 9.6% 15
decreased traffic speed 3.2% 5
experienced no problems before the 28.8% 45 change
answered question 156
skipped question 9
4. What challenges have you experienced since the change ?
Response Response Percent Count
waiting for lights to change 68.9% 104
difficulties in making a left hand turn 0.7% 1 (from Dogwood)
accessing business due to traffic flow 9.9% 15
increased traffic speed 6.0% 9
decreased traffic speed 19.9% 30 Page 92 of 165
not being able to drive along the 45.0% 68 roadway without having to stop
increased possibility of being 8.6% 13 involved in an accident
longer wait time to enter from a side 7.3% 11 road
no real challenges since the change 14.6% 22
increased delays leaving parking q 4.0% 6 lots/commercial locations
view Other (please specify) 37.1% 56
answered question 151
skipped question 14
5. What do you think are the benefits to the changes ?
Response Response Percent Count
decrease in traffic speed
increases in traffic speed
increase in vehicle volumes Q
decrease in vehicle volumes 1_1
easier access to business and 12.6% 19 properties
easier to cross or enter the roadways (not at intersections)
easier to make left hand turns
easier to enter from side roads onto Dogwood (at intersections)
shorter wait times at lights Q
longer wait times 9.3% 14
view i Other (please specify) 35.8% 54
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answered question 151
skipped question 14
6. What would you change to improved traffic flow along and entering Dogwood ?
Response Response Percent Count
Increase permitted speed U
decrease permitted speed J
change the lights
add a centre turn lane 1
reduce the road to single lane traffic with centre turn lane (similar to Hyw. 19A in Willow Point)
do nothing 16.0% 24
Any other ideas View 52
answered question 150
skipped question 15
7. Which of the following best describes you?
Response Response Percent Count
business owner/commercial business 21.3% 32
building owner 7.3% 11
resident/residential property 71.3% 107 owner
answered question 150
skipped question 15
8. Have you had customer complaints regarding the changes?
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Response Response Percent Count
none 19.4% 6
1to10 12.9% 4
10 to 25 12.9% 4
over 25 54.8% 17
answered question 31
skipped question 134
9. Has the change done the following ?
Response Response Percent Count
increased the number of vehicles to 0.0% 0 your business
decreased the number of vehicle to 38.7% 12 your business
No change noted 61.3% 19
answered question 31
skipped question 134
10. If it has increased, why?
Response Response Percent Count
easier access in or out of my 0.0% 0 business onto Dogwood
traffic has been slowed down passing 0.0% 0 my business
vehicles are delayed, therefore they think more about stopping in at my 0.0% 0 business
answered question 0
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skipped question 165
11. If It has decreased, why?
Response Response Percent Count
harder to get in and out of my 25.0% 3 business because of traffic flow
increase in traffic along the roadway 0.0% 0
decrease in traffic along the 66.7% 8 roadway
traffic just drives through the area 8.3% 1 and does not stop
answered question 12
skipped question 153
12. Do you think having a free flowing turn lane (one direction moving at a time) increases safety while making a left hand turn?
Response Response Percent Count
yes 61.1% 91
no 38.9% 58
answered question 149
skipped question 16
13. If yes, why?
Response Response Percent Count
provide safe turning opportunities
1 don't feel rushed to get across the street
I am not as concerned about getting Page 96 of 165
into an accident
answered question 91
skipped question 74
14. If no, why?
Response Response Percent Count
had no trouble in the past making 67.2% a left hand turn 39
there is lots of time to make turns 10.3% 6
it does not bother me to hold up 1.7% traffic 1
I avoid left hand turns on Dogwood 20.7% 12
answered question 58
skipped question 107
15. Do you think that accidents have been reduced along Dogwood since the change?
Response Response Percent Count
yes, I think it is safer now 43.0% 64
no, it was safer before 7.4% 11
I don't think it made any difference 27.5% 41
I dont think it was ever much of a 22.1% problem or concern 33
answered question 149
skipped question 16
16. Do you think that traffic volumes have changed along Dogwood since the lights were changed?
Response Response Percent Count
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yes, traffic volumes have increased 1t5% 17
no, traffic volumes have 62.2% 92 decreased
1 have not really noticed a change in i i 26A% 39 traffic volumes
answered question 148
skipped question 17
17. Is there any other related issues that we should be aware regarding traffic on Dogwood?
Response Count
view 89
answered question 89
skipped question 76
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Comment Summary Page 1 of 4
K Back to Summary
What would you change to improved traffic flow along and entering Dogwood ?
# Response Date Any other ideas
timing could be better at 4th ave. heading south. I was in the right hand lane at 4th ave heading south, and back of intersection crosswalk lines, to trigger sensors (approx 8am) stopped for red light, cars were lined up behind me to turn right ( nothing in left lane heading south) I could see green light at 2nd ave, and evergreen, one vehicle heading going north got the green fight at 1 May 19, 20107:55 PM evergreen, and then at 2nd, carried on through the green light at 4th, all this time we are still waiting for a green , finally a vehicle pulled into the left lane beside me, after a few seconds we finally got a green light. I understand the need for keeping traffic flowing, when there is high volume going in one direction, but it appears that there is a higher volume of traffic going the opposite direction than what light program is trying to expedite. I have experienced similar situations at different times other than what you would call a rush hour situation
Change the lights back to allowing both north and south dogwood traffic to move at once, and east and west to flow at once. Have lights on sensors, needing a car to be waiting before the light changes to green leaving other cars waiting for no reason. This road was expanded to be 2 May 19, 20109:13 PM one of the main through routes, not to discourage traffic and send them to side roads. Traffic lights on Dogwood hot conversation topic - never in a positive view, I hope this survey is open tc all CR citizens.
3 May 19, 2010 10:03 PM Advance green for left turns. Traffic in both directions at once.
4 May 19, 2010 11:51 PM Change the lights and make it single lane with bike lanes on each side.
5 May 20, 2010 12:46 AM You can't have a left turn signal that only works for one direction. Either both directions turn left at the same time, or give up on the whole idea of priority for left turns
We beleive that many drivers are curently driving beyond the posted speed limit on Dogwood, 6 May 20, 2010 2:35 AM and still using cell-phones! Offenders ought to be dealt with severely. City bylaws are imposed for the benefit of all.
7 May 20, 2010 6:30 PM block certain intersections from entering or exiting Dogwood and placing flashing green arrows on the bussier intersection for time delayed left turns
8 May 21, 2010 2:27 AM correct light timing so that it is a constant flow through intersections
If the fights are to stay as they are on Dogwood Street, better come up with a plan for Alder 9 May 21, 20106:50 AM Street as it's getting crazy.
it would be nice to get the extra traffic out of the area and have a dedicated turnlane and what 10 May 25, 2010 5:11 PM about bikes, they have no room now
Change sequencing of lights to allow the North/South traffic to flow without stopping for long periods of time, and add left-turn only lanes at the intersections (is that what you call a "centre 11 May 25, 2010 9:42 PM turn lane"?). And how about blocking the Dogwood access of several of these side streets totally? Maybe not 2nd Avenue because of the Hospital access but why not some of the others. As traffic volumes increase, this access restriction is done in Vancouver, in Nanaimo, and you Page 99 of 165
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Comment Summary Page 2 of 4
have done so yourselves a few years ago when the left-turn option from 11th Avenue onto Dogwood Street was eliminated, a measure I fully agreed with for its safety improvements.
12 May 25, 2010 10:12 PM Block off the left turns at most intersections.
13 May 25, 2010 11:11 PM Put weight sensors to sense, change the lights and add a centre turn lane!
fewer intersections....have only key access points shorten the lights duration....often there is 14 May 25, 2010 11:51 PM no traffic.
15 May 26, 2010 12:18 AM advance and retard green on major intersections.
16 May 26, 2010 12:57 AM synchronize the lights as other citys have done
get rid of the morons that are responsible , including this survey that has mutiple choice 17 May 26, 2010 1:58 AM question , but only wants three answers. how democratic is that! or can't you read more that three line .
Having 2 lanes of traffic and a center turn lane would promote more flexibility for turning onto and off of Dogwood as well as provide left turn lanes at intersections with lights. It could be a 18 May 26, 2010 2:08 AM combination of 4 lane and 2 lane with center depending whereon dogwood . If you talk to the people that use Dogwood and the businesses on it, the present light situation does not work anc only frustrates people.
19 May 26, 20102:44 AM change entrances and exits
I would like to know what the change in accident ratio relative to the traffic flow is and I would 20 May 26, 2010 3:04 AM like to know the increase on S Alder of accidents and the with this increase how those on S Alder feel about their safety on that street.
Have both directions (North & south) left turning at the same time - at the beginning of the light 21 May 26, 2010 3:22 AM change - and then through traffic for both directions (north 7 South)
Restrict left turns to only controlled intersections. At controlled intersections have ADVANCED 22 May 26, 2010 3:24 AM GREEN ARROWS, in both directions, for left turns then solid GRREN to allow traffic to travel north/south at the same time
23 May 26, 2010 7:00 AM Change the timing sequence of the lights ie: hit 2-3 red, hit 2-3 green
24 May 26, 2010 4:04 PM put left only arrows on all intersections
Leave the lights, widen the road to 5 lanes with a centre turn lane. Single lane traffic will not 25 May 26, 2010 4:31 PM work with the lights, traffic will back up too much.
26 May 26, 2010 5:17 PM Have a left turn lane at Dogwood & 2nd ONLY and they both turn left at the same time.
27 May 26, 2010 5:29 PM let her rip like kingsway in vancouver it was built to be a major artery let it be that
just have the green turn arrow on for a few seconds enough time for a few cars to turn then 28 May 26, 2010 6:17 PM green both ways, no need for it to be so long
29 May 26, 2010 6:27 PM Put in left turn lanes with left turn signals triggered by demand. Page 100 of 165
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Comment Summary Page 3 of 4
either reduce traffic to single lanes or have the lights automatically set up to change in a green 30 May 26, 2010 7:13 PM wave (not triggered by vehicle, also so side streets are automatically set to go)
31 May 26, 2010 7:14 PM Only add the centre lane if there is still two lanes running each way.
5-10 SECOND LEFT TURN ARROW, THEN STRAIGHT GREEN IN BOTH DIRECTIONS. THE 32 May 26, 2010 7:21 PM NUMBER OF VEHICLES TURNING LEFT IS NOT MANY.
they are set up on sensors let the sensors do the work. The whole signage explaining the 33 May 26, 2010 7:36 PM traffic flow and patterns needs to be over hauled
34 May 26, 2010 7:40 PM We do not need all the lights BIG 13IG MISTAKEI
use the left turn signal, then let ALL straight traffic go through instead of letting one side go then 35 May 26, 2010 827 PM the other.
36 May 26, 2010 8:38 PM reduce # of access points from side roads. Use demand lights at non peak times.
It seems that the lights need to be adjusted. Many times everyone is at a stop and no one is doing anything. Also can they be adjusted so that if you travel the correct speed, then you 37 May 26, 2010 9:06 PM should be able to flow through the green lights and not have to stop at everyone because they are red.
38 May 27, 20101:27 AM time lights to to 20 sec. intervalls in all directions at each intersection to create the green wave
39 May 27, 2010 1:58 AM Excellent road flow with new light system. No changes neccessary.
put sensors on the lights so they only signal a left turn when a car is in that lane., If you want to 40 May 27, 2010 3:00 AM go through stay in the right lane and there will be no delay
41 May 27, 2010 3:47 AM Program the lights so that they only delay for left turns when it's a busy traffic time, not all day.
There is no " wave green" that works properly. I drive Dogwood for work all times of the day 42 May 27, 2010 4:22 AM including "rush hour" and rarely do I experience the "green wave".
43 May 27, 2010 4:43 AM Make only main intersection such as 7th, 2nd and Merecroft with left turning only.
Have effective policing to ticket the bad drivers who cause others to drive erratically. Drivers turning off to the right from the centre lane, not signalling, not signalling their intent to turn. Not driving up to the speed limit. Drivers not paying attention to traffic starting or turning when safe to do so and thereby clogging the traffic. Drivers not driving at a safe distance allowing drivers from side streets to not be able to enter traffic in a timely manner and thereby causing anxiety tc drivers behind waiting to enter the main traffic. Traffic turning left should have to stop short of thi intersecting roadway when there are two so they don't block drivers on the right who could 44 May 27, 2010 6:01 AM otherwise turn right safely but because a vehicle is blocking their view they either take a chance and enter turning right without full visibility and risking an accident or sitting waiting for the driver in the left lane to turn left (he has two lanes to wait for while the right hand lane has only one so could move through traffic much safer and quicker) and unblock the view for the driver on the right. I really believe that this is the worst city of car drivers I have ever seen and I grew up in Vancouver and learned to drive in Vancouver and lived in many parts of the Province and the Yukon. I really believe policing is the most effective although probably expensive would increase the saftey of all. When someone writes into the paper complaining of a driving school instructor Page 101 of 165
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Comment Summary Page 4 of 4
not knowing the rules when that driver themselves demonstrate they don't have a clue of the rules of the road, how can traffic improve and get safer when these bad habits have been learned and then taught to.their children as the proper way to drive. I also think all new drivers should have to take a professional Driving School Training Course and need to pass, much like a driver's test is done now, but they would learn the full scope of defensive, courteous and safe driving skills.
other cities like Vancouver have traffic lights timed to keep traffic flowing, maybe consult their 45 May 27, 2010 2:22 PM traffic engineers
dogwood street should be a main thru road. Speed up the trafic. and the flow. Most people use 46 May 27, 2010 2:27 PM Dogwood as a throughfare.
Make the lanes facing each other, turn left at the same time with a arrow to turn left while the 47 May 27, 2010 2:51 PM other lane goes straight through. it is hard to get across if you are walking.
48 May 27, 2010 5:22 PM Really like the new light system
49 May 27, 2010 5:26 PM i really like the change
50 May 27, 2010 5:59 PM Start with the lights and go from there, Change them back!
Return to the previous control strategy immediately. A significant formal apology from the 51 May 27, 2010 10:05 PM Operations General Manager for this incredible screw-up and his arrogance in delaying the fix. Alternately his resignation effective 6 months ago.
52 May 27, 2010 10:32 PM Go back to the previous system - far better than this plan.
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Comment Summary Page 1 of 7
<< Back to Summary
Is there any other related issues that we should be aware regarding traffic on Dogwood?
# Response Date Response Text
1 May 19, 2010 5:04 PM off peak time, the green fight while going south is too long
As a residents of dogwood st. we find the new system much improved over the old system, with the old system we used dogwood as a last resort, one major difference is that we can negotiate left hand turns without endangering ourselves. It definitely slowed down speeders especially. 2 May 19, 2010 8:19 PM One improvement could be speed signs denoting the correct speed to maintain continued traffic flow, some drivers can't seem to figure it out that they don't have to race like out of a starting gate to get to the next light before it changes
Have the traffic flowing North/South and if someone is in the left turn lane for a specified amoun• 3 May 19, 2010 8:31 PM of time, have the opposing lane stop. Which is what is done on 99.9% of intersections.
4 May 19, 20109:17 PM Please consider changing this issue of stopping at each light and many times waiting for no one
5 May 19, 2010 10:06 PM Problems are moving onto other routes. This survey seems biased to look positively at the changes. Many frustrated drivers.
Again, I feel there is too much idling and it is not good for the environment. Advanced greens foi 6 May 20, 2010 12:21 AM concurrent traffic directions is a better option. I also think that there are so many places to turn left on Dogwood that trying to accommodate only at the lights is short sighted.
If anything the changes have made the road more dangerous. People are making more lane 7 May 20, 201012:50 AM changes and speeding to try and make the fights because each red = 1.5 minutes. It takes so much longer to travel Dogwood now and people are avoiding it, inclduing me, because it's such a stop and go route since the lights were changed.
speeding is a constant issue. you would expect people to slow down, but it seems they are in a 8 May 21, 2010 2:31 AM rush to "beat the light". if it were timed so the flow was constant one way or the other, it would most likely remedy this.
9 May 21, 2010 2:41 AM No other issues
High frustration level of drivers due to slow lights-you finally get through one light, then the next 10 May 21, 20106:52 AM one turns red before you can get to it. Very frustrating and you see drivers racing to make the fights.
11 May 24, 2010 2:34 AM the traffic patterns are causing angry drivers
12 May 25, 2010 5:04 PM Thank you for making it easier to get in and out of my driveway. People who complain need to think about people who live here as well. This is not a highway
13 May 25, 2010 5:12 PM Thanx for making it easier to get out of my driveway. Please figure out a way to get them to slo+n down later at night
This is a comment regarding the previous 3 questions but there was no opportunity to comment. Page 103 of 165
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Comment Summary Page 2 of 7
As to traffic safety, we moved away from C. River many years ago so I can't comment whether left turns were a major problem before. However, I repeat as stated earlier that I don't believe left turns should be a priority on a main artery into town. The overall traffic flow volume and speed should not default to left-turn considerations; you have other ways to deal with left turn 14 May 25, 2010 10:01 PM issues as previously suggested. As for the 9th Ave intersection, 1 would seriously consider right- turns only for anything on 9th, no straight-through driving or left turning at all. That would reduce the number of "phases" to 2: # 1 = Dogwood North/South and right turns (extended period), # 2 = 9 th Ave. right turns and Dogwood North/South left turns all at the same time.
Questions 9 and on are misleading. Of course the street is safer. it would be safer if there were no vehicles or all the lights were red. its the incredible inconvenience of the lights vs the small 15 May 25, 201010:19 PM increase in safety. Also, I know the traffic is only about 10% of what it was as I counted cars. Anyone who thinks traffic has no seriously decreased is wrong.
When I first moved to Dogwood, the Dogwood extension was not opened yet. When this happened of cource we had an increase of traffic. When this happened Dogwood turned into a 16 May 25, 201011:05 PM dragsrip. I would hate for the lights to be changed back as I do feel much safer now. It will never be how it used to be but it is better now ; )
17 May 25, 2010 11:15 PM Was this really a cost effective change?
18 May 25, 201011:19 PM nil
If Dogwood is a main artery of the city then changes must be made to increase the flow of the 19 May 25, 2010 11:53 PM traffic.
20 May 26, 2010 12:14 AM What does not council look with their own eyes to decided instead of using expensive consultants. Get out and talk to the business owners, not run and hide.
This survey was poorly constructed. It's style will inhibit response from people more impatient 21 May 26, 2010 12:20 AM than me.
lots of people are running the red lights because they are tired of waiting when no one is comin g 22 May 26, 2010 12:32 AM at them. This includes the police (which I personally have witnessed) who turn on their lights an( run the light, then turn their lights off again and go on their way
well it seems that the current traffic signal system has ticked a lot of people off and combined with 19A being closed all those poor pedestrians on Alder are at greater risk because of all the curves and bends and blind corners. Dogwood is one long, straight roadway and if there are a 23 May 26, 2010 1:40 AM lot of left hand turn accidents maybe it's the drivers themselves. Certainly the traffic light change has caused more anxiety than saved ICBC claims. How is the beneficiary of these light changes anyway? It's certainly not the tax payers who gave carte blanc to the city to maintain its roadways.
get someone that knows what they are doing fix the problem, before you have to hire a 24 May 26, 2010 2:02 AM consultant to tell you how to solve the problem again! remember warranty run out this month!!!!! fix it
fixing all the manhole and underground access points to a smoother transition. You have to 25 May 26, 2010 2:46 AM dodge these in the slow lanes in order not to do damage to your suspension
With so many complaints the City should really listen - I would be mad if ! lived on Alder or Page 104 of 165
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Comment Summary Page 3 of 7
26 May 26, 2010 3:24 AM McPhedran and experienced such a huge increase in traffic volume
Traffic now runs the intersections more than ever before as drivers DO NOT want to wait for lights. Traffic volumes on other routes has risen to unacceptable levels as drivers find ways around Dogwood/CLOGWOOD. The residential roads like Birch/McPhedran etc are not 27 May 26, 2010 3:34 AM designed to handle traffic volumes they now experience as drivers divert around Dogwood. Business/commercial lanes paralleling Dogwood are also experience traffic volumes and speed; they are NOT designed to handle.
Question #2.1 has 13 responses all negative accept for one -- had no concerns, this is leading Question #3.1 the question should ask if you have stopped using this route any more and why and where you drive now Question #4.1 you have the data on accidents on Dogwood since your changes why not give this information in your survey so that the residents can see the relative change in problems before giving you an answer or opinion Question #8.1 Traffic has decrease( because no one wants to sit at a stop light on a four lane commercial street ( not a residential street) and watch as there is no traffic in the oncoming lane and no one moves I would certainly 28 May 26, 2010 4:05 AM like to know any other city that has adopted this and kept it as a traffic policy Question #9.1 duh Question #12.1 I sure hope you have a reduction and again you have the information why not share it ---- did we not pay taxes to get the information. Question 13 is wrongly worded SIB yes ( not the word no )traffic volume has changed and it has decreased I think that your survey is very bias. I think that you sent this out dated May 13, mailed it on the 17 of May knowing full wet that many of the residents of Campbell River would be planning and preparing to be away for the May long weekend and then put a closing date of May 27, I hope you are prepared to pay fo this out of your own pocket Drew Hadfield. Don Nelson Owner Video Works 111 Dogwood St Campbell River B. C.
29 May 26, 2010 4;17 AM question 12; 1. If I have to select one of your answers it would be an uneducated guess. Why not let me say how should I know?
The lights should be sycronized so one can ,driving at a reasonable rate of speed not have to 30 May 26, 2010 4:26 AM stop at every intersection with a light. I no longer use Dogwood so I do not visit a number of businesses I visited before the traffic became an all day nightmaret I hope ICBC is happy because nobody else is.
31 May 26, 2010 4:50 AM There is nowhere to park on the side of street if needed.
32 May 26, 2010 6:19 AM we now avoid Dogwood because of the time it takes to wait for all the lights
33 May 26, 2010 3:00 PM Increased traffic on other routes not designed for the volume due to people using alternatives to Dogwood, ie Alder, Peterson, Birch, Galerno, etc
34 May 26, 2010 3:36 PM Businesses along dogwood are probably noticing a decrease in sales.
people are not stopping on amber lights and I don't go on a green until I make sure the red light 35 May 26, 2010 4:08 PM traffic has actually stopped. I avoid Left turns as much as I avoid Dogwood St. altogether too many speeders
36 May 26, 2010 4:09 PM Speeding to make a light.
37 May 26, 20104:19 PM change the lights so i don't have to wait while there is nothing there
Would timers on the lights aleviate some of the traffic holdups? I notice on the corner of 7th Page 105 of 165
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heading north the traffic is held up at the light and there is no traffic coming south or at the side 38 May 26, 2010 4:51 PM roads. That is the only light I have an issue with on Dogwood. I think safety is far more importan than having a fast corridor of traffic.
by clogging up the major n/s through street you have caused traffic to use alternate routes thus increasing volume on streets not capable of handling it. you have only moved your hazards elsewhere. if safetly is your only intrest perhaps you should funnel all traffic going from Willow 39 May 26, 2010 5:00 PM Point to downtown to the inland island highway which is designed to handle the volume. while clogging up your main through street might reduce some accidents on it if you dent have an alternate capable of handling the volume, and you dent, you just move the hazard elsewhere. this was a poorly thought out traffic light pattern.
traffic volume has increased on Peterson Road which now is a very dangerous road for drivers 40 May 26, 2010 5:12 PM and pedestrians alike.
To answer question 12. If it is safer, it's only because traffic flow is less. I don't feel it is, however, because people are rushing through lights so they don't have to have long waits. By 41 May 26, 2010 5:22 PM doing this, you have increased traffic on Alders residential area and therefore have put peoples lives at risk. No change is worth that.
42 May 26, 2010 5:22 PM the lights were better before, this is causing a lot of congestion.
with the change to the traffic lights there is a significant in crease in the carbon emissions as a 43 May 26, 2010 5:23 PM direct result of the increase wait times. 1 avoid Dogwood.
advanced turn arrows are fine, but not neeeded for 2 minutes, just a few seconds would be fine. 44 May 26, 2010 6:19 PM and green both ways not one at a time, i now avoid dogwood, and its businesses because i hatE the lights
There has been a large increase in traffic along Alder and the Island Hwy since the changes to 45 May 26, 2010 6:38 PM the lights have been made. This has made it fairly hazardous for those of us who live near and use Alder on a daily basis.
46 May 26, 2010 6:55 PM Whatever problems were there before are now exchanged for anger, frustration and road rage.
I like it. I have timed my travel from the college in the morning to downtown and even if I stop at all lights it adds only minutes to my trip. I feel more relaxed knowing someone isn't going to rush 47 May 26, 2010 6:56 PM a left turn in front of me. We live in the most beautiful part of the world and those few extra minutes are spent enjoying the day.
48 May 26, 2010 7:13 PM No
49 May 26, 2010 7:14 PM mayeb having less opportunities to turn left would make it safer
l beleive there are too many individuals who use Dogwood as a 'race-way' more effort with 50 May 26, 2010 7:16 PM police enforcement of speeders might assist.
drivers are in a hurry to get to the next set of lights before they change and 1 have seen lots of people run yellow and red lights because of the frusteration of the system in place. Why after 51 May 26, 2010 7:16 PM 7pm is this system still in place. Having to stop at lights at night when there is no one else on thi road is OVERKILL!
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Comment Summary Page 5 of 7
Why not copy other city centers have a light with turn lane that alternates. After hours (6pm to 52 May 26, 2010 7:25 PM 7am) flows to and from town should flow both directions. It's a 4 lane street so let the traffic move accordingly. Done properly it won't affect dangers of left hand turns!
IT IS A GREAT ROUTE, TOO BAD NOBODY USES IT ANYMORE AS IT TAKES TOO LONG TO GET FROM POINT A TO POINT B. I AVOID IT AS MUCH AS I CAN WHICH PUTS MORE 53 May 26, 2010 7:25 PM TRAFFIC ON ALDER STREET. LEFT TURN LIGHTS ARE FINE, BUT THESE LIGHTS ARE DESIGNED FOR DOWNTOWN VANCOUVER, NOT CAMPBELL RIVER. 1 BELIEVE ADJUSTMENTS SHOULD BE MADE.
54 May 26, 2010 7:39 PM tail end of dogwood before the Jubilee Parkway...why reduce speed there?
55 May 26, 2010 7:44 PM No Just get it changed ASAP!
I think the changes are supposed to smooth traffic flow and improve safety. It seems they stall out traffic flow from my experience. The left Lane turn lights seem to stay on far too long blockinc traffic from advancing in the opposite direction. Most other areas have the turn lights on for a shorter period or some kind of sensor to indicate the turn light is needed. Also you can be the only vehicle at the lights for what seems like a veruy long time before they rotate around to allow 56 May 26, 2010 7:49 PM your lane direction to proceed. Its like the control strategy for the turn lanes and through traffic L; the cheapest we could have paid for. I think the general concept is good but improve the automation to allow traffic to move when there's no need for it to be stopped. Public safety may be better on Dogwood but I know I turn off at Merecroft now and go down Birch or Alder frequently heading towards town. So safety along alternate routes may be compromised.
No doubt, Dogwood is safer. However, I feel that the inconvenience has been overkill. I personally, go out of my way to avoid Dogwood as much as possible. While many of the lights 57 May 26, 2010 8:43 PM are necessary and an improvement. Lights near school zones do not need to be in effect during non-peak, school times.
lights are inefficient. Although the wait is not that long at lights people feel that it is and become 58 May 26, 2010 8:44 PM very impatient - running red lights for example. I am not aware of any other city having this light pattern. Its bizarre.
59 May 26, 2010 8:56 PM Current system has to go, have not heard of one person that does not agree!
I like the idea of the way the lights are currently as it gives you a chance to may a left hand turn other than at an intersection. Also for people who own property on Dogwood are able to actually back out to the street and have plenty of time to do so. That would have been very unlikely 60 May 26, 2010 9:11 PM before. I think the new light system is better than before, but perhaps just need to adjust them slightly. I know I hear lots of protest about the lights, but I do think it is better now. When I drive down Dogwood, I just make a game out of it and see if I can find the exact speed that will work, so that I can coast through all green lights without coming to a stop. It is a challenge but it can be done.
I like the traffic lights now and the ease of be able to turn in and out of businesses along 61 May 26, 2010 10:17 PM Dogwood coming from every direction.
62 May 26, 2010 10:29 PM It is frustrating. Drivers speed through lights in order to make it through the lights.
63 May 26, 2010 11:03 PM Light sychronization could be improved
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Comment Summary Page 6 of 7
64 May 26, 2010 11:21 PM Alder Street is now to busy.
I avoid Dogwood at all times. If your happy shoving traffic onto Alder and the hwy 19a, fine, Its 65 May 26, 2010 11:58 PM working
66 May 27, 2010 1:03 AM It is the most ineffecient traffic control system I have experienced on any road
The speed of commuters should be controlled by the RCMP not municipal engineers. Lights for cross traffic were not put into the equation when they planned the new system and they should 67 May 27, 2010 1:33 AM have been. The consultants whoever they were did not contact the community to find out how they wanted them to work. The previous question (#13) should not have read "no" but "yes to the decrease.
It is so much safer for my children and I when we walk along and cross Dogwood. We walk then 68 May 27, 2010 2:07 AM to school (EDM) and find the traffic flow is safer than it was previous to the new lights. Also, as driver I no Longer avoid Dogwood but drive it with confidence.
no hopefully u wont be a pussy and change it back, its change and people got used to it so 69 May 27, 2010 2:32 AM leave it alone, in fact live but ur decisions and don' now waste time doing surverys oh wait i regress it is great now!!!!!l!I thank you for doing something positive
70 May 27, 20102:42 AM Most people are using alternate routes because of the congestion on Dogwood.
This survey requires answers to questions that you should have statistical answers to. Is 71 May 27, 2010 3:04 AM theremore or less traffic? You tell me? Is it safer or more dangerous? You tell me. What do your statistics tell you? I just don't like the new traffic pattern and avoid Dogwood whenever possible.
Alder street is now PACKED and Peterson road as well. My kids used to walk along Peterson 72 May 27, 2010 3:04 AM and Alder but since it has been so busy I no longer feel safe letting them walk anywhere on the street.
Is there an increase in traffic on other routes because people are avoiding driving on Dogwood? 73 May 27, 2010 3:53 AM Does it make sense to jepordize the safety for people on other routes not necessarily meant for through traffic in an effort to make Dogwood safer by making people avoid it?
The traffic is all using Alder Street now and it is hard to get onto Alder Street from 7th Ave to tun 74 May 27, 2010 4:25 AM [eft
Make the side street waits much shorter. Use an example of how, say Victoria do it. It can be 75 May 27, 2010 4:29 AM done. The problem is that you have hired idiots who do not know what they are doing.
Traffic has changed as drivers are finding alternative routes to get to their destinations and I believe that the accidents that may have been a problem on Dogwood have found there way to 76 May 27, 2010 4:49 AM other streets. People also continue to cross the road outside of the crosswalks effecting the traffic flow.
The traffic light changes have likely adversely affected the businesses along Dogwood St. I try 77 May 27, 2010 4:49 AM to avoid the street.
78 May 27, 2010 5:24 AM no
Yes, why does the city not hire a traffic advisory consultant for traffic flow problems, signage, Page 108 of 165
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(some of which are assinine, and safety so they could possibly help improve the traffic congestion in some areas, If your idea of increased efficient traffic flow is messing with the light: by some amateur who hasn't got a clue (traffic in Vancouver runs much smoother even though the number of vehicles is much greater and the population also. I do not drive on Dogwood any more than I have to because sometimes 11 don't have 45 minutes to get from one end of 79 May 27, 20106:14 AM Dogwood to the other end when I can do in 15-20 minutes taking another or mlultiple routes. I think the 4 way stop sign at 2nd and Alder works much more efficiently than allthe traffic light changes over the past year but is unfortunately not practical for high volume traffic roads. Maybe drivers should have to be concerned about turning left, crossing an intersection, or just driving, i. just might make them safer drivers.
80 May 27, 2010 2:29 PM I now do my best to use Murphy and Alder Much better Also use evergreen to peterson.
Question 13 should be answered - yes traffic has decresed. If Campbell River is trying to be greener, it seems to me we should be moving people quickly from one place to another as to 81 May 27, 2010 2:34 PM minimize vehicle emmisions. No wonder Alder St has more than doubled the traffic volumes you've discoraged people to drive Dogwood
82 May 27, 2010 2:53 PM The lanes are pretty narrow.
83 May 27, 2010 5:36 PM just the lights,, and speed
There are now safety issues with people trying to 'beat the lights' by speeding, or simply ignorinc 84 May 27, 2010 6:11 PM a red and crossing the intersection when there are no vehicles going through.
85 May 27, 2010 7:16 PM the fact that now we have people running the red lights on a regular basis
86 May 27, 201010:10 PM You can fix it now or it will really get fixed in December 2011. Regardless in 2011 the entire situation will be changed to never happen again
87 May 27, 201010:34 PM The idiots who planned and promoted this system should be fired!!!
88 May 27, 2010 10:43 PM It seems really strange for one side of traffic to be moving and the other not.
89 May 27, 2010 10:56 PM I think it's just fine the way it is.
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File: 5100-01 TO: City Manager FROM: General Manager, Operations DATE: August 20, 2010 SUBJECT: Campbell River Airport Authority - Update
Recommendation: THAT Council receive the August 20, 2010 report from the General Manager of Operations entitled ‘Campbell River Airport Authority – Update’ as information. Background/Discussion: On February 19, 2010, the City received confirmation from the Island Coastal Economic Trust (ICET) that its funding application for the extension of the airport runway in the amount of $2.31 million had been approved. In approving this funding, ICET required that the City establish ‘a single purpose airport governance and management structure’ before December 31, 2010. Staff have subsequently developed terms of reference to satisfy this requirement and have engaged Zinc Communications – specifically, Mr. Chuck Fast, to evaluate options and to develop final recommendations. The attached research report represents the first of two deliverables and provides the background for airport governance patterns and trends within Canada. This report is being provided to Council for informational purposes and also to provide Council with an opportunity to provide specific direction (if desired) prior to developing the recommendations for the Campbell River Airport. Provided Council has no objections, Mr. Fast will be directed to proceed with the second phase of work which will provide Council with specific recommendations to satisfy the ICET requirements. This phase of work is expected to be ready for Council’s consideration by the latter part of October. Options: 1. Receive the report as information and await final recommendations of consultant; or, 2. Prescribe some or all of the components of the final recommendations.
Ron Neufeld, P.Eng General Manager of Operations
Attachment Airport Governance Models – Options to Consider for the Campbell River Airport (CYBL) (35 pages) Page 110 of 165 G:\Records Management File Index\4700-5199 Sec 10\5100\5100-01\RtC-AirpoprtAuthority-Sep7-10.doc
AIRPORT GOVERNANCE MODELS – OPTIONS TO CONSIDER FOR THE CAMPBELL RIVER AIRPORT (CYBL)
8/18/2010 RESEARCH REPORT
This research report outlines current airport governance patterns and trends. It summarizes key factors and issues for discussion when considering suitable governance models for the Campbell River Airport.
Prepared by Chuck Fast of Zinc PR for the City of Campbell River
Page 111 of 165
AIRPORT GOVERNANCE MODELS – OPTIONS TO CONSIDER FOR THE CAMPBELL RIVER AIRPORT (CYBL)
CONTENTS
OVERVIEW ...... 3
BACKGROUND ...... 3 National Airport Policy ...... 3 National Airport System Airports ...... 3
GOVERNANCE AND PUBLIC ACCOUNTABILITY ...... 4 Airports Test Accountability “Limits” ...... 4 Emergence of Public Accountability Principles for Canadian Airport Authorities (CAA) ...... 5 Governance Framework and the Canada Airports Act ...... 6
MUNICIPAL AIRPORTS IN BRITISH COLUMBIA ...... 7 Kelowna Airport ...... 7 Abbotsford Airport ...... 8 Kamloops Airport ...... 8 Cranbrook Airport ...... 8
BASIC ELEMENTS OF A STANDARD AIRPORT AUTHORITY ...... 9 Goals and Objectives ...... 9 Board Composition ...... 9
GOVERNANCE REQUIREMENTS & OPTIONS ...... 10 “Arm’s Length” Governance Options ...... 10 1. Creating a Stand‐alone Corporation ...... 10 2. Creating an Airport Commission through a Municipal Bylaw ...... 11
FACTORS TO CONSIDER/DISCUSS IN REVIEWING GOVERNANCE OPTIONS ...... 11
GOVERNANCE MODEL DECISION MATRIX ...... 13
OPTIONS ANALYSIS & REVIEW ...... 15
SUMMARY ...... 16
APPENDIX 1: PUBLIC ACCOUNTABILITY PRINCIPLES: VICTORIA AIRPORT AUTHORITY… ...... 17
APPENDIX 2: PUBLIC ACCOUNTABILITY PRINCIPLES: VANCOUVER AIRPORT AUTHORITY ...... 28
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OVERVIEW
Zinc Public Relations was retained by the City of Campbell River to provide a review of airport governance models and best practices to determine a suitable governance model for the Campbell River Airport. This report examines several successful airport governance models for municipally owned airports. The Kelowna, Abbotsford, Kamloops, and Cranbrook Airports have been chosen for this study as they are all municipally owned or operated and have demonstrated successful airport improvements with positive operational management. The report further examines the airport governance models that provide an “arm’s length” relationship to their municipality.
BACKGROUND
National Airport Policy The federal government began to divest itself of airport operations in 1994; it transferred the airports by way of federal lease for the larger airports and by way of sale for smaller airports. Transport Canada offered minor infrastructure improvements and operating grants to facilitate the transfer of smaller airports. The Transport Canada website provides a wealth of information on the airports transfer process and the classifications of airports.1
There are four main classifications of airports in Canada: National Airport System (NAS) Airports, Regional/Local Airports, Small Airports, and Remote and Arctic Airports. Campbell River is classified as a regional/local airport.2
National Airport System Airports The intent of the National Airports Policy is well defined through Transport Canada’s web site: “The primary intention of the NAP divestiture policy was to enable the not‐for‐profit airport authorities to develop their airports, reduce costs, tailor levels of service to local demand, and attract new and different types of business.”3 NAS airports comprise the 26 largest and busiest airports in the nation. In British Columbia there are four NAS airports; Vancouver, Victoria, Kelowna, and Prince George. Vancouver, Victoria and Prince George Airports were transferred to airport authorities incorporated under Part II of the Canada Corporations act. As NAS airports are still owned by the federal government, they are bound by public accountability principles.4 Kelowna, Kamloops, Abbotsford and
1 For an in depth explanation of NAP see Transport Canada’s web site http://www.tc.gc.ca/eng/mediaroom/backgrounders‐b04‐a008e‐2238.htm 2 http://www.tc.gc.ca/eng/programs/airports‐policy‐regionallist‐304.htm 3 http://www.tc.gc.ca/eng/mediaroom/backgrounders‐b04‐a008e‐2238.htm 4 Vancouver was leased to a Local Airport Authority and is not bound by the same public accountability principles as subsequently leased NAS airport. The Community Charter is considered more onerous than the public accountability principles imposed by Transport Canada. Kelowna reviewed the requirements of the proposed Canada Airports Act impact on municipal airports and determined the Community Charter provided acceptable guidance. Page 113 of 165
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Cranbrook Airports were transferred to local government5 and are guided by the principles of the Community Charter and the Local Government Act.
GOVERNANCE AND PUBLIC ACCOUNTABILITY
Airports Test Accountability “Limits” Public accountability came under closer political scrutiny as a result of the increased airport improvement fees (AIFs) required to facilitate the necessary infrastructure improvements primarily at the large federally leased airports. To complicate the issue, the federal government did not implement consistent accountability guidance for the first airports transferred to Local Airport Authority (LAA)6. “The LAA model was based on the premise that there would be no need for formal regulatory and oversight processes, if a system of checks and balances were provided [in the governance framework]…It now appears that a number of these checks and balances have not operated as expected. While the actual performance of the LAAs does not appear to have been materially affected by deficiencies in the checks and balances, the concern is that such deficiencies may result in an 7 inability to address problems should they arise.”
This development meant that all airports subsequently transferred were transferred to Canadian Airport Authorities (CAAs) as opposed to LAAs. The prime difference being that Canadian Airport Authorities had consistent public accountability rules enforced by way of their federal leases.
By the time the Toronto Airport transferred, public accountability requirements for federally owned airports were well identified. In the case of the Toronto Airport Authority it was stated: “The GTAA must abide by strict principles of public accountability ‐‐ thereby ensuring that the concerns of airport users, the local community and the taxpayer are not superseded by those of private interests. As is required under the National Airports Policy, the authority's board of directors is composed of representatives from the community, various levels of government, as well as business, labour and consumer interests.”
The increased public accountability requirements for federally owned airports were well identified. In the case of the Toronto Airport Authority it was stated: “The GTAA must abide by strict principles of public accountability ‐‐ thereby ensuring that the concerns of airport users, the local community and the taxpayer are not superseded by those of private interests. As is required under the National
5 Kamloops Airport was transferred to a Society created under the BC Society Act. However, the membership consists of the Mayor, one Council member, and the city administrator. The decision to create a Society was made to limit airport liability for the City. The main function of the Society is to address the airport’s capital requirements as the airport is operationally managed under contract with Vancouver Airport Services. 6 Vancouver, Calgary, Edmonton and Montreal (Dorval and Mirabel) are LAA airports. 7 http://www.tc.gc.ca/eng/policy/report‐ace‐laa‐laa1‐1067.htm Page 114 of 165
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Airports Policy, the authority's board of directors is composed of representatives from the community, various levels of government, as well as business, labour and consumer interests.”8
The governance model chosen for the Campbell River Airport will need to ensure a high degree of public accountability remains in place when the airport authority is created.
Emergence of Public Accountability Principles for Canadian Airport Authorities (CAA) The CAA transfer process assured future airport transfers of federally owned NAS airports would have consistent provisions for public accountability. The federal government negotiated with the LAAs to adopt a similar framework for public accountability which became the subject of much debate.9 Undoubtedly, the federal announcement concerning the reduction in ground lease costs to NAS airports was only possible after the public accountability framework for all NAS airports was resolved.10
Transport Canada’s Press Release Control of Pearson Airport Transferred to Greater Toronto Airport Authority, December 2, 1996 discusses the difference between the CAA and LAA models. In this document, Transport Canada outlines how the CAA model of airport governance differs in important ways from the Local Airport Authority (LAA) model in place for the airports at Vancouver, Calgary, Edmonton and Montreal (Dorval and Mirabel):
“Most of these differences centre on the fact that Canadian Airport Authorities, unlike LAAs, must abide by enhanced and explicit principles of public accountability. These differences include the following:
• As a general practice, Canadian Airport Authorities must either put to public tender any goods, services or construction contracts in excess of $75,000, or explain in their annual report their reasons for not doing so. LAAs, by contrast, are free to award such contracts under their own self‐determined guidelines. • Canadian Airport Authorities must include on their boards of directors representatives of the broad cross section of interests outlined above, thereby ensuring that the overall public good is protected. LAAs are only required to have local government resolutions of support for their board structure; specifically identified interests are not obliged to be represented. • Canadian Airport Authorities must make available to the public all relevant documentation related to the airport transfer. LAAs are not formally obliged to do likewise. • Canadian Airport Authorities are required to establish a consultative committee to provide for an effective dialogue with the local community on
8 Transport Canada Press Release Control of Pearson Airport Transferred to Greater Toronto Airport Authority December 2, 1996 http://www.tc.gc.ca/mediaroom/releases/nat/1996/96_h190E.HTM 9 Transport Canada, Air Policy, LAA Lease Review 10 Through the airport rent review process Victoria Airport Authority’s rent for all of the federal airport assets was reduced to $500,000 per year. Page 115 of 165
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matters related to the airport. LAAs have no formal obligation to set up a similar committee. • Finally, Canadian Airport Authorities are required to publish a report on the remuneration paid to each director and either the salary or salary range of each of the authority's senior officers. LAAs are not formally obliged to make such information public.”11 Embedded in the leases for CAA airports is the Public Accountability Principles for Canadian Airport Authorities. An example of how this is incorporated into policy can be viewed on the Victoria Airport’s web site12 and also in this research report as Appendix 1. It should be consulted as a reference.
The Vancouver Airport has dealt with their public accountability by declaring their intent and action plan as Board Policy13. An excerpt from this document has also been included in this document as Appendix 2. Declarations of public accountability and transparency such as Vancouver Airport’s are common practice today.
It should be noted that the trend for all airports, even at the municipal level, is towards greater administrative transparency. This requirement has implications for municipal resources, as it demands a significant amount of administrative resources to comply with this high and growing level of administrative reporting and public accountability communication.
Governance Framework and the Canada Airports Act To provide further assurance of public accountability, the federal government introduced a bill in June of 2006 to provide an accountability framework for Canada’s largest airports. Although the bill has not yet passed it was intended to apply to all airports that reach a threshold of 300,000 passengers per year for three consecutive years regardless of ownership. Of significance was the intention of the Act, as outlined by Transport Canada, to provide “a complete, modern, corporate regime and governance framework tailored to the unique circumstances and structure of airport authorities.”
“The proposed Act provides for a more balanced representation on the boards of directors of the airport authorities through consultation with and nominations from local governments and the non‐ governmental sector, including, at the largest authorities, the air carrier industry. The role of boards and the obligations of the authorities will be outlined in the Act. The Act will provide for independence and conflict of interest provisions for directors and officers.”14
The proposed Canada Airports Act also provides a governance framework for airport authorities to include the make‐up of an Airport Board. It would be prudent to adopt some of this guidance to shape the formation of an independent authority for the Campbell River Airport.
11 Transport Canada Press Release Control of Pearson Airport Transferred to Greater Toronto Airport Authority December 2, 1996 http://www.tc.gc.ca/mediaroom/releases/nat/1996/96_h190E.HTM 12 http://www.victoriaairport.com/pdfs/public%20accountability.pdf 13 http://www.yvr.ca/en/about/accountability.aspx 14 http://www.tc.gc.ca/eng/mediaroom/releases‐nat‐2006‐06‐h053e‐1596.htm Page 116 of 165
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MUNICIPAL AIRPORTS IN BRITISH COLUMBIA
Many of BC’s airports were transferred from the federal government to local governments though the National Airports Policy15 program. A further examination of several of the successful BC airports and their governance models was undertaken to define the possibilities for a Campbell River Airport Authority.
For the purpose of this examination, airport success is defined as having a significant passenger throughput and a recent capital upgrade program. The following airports will be examined: Kelowna, Abbotsford, Kamloops and Cranbrook. Although Kamloops is owned by a BC Society, it is included in this analysis as their Airport Society’s membership only consists of local government representatives.
AIRPORT OWNER/OPERATOR 2009 PASSENGERS RECENT CAPITAL PROGRAM
Kelowna TC/Municipality 1,367,631 $36 million
Abbotsford Municipality 495,467 $30 million
Kamloops Kamloops Airport Authority Society 260,371 $25 million
Cranbrook Municipality 105,000 $12 million
Kelowna Airport The Kelowna Airport is a highly successful city run municipal airport. Kelowna is a National Airport Systems Airport that is leased by the federal government to the Municipality. The airport serves the City and surrounding region and has seen phenomenal passenger growth over the years. As well it has a very active aerospace sector.
Kelowna has an extensive capital program to support the ongoing growth at the airport. Their current $36 million capital program extended the runway to 8900’, provided a terminal expansion, constructed a new airport access road and provided parking lot improvements. The airport is not run at arm’s length to the municipality and is run as one of fifteen city departments. Kelowna Airport does have an airport advisory committee to provide Council advice on the long term development of the airport.
15 The status of airport transfers is available on the Transport Canada website. http://www.tc.gc.ca/eng/programs/airports‐ status‐menu‐441.htm Page 117 of 165
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Abbotsford Airport The Abbotsford Airport is a municipally owned airport that was divested from Transport Canada in 1997. The airport serves the region and provides an alternative option to Vancouver Airport. It has an active $30 million capital program which will provide a parallel taxiway and an apron expansion. The airport is run at arm’s length by way of a municipal bylaw16 which delegates to the airport commission, any or all of the administrative powers of the Council over property acquired, held or used for the airport.
Kamloops Airport The Kamloops Airport is owned and operated by an airport authority; the airport was divested from Transport Canada in 1997. Airport operations were contracted to Vancouver Airport Services (YVRAS) through a 45 year lease. The Kamloops Airport’s recent $25 million program expanded runway and enhanced the terminal building including seismic upgrades, an expanded Canada Border Services Agency program, additional check‐in area and upgrades needed to the security and electrical systems. The Kamloops Airport Authority Society is constituted under the BC Society Act and operates at arm’s length.
Although the Kamloops Airport Authority Society operates at arm’s length, there are three members of the Society: a Council Member appointed as President to represent the City, the person employed from time to time as the Chief Administrative Officer of the City, the person elected or acclaimed from time to time, in accordance with the Local Government Act, to the position of Mayor to the City.
Cranbrook Airport The Cranbrook Airport is owned and operated by the municipality. It was divested by Transport Canada in 1997 to the municipality. The municipality contracted airport operations to Vancouver Airport Services. The recently completed $12 million capital program extended the runway and renovated and expanded the new terminal building. The airport is not operated at arm’s length to the City.
16 Abbotsford Airport Authority Bylaw, 2008, Bylaw No. 1783‐2008. http://www.abbyviews.com/Documents/DocumentList.aspx?ID=2609&Search=1&Result=3 Page 118 of 165
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BASIC ELEMENTS OF A STANDARD AIRPORT AUTHORITY
Goals and Objectives The goals and objectives of an airport authority are generally the same whether it is formed as a separate corporation or delegated administrative powers through a municipal bylaw. They are fairly standard. Typically the goals and objectives of an airport authority would include the following items, which have been formatted in this list to reflect the situation of the Campbell River Airport:
• To acquire all of, or an interest in, the property comprising the Campbell River Airport.
• To undertake the management and operations of the Campbell River Airport and associated facilities in a safe and efficient manner for the general benefit of the public.
• To develop, maintain and operate the Campbell River Airport, including facilities for passengers, flight instruction, and aircraft accommodation, maintenance and overhaul.
• Whenever possible to undertake the development of the lands of the Campbell River Airport that are available for uses compatible with air transportation activities.
• To advocate, generate and participate in economic development projects and undertakings that are intended to expand British Columbia's air transportation facilities and to generate economic activity in all areas compatible with air transportation.
• To enter into contract with any person, body corporate, government or government ministry, department or authority which may further the purposes of the Authority.
• To secure air transportation services for the Campbell River area.
• To develop airport lands for aerospace or any other aviation‐related industry or complimentary commercial venture that conforms to the Airport’s Master Plan.
Board Composition The role of the airport authority board will need clarity for it to be effective. The depth of that role will in turn influence the governance option chosen for the authority. The more responsibilities that are assigned to the Board, the more autonomous it will need to be to perform effectively.
Board size plays a key role in its effectiveness. Current practice suggests a Board size of nine to thirteen works best. Smaller boards feel more ownership and responsibility for their work17 and are easier to manage. Equally challenging will be recruiting qualified board members and identifying the performance measures so that the Board can evaluate its effectiveness.18 The term for Board members
17 Council on Foundations, Board Briefing: Board Size, January 2006 18 See National Study of Board Governance Practices in the Non‐profit and Voluntary Sector in Canada, 2006 Strategic Leverage Partners Inc., http://www.cvsrd.org/eng/docs/Policy%20and%20Practice/National%20Study%20of%20Board%20Governance.pdf Page 119 of 165
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will also need careful consideration. Longer terms tend to be most effective: they allow the Board members to develop a very good understanding of the Board’s role in strategic planning for the airport.
Board size is varied for the airports covered by this research. The proposed Canada Airports Act legislates a Board size of eleven to fifteen Directors. The make up of the Board under the Act is quite prescriptive.
GOVERNANCE REQUIREMENTS & OPTIONS
As a condition of project funding provided to the City of Campbell River by the Island Coastal Economic Trust (ICET) funding, the Board of Directors of ICET requires the City to create a single purpose airport governance and management structure to be implemented before December 31, 2010. This requirement has been endorsed by Council and has been referred to as an “at arm’s length” organization such as an airport commission.
There are two distinct ways of creating an at arm’s length organization to manage an airport: by creating a separate corporation to oversee the airport or by delegating the administrative powers of Council over the airport to a commission.
A corporation could be formed under the BC Society Act or federally through Industry Canada. All of the City’s airport assets would then be transferred to that corporation for the purpose of managing and operating the airport. The corporation would be a stand‐alone legal entity that would assume all of the risks associated with running an airport. The corporation is set up as not for profit with any excess revenues used for capital improvements.
Typically corporations that were created to facilitate the divestiture of airports from Transport Canada are federally incorporated. However, the Kamloops Airport Authority is incorporated under the BC Society Act. The degree of autonomy for an airport commission is generally stronger if it is incorporated federally.
The second way to create at an arm’s length organization would be for Council to pass a municipal bylaw to delegate to a commission, any or all of the administrative powers of the Council over property acquired, held or used for the airport. Note that the members of an Authority are not held liable in their personal capacity for any debt or liability of the Authority, that liability remains with the municipality.
“Arm’s Length” Governance Options Two options meet the ‘at arm’s length’ requirement for ICET funding. These are (1) creating a stand‐ alone corporation or (2) adopting a municipal bylaw where any or all of the administrative powers of Council over property acquired, held or used for the airport are delegated to an airport commission.
1. Creating a Stand‐alone Corporation
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The stand‐alone corporation could be constituted federally or provincially. The two corporations will be considered independently as there are subtle differences that could affect the independence of the authority. Federally constituted corporations generally have more autonomy but less latitude in the way they operate.
2. Creating an Airport Commission through a Municipal Bylaw This involves drafting a municipal bylaw that would define how the Airport Authority will be established, the duties and powers delegated to the Authority, procedures governing the conduct of the Authority, its finances, and any unique human resource requirements such as the ability of the Authority to appoint an airport manager. The municipal bylaw could be amended from time to time to satisfy the needs of the Airport Authority and Council.
FACTORS TO CONSIDER/DISCUSS IN REVIEWING GOVERNANCE OPTIONS
The needs of the airport authority and Council will likely differ somewhat and influence the factors considered. The governance option chosen must satisfy the needs of the airport authority to enable them to meet their goals and objectives, and at the same time satisfy any concerns of Council about transferring the airport assets to an airport authority.
The following list provides a summary of key factors to discuss when considering the most appropriate governance model for the Campbell River Airport:
A. The airport authority must be at “arm’s length”.
This requirement has been imposed by ICET as a condition of funding. The option chosen must satisfy this requirement.
B. The authority must be transparent and accountable.
Transparency and accountability are key requirements of federally leased airports. The proposed Canada Airports Act would mandate transparency and accountability requirements for all airports with a passenger throughput of 300,000 annually regardless of ownership. It would be prudent to require suitable transparency and accountability measures for the Campbell River Airport Authority.
C. The ability of the Authority to borrow funds will likely prove crucial to its success.
Debt servicing is usually accomplished through an Airport Improvement Fee (AIF). Access to the Municipal Finance Authority to borrow funds for capital improvements would prove beneficial, therefore, the ability of the Airport Authority to access MFA funding is considered.
D. There will be times when the Airport Authority’s responsiveness to Council’s needs are questioned.
The governance option chosen will affect how responsive the Airport Authority can be.
E. Does Council choose the Airport Directors?
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How the airport directors are chosen influences the independence of the airport authority. Director selection is specified in the constituting documents and varies with the governance option chosen.
F. Airport liability: who assumes this?
The liability associated with running an airport can be transferred to an airport authority if properly constituted. The Authority’s liability is mitigated through incorporation and appropriate insurance. At the time of airport transfer from Transport Canada, many municipalities chose to form an airport authority to reduce liability to the municipality.
G. The Authority has the ability to negotiate leases.
Limits on the airport authority’s ability to negotiate leases can be imposed with certain governance options.
H. The Authority has the ability to set airport fees and charges.
Limits on the airport authority’s ability to set fees and charges can be imposed with certain governance options.
I. It is desirable to have the Airport Authority’s long term vision integrated into Official Community Plan.
That requirement can be integrated into the constituting document if desired.
J. Will municipal assets be available to the airport authority?
Small airports have a very difficult time becoming financially viable. It is likely the Campbell River Airport will need an operating grant in the early years of being operated by an authority. Having access to available municipal resources and manpower will reduce the need for an operating grant.
K. Will the airport assets revert to municipality in the case of default?
This is an important consideration when choosing a governance option.
L. Can Council dissolve the airport authority at a future date?
The ability of future Council’s to dissolve the airport authority will be determined by the governance option chosen and the membership of the authority.
M. Are the Airport Authority assets taxable?
The ability of the airport authority to pay taxes will be difficult in the early years of the airport being operated by an authority. Some governance options require the airport authority to pay taxes on the common use airport property. Taxation should be considered in the selection of a governance option.
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GOVERNANCE MODEL DECISION MATRIX
FEDERAL MUNICIPAL FACTORS TO CONSIDER BC SOCIETY BYLAW CORPORATION (COMMISSION)
A. Authority at arm’s length Yes Yes Yes
B. Authority is transparent and accountable Possible1 Possible2 Yes
C. Authority has access to MFA loans Possible3 Possible4 Yes5
D. Authority responsive to Council No6 Possible7 Possible
E. Council chooses Airport Directors Limited8 Possible9 Yes
F. Authority assumes airport liability Yes Yes No
G. Authority negotiates leases Yes Possible10 Possible11
H. Authority sets airport fees and charges Yes Possible12 Possible13
I. Authority’s long term vision integrated into OCP Possible Possible Possible
J. Municipal assets available to the authority Possible Possible Yes
K. Airport assets revert to municipality in the case of default Yes Yes Yes
L. Council can dissolve authority No14 Possible15 Yes
M. Authorities assets are taxable Yes16 Yes No
NOTES ON MATRIX RATINGS 1. Appropriate measures can be included into the constituting documents to guarantee transparency and accountability. The proposed Canada Airport Act specifies appropriate measures. 2. Appropriate measures can be included into the constituting documents to guarantee the desired outcome. 3. Authority will need to borrow funds from time to time for capital improvements. MFA funding is possible by way of political process. The alternative would be through commercial sources. 4. Same issue as #3, directly above.
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5. The Airport’s capital needs would be incorporated into the City’s overall requirements if the authority is constituted by municipal bylaw. 6. The Directors’ fiduciary duty is to act in the best interests of the corporation. From time to time those interests may differ from the Council of the day. 7. The Members of the Society can be limited to elected officials and municipal employees to ensure responsiveness. 8. The authority’s bylaws determine how the airport directors are chosen. Those bylaws can be amended by the authority as they are a stand‐alone legal entity. The Canada Airports Act restricts political involvement with the authority. 9. The authority’s Directors can be appointed by Council if constituting documents specify those appointments. 10. Limits may be imposed by way of constituting documents. 11. Limits would be specified in the bylaw. 12. Limits may be imposed by way of constituting documents. 13. Limits would be specified in the bylaw. 14. Authority is a separate legal entity. 15. Although the Authority would be a separate legal entity, the will of Council could be imposed if the Authority’s membership is restricted and opposing Directors are replaced. 16. If the airport is transferred to an independent authority, the assets of the authority become taxable at a prescribed rate. The City may give a permissive exemption but the Province does not.
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OPTIONS ANALYSIS & REVIEW
To operate and manage the Campbell River Airport as a stand‐alone entity, three possibilities are available: create a federally incorporated body, create a provincially incorporated body, or delegate Council’s administrative powers over the airport to an airport commission.
1. Federal incorporation of a Commission without share capital under Part II of the Canada Corporations Act. This is the most common corporation formed for the management of larger federally leased airports as well as many smaller divested airports such as the Nanaimo Airport. The Commission is provided broad base guidance with the objects of the Commission defined in its Letters Patent. Airport Authorities of airports owned by the federal government have limits of authority in place by way of their federal lease. Divested airports had limits placed on them as well but those restrictions were generally time limited and expired after five years.
The Commission is a stand‐alone legal entity whose fiduciary duty is to act in the best interests of the corporation. The Commission has the legal right to amend its bylaws as it sees fit. Federal incorporation would provide the airport authority with the greatest latitude to operate and manage the Campbell River Airport. Public accountability and transparency would be voluntary until the airport passes the 300,000 annual passenger threshold. The airport assets could be leased by the City to the airport authority to provide a degree of ‘control’ over the airport assets.
2. Provincial incorporation under the BC Society Act. The Airport Society functions in a similar fashion to a federally incorporated body. However, the membership can be limited to elected municipal officials and their employees with the remaining Directors appointed by Council. The Society has the obligation to operate solely in the best interests for the airport, but the reality is that with a restricted membership, the direction and vision for the airport will be very aligned with the Council of the day.
3. Through a municipal bylaw, delegate any or all of the administrative powers of the Council over property acquired, held or used for the airport to a Commission. The municipal bylaw would define how the Commission will be established, the duties and powers delegated to the Authority, procedures governing the conduct of the authority, finances, and unique human resources requirements. The municipal bylaw can be amended from time to time to satisfy the needs of the airport authority and the Council. The municipal bylaw will need to ensure that sufficient administrative powers of Council are delegated to the Commission to satisfy the ‘at arm’s length’ requirement of the ICET funding. The municipal bylaw which created the Abbotsford Airport Authority is considered to meet the ICET requirement.
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SUMMARY
The degree of influence that Council wishes to have over the airport authority will likely be the key determining factor for constituting the airport authority.
A municipal bylaw delegating administrative powers to a commission offers Council the most flexibility and can meet the arm’s length requirement. Creation of a corporation under the BC Society Act can make the airport authority accountable especially if the Society’s membership is restricted to elected officials and their employees. A federally incorporated authority is guided by its Letters Patent and is the most autonomous entity whose mandate is to act in the best interests of the corporation.
The success of the airport authority no matter how it is constituted will be greatly influenced by the directors’ terms and appointment process. A balance will need to be found that will satisfy the authority’s need for a large degree of autonomy to fulfill its mandate and Council’s need to ensure that the operation of the airport remains transparent and accountable.
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APPENDIX 1:
PUBLIC ACCOUNTABILITY PRINCIPLES: VICTORIA AIRPORT AUTHORITY
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Public Accountability Principles for Canadian Airport Authorities
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Schedule B—Public Accountability Principles for Canadian Airport Authorities
The Canadian Airport Authority (CAA) shall be incorporated in a manner consistent with the following principles:
1. Not-for-profit Corporation
The CAA shall be incorporated as a “not-for-profit” corporation under the Canada corporations Act Part II or under appropriate provincial legislation.
2. Purposes (Objects) of the CAA
The CAA shall be incorporated for the general benefit of the public in its region and its purposes shall to: a) manage, operate and develop the airport(s) for which it is responsible in a safe, secure, efficient, cost effective and financially viable manner with reasonable airport user charges and equitable access to all air carriers; b) undertake and promote the development of the airport lands for which it is responsible for uses compatible with air transportation activities; c) expand transportation facilities and generate economic activity in ways which are compatible with air transportation activities. In the execution of its purposes the CAA shall confer regularly with governments and community entities on matters affecting the operation and development of the airport(s) for which it is responsible and shall engage in only those activities that are consistent with its purposes.
3. Definition of “Airport(s)”
The term “airport(s)” in the articles of incorporation shall mean the premises which Transport Canada will lease to the CAA and other airports for which the CAA may later assume responsibility.
4. Composition of the Board of Directors and Qualifications of Directors
The CAA shall be comprised of a board of directors of Canadian citizens nominated and appointed through a process acceptable to the local/regional municipal governments and the federal government; 1
1 Note: In this document the expression “Nominators” is similar in meaning to the expression “Appointers” used within the Alberta Regional Airports Authorities Act (Bill 14).
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The CAA board of directors shall be representative of the community and, as far as practicable, shall consist of individuals who collectively have experience and have shown capacity in such disciplines as air transportation, industry, aviation, business, commerce, finance, administration, law, government, engineering, the organization of workers, or the representation of the interests of consumers, and who have the business acumen and experience to assist in the management of the affairs of the CAA as an ongoing, viable, commercial enterprise.
The board of directors shall include at least one representative of the business community, one representative of organized labour and one representative of consumer interests, each of whom shall be identified as such.
Directors of the CAA shall not be elected officials nor government employees.
The Chair of the board of directors shall not have been an elected official or government employee at any time during the two years prior to his2 election as Chair of the board of the CAA.
5. Acceptance of the Process for Nominating, Appointing and Revoking the Appointments to the Board of Directors
Acceptance of the process of nominating, appointing and revoking the appointments to the board of directors shall be expressed by resolution of the councils of the local and regional governments as applicable and in writing by the Minister of Transport prior to the submission of an application for incorporation of the CAA.
6. Number of Directors
The board of directors shall have no fewer than seven and no more than fifteen members, and may include up to two directors nominated by the federal government and one director nominated by the provincial government. However, the federal government reserves the right to nominate an additional director to any CAA during the period in which it continues to be subsidized by the government. In this circumstance the permitted maximum number of directors shall be sixteen.
7. Appointment/Nomination of Directors
Nominations to the board of directors shall be made formally by a body or bodies corporate. The majority of all directors shall be nominated by local/regional
2 Wherever “his” is used it shall be interpreted as “his” or “her”.
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The federal government may nominate up to three directors, as set out in Section 6, who shall reside in the province in which the airport is located.
The provincial government shall be invited to nominate one director who shall reside in the province in which the airport is located and, where appropriate, also represent the satellite communities served by the airport.
The board of directors and, prior to incorporation of the CAA, the applicants for incorporation, shall consult with the nominators prior to the appointment of their respective director(s): a) to ensure that the candidates for the board of directors meet the qualifications set out in this document; and b) to comply with the Declaration provision set out in Section 9 (Conflict of Interest). The board of directors of the CAA itself may nominate no more than three directors. Each director shall be appointed by the board of directors to hold office during good behaviour for a term not exceeding four years. No director shall serve for more than two terms or eight years, whichever is longer.
8. Revocation of Directors’ Appointments
The board of directors shall, normally at the request of the nominator of a particular director, by resolution approved by no less than two thirds of all directors of the CAA except the director in question, remove that director for cause.
Directors who were nominated by the board of directors of the CAA may have their appointment revoked by a resolution passed by no less than two thirds of all directors of the CAA except the director in question.
9. Conflict of Interest
A. Declaration
Prior to accepting an appointment to the board of directors the nominee shall
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notify the CAA board of directors and his nominator in writing of any business activity by the nominee or his associate (as defined in the Canada Business Corporations Act) which would pose an actual or perceived conflict of interest in his capacity as a director of the CAA. The nominator may then decide to withdraw the nomination and, in any event, the board of directors itself shall then decide whether the nominee should be disqualified from appointment to the board of the CAA.
Similarly, if a change or anticipated change in circumstances creates for a director a continuing conflict of interest he shall inform the CAA board of directors and his nominator in writing. The board of directors shall then consult the nominator and promptly decide thereafter whether the appointment should be revoked.
B. Code of Conduct
The board of directors shall adopt a Code of Conduct in its by-laws for directors, officers and employees, designed to prevent real and perceived conflicts of interest.
The Code of Conduct shall be provided to the nominators and published in local media at least 30 days prior to the first annual general meeting of the CAA together with invitations for written and oral comments to be submitted by the public. Subsequently, the Code of Conduct and proposed amendments shall be provided to nominators at least 30 days before each annual general meeting.
The Code shall be no less stringent than the rules respecting conflict-of- interest applicable to a director of a company incorporated under the Canada Business Corporations Act.
As a member of the CAA board of directors, each director holds a fiduciary duty to the CAA notwithstanding whatever relationship exists between himself and his Nominator (or the so-called “Appointer”).
C. Non Arm’s Length Transactions
The CAA shall obtain prior acceptance by the Minister of Transport that the financial terms and conditions of each intended use and occupancy of airport premises which would not be at arm’s length from the CAA would produce for the CAA, gross revenue equivalent to that from an arm’s length use and occupancy of the premises.
The annual report shall provide information concerning the parties, the
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financial particulars and circumstances of each such transaction entered into in the preceding year.
10. Public Tenders
To the extent practicable and with due consideration to Canada’s international obligations, CAAs, which are private sector “not-for-profit” corporate entities, shall endeavor to optimize Canadian content and industrial benefits in their procurement of goods, services and construction contracts, particularly in the are of high technology services and equipment and construction contracting, in line with good private sector commercial practices where there is sufficient competition for such procurement in the Canadian market. As a general practice, goods, service and construction contracts in excess of a total value of $75,000 (1994 dollars subject to annual adjustment for inflation) shall be awarded following a competitive public tendering process. The CAA shall report at its annual general meeting and in its annual report information concerning the contractor, the amounts and the circumstances of each such contract in excess of $75,000 which was not awarded on the basis of a public tendering process in the preceding year and the reasons for doing so.
11. Audits
The CAA shall cause financial audits to be conducted in accordance with generally accepted auditing practices. Transport Canada shall at any time have the right to cause a complete audit by an independent auditor of the CAA’s entire business affairs, records and procedures.
12. Annual General Meetings and Reporting to the Public
The CAA shall hold annual general meetings open to the public at which audited financial statements and the annual report are presented. The CAA shall, within 135 days of the end of each of its fiscal years, hold an annual general meeting relating to the management, operation and maintenance of the Airport, at a location on or near the Airport and in premises that are adequate for the size of audience that may reasonably be anticipated. The CAA shall: • give at least 30 days’ prior notice of each annual general meeting by using appropriate media to ensure public awareness of the meeting; • afford a reasonable opportunity to the public for the asking of questions and the expressing of views;
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• ensure that at least a majority of the members of its board including the Chair (or in the event of his or her inability to attend, the Vice Chair) and the Chief Executive Officer are present at each annual general meeting; and • present to the annual general meeting copies of its audited annual financial statement approved by the board, together with the auditor’s report and the CAA’s annual report for the previous year. In advance of each annual general meeting the CAA shall publish an annual report which shall include the financial statements of the CAA, the annual auditor’s report, a summary of its affairs during the previous fiscal year and it shall, as a minimum: a) report on performance relating to the business plan and objectives established by the CAA for the previous year and, as applicable, the past five year period; b) explain variances and corrective actions taken by the CAA; c) present for the up-coming year and for the forecast five-year period a summary of its business plan including specific objectives (measurable where feasible) relating to the purposes of the Authority; d) report on the remuneration provided to each of the members of the board of directors and either the salary or salary ranges of each of the senior officers of the CAA; e) report on the CAA’s compliance and/or non compliance with the Conflict of Interest principles (paragraph 9). The annual report shall be provided to each nominator and the Minister of Transport in advance of the annual general meeting as well as to the public on request.
13. Public Notice of Changes in User Charges
The CAA shall give not less than 60 days advance public notice through appropriate local media of planned increases in airport user charges (excluding rent). The notice shall include an explanation of the justification for such increases.
14. Community Consultative Committee
The CAA shall establish a Community Consultative Committee to provide for effective dialogue on matter related to the airport, including: • the dissemination of information on airport matters and plans; • the timely discussion of planning and operational matters; and
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• the consideration of municipal concerns. The Committee shall meet no less than twice each year. It shall be generally representative of the community and shall include persons capable of representing the interest of consumers, particularly the traveling public, and organized labour.
15. Special Meetings with the Nominators (or the so called “Appointers”)
At the request of any nominator, the CAA shall cause a meeting to be held with the duly authorized representatives of the nominators at which the Chair and such other directors and officers of the CAA shall be present to respond to questions on matters of public interest concerning the business of the CAA. The request shall state the general nature of the business to be discussed.
16. Reporting to Nominators (Appointers)
A director shall report in general terms to the representative of his nominator, no less than once a year, information on the affairs of the CAA that is not confidential to the CAA. Ideally the board of directors as a whole should report collectively to the representatives of all the nominators.
17. Performance Review
• at least once every five years, the CAA shall cause a review of the CAA’s management, operation and financial performance to be conducted by a qualified independent person (“the reviewer”). • the reviewer shall prepare a written report incorporating his findings on the review. • the performance review shall be conducted on such additional occasions as the board of directors or a majority of the nominators may demand; • the report of the reviewer shall include but not be limited to:
a) the terms of reference of the review;
b) the extent to which the CAA was operating i) a safe and efficient service to the pubic; and ii) an efficiently run undertaking in accordance with its business plans and purposes
c) the extent to which financial and management control and information systems and management practices were maintained in a manner that provided reasonable assurance that i) the assets of the CAA were safeguarded and controlled; and
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ii) the financial, human and physical resources of the CAA were managed economically and efficiently and its operations carried out effectively. d) any further information that is reasonably required by any nominator or a majority of the board of directors of the Authority; and e) any concerns or qualifications that the reviewer has with respect to any matter described in this subsection.
The report shall be provided to the Minister of Transport within three months of the commencement of the review. The reviewer shall also provide to each nominator both a report and a summary of the report, excluding commercially confidential material or personnel information of a private nature. If issues arise in the course of the review which prevent it being concluded on time an interim report and summary shall be submitted by the reviewer by the due date and a final report shall be submitted not later than six months after the commencement of the review. The summary of any interim report and of the final report shall be provided to the public on request.
Any nominator shall have the right to convene a meeting of the board of directors with the reviewer and the other nominators to determine, with the reviewer, the course of action to be taken to resolve problems disclosed by the reviewer’s report.
18. Public Access to Documents
The CAA shall make available to any person, on request, for examination at its head office during its usual business hours and free of charge: a) the current Airport Master Plan; b) a summary of its current business plan for a five (5) year period; c) the most recent and the previous annual financial statements of the CAA and of each of its subsidiaries and of each corporation whose accounts are consolidated in the CAA financial statements, all with the accompanying auditors’ reports on them; d) its five (5) most recent annual reports each of which shall include a general summary of its affairs during the previous fiscal year; e) summaries of its five most recent business plans; f) its articles of incorporation and by-laws, including any amendments thereto; and g) all signed airport transfer agreements as related to the transfer of the airport.
The CAA shall provide to any person, on payment of a reasonable fee, a copy of any document or portion of any document referred to above.
Victoria Airport Authority Policy & Procedures Manual ϖ Public Accountability Principles for Canadian Airport Authorities Page 136 of 165 8 of 9 ϖ Public Accountability Principles for Canadian Airport Authorities Victoria Airport Authority Board of Directors Policy & Procedures Manual
19. Dissolution or Winding Up of CAA
In the event of dissolution or winding up of the CAA all remaining assets, after payment of the CAA’s liabilities, shall be distributed to the Government of Canada or alternatively to a successor organization to the CAA, acceptable to the Government of Canada.
20. Amendments to Articles of Incorporation & By-laws
No changes to the articles of incorporation or by-laws, insofar as they relate to the matters covered in these accountability principles, shall be made without the prior written approval of the Minister of Transport. These 20 principles will be carried forward in the CAA constating/incorporating documents (e.g. Letters Patent and General Operating By-law), the ground lease or other instruments, as appropriate.
Victoria Airport Authority Policy & Procedures Manual ϖ Public Accountability Principles for Canadian Airport Authorities Page 137 of 165 9 of 9 ϖ Public Accountability Principles for Canadian Airport Authorities AIRPORT GOVERNANCE MODELS – OPTIONS TO CONSIDER FOR THE CAMPBELL RIVER AIRPORT (CYBL)
APPENDIX 2:
PUBLIC ACCOUNTABILITY PRINCIPLES: VANCOUVER AIRPORT AUTHORITY
Page 138 of 165
Page 28 Vancouver International Airport Authority Governance Rules & Practices Board Manual Tab 12
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1. WHAT IS ACOUNTABILITY
“Accountability” means being able to explain or account for one’s conduct and actions. This definition leads to further questions: to whom does one account and against what standard do people judge the success of one’s actions.
1.1 Background
Transport Canada examined these questions when it decided to devolve airports to local control. It set three objectives for devolution: a) improve accountability relative to the federal operation of airports, b) attain commercial viability, and c) enhance local economic development. It then examined a number of models ranging from fully private, for-profit corporations to various quasi-government authorities.
A for-profit private sector company enjoys the benefit of simplicity in terms of understanding its accountability. Both practice and legal precedent make it clear that the company accounts to its shareholders, and it is judged on whether or not it increases the value of those shareholders’ investment. Transport Canada rejected this model as there was little experience with it at the time as well as concerns regarding the balancing of shareholder versus local community interests.
Transport Canada also rejected various other “government” scenarios, such as Crown Corporations and transfer to a different level of government control. Transport Canada rejected these models because it was unclear that they could run commercially viable airports—other levels of government faced the same budget issues as Ottawa. In addition, while the lines of accountability—to some form of elected body—seemed clear on the surface, in practice politicized governance structures often obfuscated accountability due to conflicting political agendas and influences. Indeed, the first objective for Transport Canada’s devolution was to “improve accountability” as this was recognized to be an issue. Pressure to devolve airports arose in large part because of the perceived lack of accountability in the existing government model.
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1.2 The Canadian Solution
Transport Canada opted for a unique Canadian model, a locally-controlled, not-for- profit, private sector airport authority. Under the policy for creation of local airport authorities, the local community established the structure of the airport authority board; Vancouver chose a structure with combined government and professional representation. While directors could be appointed by local and regional governments, however, Transport Canada explicitly stated that directors could not be elected officials or government employees. It also made clear that each director had a fiduciary duty to the airport authority.
Transport Canada’s foresight in adopting this model is supported in a study of several U.S. airports. The study found that airports with less politicized governance structures performed better and were more innovative; the study states “the challenges of the air transport industry are seemingly better met by governing structures that reduce local and regional politics and allow airports to operate more like their private business partners.” 1
1.3 How is this model of airport authority accountable?
Under this type of governance structure the answers to the questions “who does the Authority account to” and “has it met the community’s standard for success” appear less obvious. Airport authorities account not to their shareholders but to their stakeholders, which includes the Nominating Entities, business partners and the local community. How can such a diverse group of stakeholders judge the Authority’s performance? Transport Canada answered this question by setting out “objects”, i.e., a mandate, for the airport authority and certain accountability principles incorporated in the Ground Lease. The airport authority must account to the community on whether its actions furthered the mandate. This structure imposes a greater burden of communication on local airport authorities. As stated in the study of U.S. airports mentioned above, airports must “prove their commitment to accountability through their actions.” 2
1 Tarry, Scott E., Innovation in the Administration of Public Airports , published by the PricewaterhouseCoopers Endowment for the Business of Government, March 2000, p.34. The report goes on to state “Reducing politics and increasing autonomy [of airport authorities] are both attractive outcomes, but not without a clear appreciation that airports must remain accountable to both their business partners and the public.” 2 Ibid, p. 35. OrigAIP:19Sept00efd20Apr01;None:Cons.Ctte 5.2.4eff22May0320Apr06;OBC26Mar07; BOD revisionPage 1Apr08gov; 140 of 165 page 2 LastS&P ver: 30/04/09 30/03/09 s[6] r:\manual\02\t12acctbltrnsprnt.doc Vancouver International Airport Authority Governance Rules & Practices Board Manual Tab 12
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2. HOW IS THE AUTHORITY ACCOUNTABLE
2.1 Mission and Mandate
The Authority’s mission is to serve the community by building outstanding airports. As noted above, the federal government set out “objects” for Canadian airports to establish a standard against which to measure whether or not the airport is operating for the general benefit of the public in its region.
These objects are included in the Authority’s objects of incorporation, i.e., the Authority’s mandate; its accountability can be measured against its performance in fulfilling these objects. The public can ask and the Authority must answer:
(a) does the Authority manage and operate Vancouver International Airport in a safe and efficient manner for the general benefit of the public;
(b) does the Authority undertake and promote the development of the lands of the Vancouver International Airport for uses compatible with air transport activities;
(c) does the Authority generate, suggest and participate in economic development projects and undertakings which are intended to generate economic activity and to expand British Columbia’s transportation facilities in all areas compatible with air transportation; and
(d) does the Authority assemble information, advise on and otherwise contribute to the advancement of air transportation.
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2.2 How the Authority Accounts for Its Actions
To support its mission, the Authority has divided the activities necessary to achieve its corporate mission into five priority areas: People; Passengers; Partners; Profitability and Plant. The communities that the Authority serves are the first group mentioned under Partners. The Authority’s policy is to be both accountable to the community and transparent in its relations with business. The Authority accounts for its actions to the community in a number of ways. It is the responsibility of the Governance Committee of the Board to ensure that management is observing these accountability mechanisms, which include:
• publication of an annual report, which will include information set out using a sustainability framework, including sections on governance and the Authority’s environmental, social and economic performance. The annual reporting also will include the Authority’s non-consolidated and consolidated financial statements. • publication on line of a more detailed Sustainability Report including further detail on the Authority’s environmental, governance, social and economic performance; • holding an Annual Public Meeting; • holding of an annual meeting with the Nominating Entities and additional meetings as may be required; • holding of an annual meeting with the Province (Joint Planning and Coordination Committee); • maintaining a corporate communications policy; the substance of which will be reviewed annually by the Governance Committee and approved by the Board; • establishment of the following standing consultation committees: − Aeronautical Noise Management Committee; − Airline Consultative Committee; − Airline Operators Committee; and − Environmental Advisory Committee; and meeting with these committees a minimum of twice annually; • the Richmond Accord; • meetings/consultation with local city councils; • publication of an annual noise report on the website; • extensive public consultations on the periodic renewal of the airport MasterPlan and Land Use Plan, the latter of which is also subject to approval by the Minister of Transport; • consultations with the relevant stakeholders on other airport plans and policies, including but not limited to the 10 Year Capital Plan, the schedule of airline fees
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and charges, the noise management plan, the environmental management plan, the schedule of airport maintenance charges, and airport operation procedures; and • maintaining the corporate website.
2.3 Measuring Performance
The Authority’s performance will be measured in a number of ways which are visible to the public. The Authority will: • conduct quarterly in-terminal surveys and provide a summary of the annual survey results to the Nominating Entities and to the public upon request; • conduct a GVRD survey at least once annually and provide a summary to the Nominating Entities and to the public upon request; • continue to participate in the ACI Survey program on airport service quality and provide an annual summary of the Authority’s rankings to the Nominating Entities; • engage a qualified independent consulting firm via a competitive public process to conduct the 5-Year Performance Review that will include an assessment of the extent to which and how well the Authority has fulfilled its objects during the period covered by the Review. As mandated in the corporate by-laws, the Authority will prepare the list of qualified independent consultants in consultation with the Nominating Entities. Once the Review is completed, the Authority will provide copies to the Nominating Entities and publish it on the Authority website.
In addition to the above “macro” performance measures, the Authority will set measurable targets, where feasible, in its business and strategic plans. As required in the corporate by-laws, summaries of the current business plan and of the five most recent business plans will be available to the public for examination upon request. The Authority will provide an explanation of any substantial variance from the performance targets in its business plan in the Annual Report.
3. TRANSPARENCY
3.1 Financial Reporting
The annual report is the primary vehicle for reporting on the financial performance of the Vancouver Airport Authority. In response to community feedback that it wished to see more transparent reporting on how the Vancouver Airport performed, the annual report document contains the unconsolidated annual financial statements for
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the Vancouver Airport Authority. The audited consolidated financial statements, which include financial information on the Vancouver Airport and the Authority’s subsidiaries, is also made public via publication on the Authority website with hard copies made available upon request. The Authority’s significant accounting policies are set out in the notes to the financial statements.
3.2 Purchasing
The Authority will be transparent in its purchasing practices. The Authority’s Purchasing policy will be public. As a general practice, all contracts for the procurement of goods, service and construction services with a value in excess of $100,000 (in 2000 dollars) will be awarded through a competitive public process. The Authority will provide an indication of the evaluation criteria that will be used to assess offers. The Authority will publish a list in its Annual Report of any contract in excess of $100,000 (in 2000 dollars) which was not awarded through a competitive public process along with the reason or reasons why.
3.3. Fees and Charges
The Authority will be transparent in the establishment of fees and charges. For example, when negotiating with the airlines on aeronautical and terminal charges, it will provide an explanation of how the fees were set and calculated. It will also explain how other fee schedules, for example Facility Permit Fees, are set.
With regard to the Airport Improvement Fee or any future passenger facility charge, the Authority will continue to make public the reason for imposing the fee or making a change to an existing fee.
3.4 Process for Consultative Committees and Public Meetings
The Authority will maintain Terms of Reference for the four standing consultative committees; the Terms of Reference will be developed with input from the committee members. Each committee will have procedures for raising issues and calling an extraordinary meeting. The minutes of these meetings will be provided to all members, including those not at a meeting. With the concurrence of the committee members, minutes of the meeting or a summary will be made available to the public.
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There is an annual public meeting. In addition, public consultations will be held when the Authority periodically revisits the airport’s MasterPlan and Land Use Plan. These public consultations will be advertised in a timely manner both in the local media and on the Authority’s website and held in a venue that is sufficient for the anticipated audience. Appropriate documents will be available in advance.
3.5 Contacting the Authority
The Authority maintains a number of methods for the general public to contact the Authority. These include: • submitting questions through the website; • filling in customer comment cards available throughout the airport; • contacting the citizen representatives on the Noise Management and Environmental Advisory Committees; • calling the general inquiries, noise information or employment information lines; and • calling or writing to individual Authority Departments.
The public is also welcome to contact the Office of the President and CEO. In addition, the Authority maintains a speakers bureau and welcomes opportunities to speak to community groups and organizations.
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ACTING FOR SOCIAL JUSTICE AGIR POUR LA JUS
August 6, 2010
Dear Mayor and Councillors:
RE: DEMAND A PERMANENT EXEMPTION FROM THE CANADA-EU CO MPREHENSIVE ECONOMIC AND TRADE AGREEMENT (CETA)
The Canada-EU Comprehensive Economic and Trade Agreement (CETA) is sh aping up to be a big topic at the Union of British Columbia Municipalities (UBCM) Convention.
We have many concerns about the CETA and the impact the Agreement could have on BC municipalities if it isn't stopped.
The European Union is demanding full access to SUb-national purchasing and contracting in Canada, including municipalities. The goal is to prohibit government policies and actions that favour local businesses or promote social objectives.
Over $100 billion in annual public purchasing is on the table. Powerful European corporations, particularly the French water multinationals, are pressing for the deal. "
In December 2009, the Europeans presented their opening demands. A leaked copy of the document reveals European negotiators want access to "all entities" in the MASH sector: "Municipalities, municipal organizations, school boards and publicly-funded academic, health and social service entities."
European negotiators specifically name 41 communities, such as Abbotsford, Vancouver, Richmond, Coquitlam, Burnaby, Victoria and Kelowna - but all municipalities are covered.
The Europeans specifically target: "All entities" providing municipal drinking water, water and wastewater operations, among others; Purchasing done by 17 government transportation bodies (TransLink), 26 airport authorities (including Vancouver, Prince George, Kelowna and Victoria) and 19 port authorities (including Nanaimo, Port Alberni, and Prince Rupert) Municipal and provincial power utilities (like BC Hydro); and All provincial government departments.
The City of Burnaby recently passed a resolution for the upcoming UBCM requesting that the provincial government negotiate a clear, permanent exemption for municipalities from CETA.
We hope that your community could support this resolution and notify the UBCM of the importance of addressing this agreement at Convention. It's important for municipalities to speak up now as the federal government wants a deal by the end of 2011 and will make offers around negotiations in October 2010. Page 146 of 165
B.C. FEDERATION OF LABOUR (CLC) • 200 - 5118 Joyce Street, Vancouver, Be V5R 4H1 Tel: (604) 430-1421 Fax: (604) 430-5917 Website: www.bcfed.ca E-Mail: [email protected] We are asking for your support in this matter and want to let you know that there is community support for an exemption. Please do not hesitate to be in touch if you have further questions.
Yours sincerely, /7
;1, CARLEEN PICKARD Director of Organizing, The Council of Canadians BARRY O'NEILL President, CUPE BC Division ",g,pe JS/mz 0500-10Iet-JS CETA Itr to Mayors and Councillors Page 147 of 165 B.C. FEDERATION OF LABOUR (CLC) • 200 - 5118 Joyce Street, Vancouver, Be V5R 4H1 Tel: (604) 430-1421 Fax: (604) 430-5917 Website: www.bcfed.ca E-Mail: [email protected] Sample Resolution WHEREAS the government of Canada and the European Union have been negotiating a trade agreement known as the Comprehensive Economic and Trade Agreement (the "CETA"); and WHEREAS the European Union and European corporations are insisting on full access to procurement by sub-national governments- including municipalities, school boards, universities, hospitals and other provincial agencies - which could significantly reduce or eliminate the right to specify local priorities when public money is invested in goods, services or capital projects; and WHEREAS Canadian municipalities have expressed growing concerns with trade agreements and their potential impacts on municipal programs and services and local autonomy; and WHEREAS unfettered access to Canadian municipal procurement by European corporations may encourage privatization and reduce economic development options for local communities; and WHEREAS the BC government and other provincial governments have been actively involved in negotiating CETA with the European Union; and WHEREAS The City of Burnaby is calling on the Union of BC Municipalities to request that the provincial government negotiate a clear, permanent exemption for municipalities from CETA; now THEREFORE BE IT RESOLVED that the City of X support the Burnaby resolution and encourage the UBCM to make it a high priority at this year's Convention. Page 148 of 165 B.C. FEDERATION OF LABOUR (CLC) • 200 5118 Joyce Street, Vancouver, BC V5R 4H1 Tel: (604) 430-1421 Fax: (604) 430-5917 Website: www.bcfed.ca E-Mail: [email protected] New trade deals undermine loea I power , ~ Canadians want their communities governed In December 2009, the Europeans presented in the public interest. Municipal action supporting their opening demands. A leaked copy of the local jobs and community businesses is crucial, document reveals European negotiators want especially in tough economic times. access to "all entities" in the MASH sector: "municipalities, municipal organizations, school Yet Canadian municipalities are rapidly losing boards and publicly-funded academic, health and their ability to build local economies. The federal social service entities:' government is pursuing international and inter provincial trade deals that target municipal powers European negotiators specifically name 41 and services, without meaningfully consulting local communities, such as Trois-Rivieres, Abbotsford, governments. Kingston, Edmonton and Halifax - but all munici palities are covered. Municipal powers being eroded include the ability to promote community economic develop The Europeans target: ment by purchasing local goods and services and hiring local workers; policies promoting social • "all entities" providing municipal drinking water, objectives such as ethical procurement; and the listing Toronto and Edmonton water and ability to ensure services like wastewater treat wastewater operations, among others; ment are provided locally. • purchasing done by 17 government trans portation bodies (such as TransLink in EU targets public purchasing Metro Vancouver and OC Transpo in Ottawa), 26 airport authorities (including those in Canada and the European Union (EU) are Charlottetown and Saskatoon) and 19 port close to concluding a sweeping new pact that authorities (including the Nanaimo and goes beyond the North American Free Trade Saguenayauthorities); Agreement (NAFTA). The Canada-EU Compre • municipal and provincial power utilities (like hensive Economic and Trade Agreement (CETA) Hydro-Quebec and Manitoba Hydro); and has major implications for Canadian municipalities. • all provincial government departments. The EU is demanding full access to sub national purchasing and contracting in Canada, The Canadian government has asked the including municipalities. The goal is to prohibit Europeans to include investor-rights rules like government policies and actions that favour local those in NAFTA's Chapter 11. Chapter 11 gives businesses or promote social objectives. Over private corporations the power to sue govern $100 billion in annual public purchasing is on the ments for their policies and decisions. table. Powerful European corporations, particularly If signed, the Canada-EU deal's damaging the French water multinationals, are pressing for effects will quickly spread. NAFTA's "most the deal. favoured nation" clause requires Canada to rkingfor Canadian communities / Canadian Union Page 149 of 165 I of Public Employees cupe.ca extend CETA's provisions to U.S. and Mexican Internal deal tightens enforcement corporations. \ More CETA information, including a copy The interprovincial Agreement on Internal of the EU demands, is available at Trade (AIT) has recently become even more www.tradejustice.ca restrictive. The federal and provincial governments have agreed to new financial penalties and a binding mechanism to settle disputes between "Buy American" deal sells Canada provinces. The new rules open provincial govern short ments to fines of up to $5 million for perceived violations of the agreement. As municipalities The temporary Canada/U.S. Procurement are creations of the provinces, municipal local Agreement (CUPA) is Canada's response to "Buy economic development policies can be attacked American" provisions in the U.S. Recovery Act. under the AIT, and provinces can be fined for The CUPA was unveiled on Feb. 5, 2010, and them. covered contracts for just seven federally-funded U.S. stimulus programs. Protect local democracy Because the deal was so late and so limited in scope, Canadian suppliers had just 12 days to These new trade deals will significantly restrict compete for less than two per cent of the approx the economic and social policies of democratically imately US$275 billion in procurement funding. elected municipal governments. Despite the direct impact of these deals on cities and towns, In exchange, the Canadian government made the federal government is not consulting mean significant concessions. Canada has guaranteed ingfully with local governments. It's time to slow U.S. suppliers access to most provincial and these agreements down and bring municipalities municipal infrastructure projects until September to the table, to protect local democracy and 2011. More fundamentally, Canada has given in public services. to longstanding U.S. pressure by permanently binding provincial and municipal purchasing under the World Trade Organization's Agreement on Government Procurement. This is the first time Canadian sub-national procurement has been covered under an international trade deal. The new deal will prevent provincial and municipal governments from favouring local goods or suppliers and using government purchasing as a policy tool. Meanwhile, dozens of local governments and states in the U.S. continue their longstanding practice of favouring local suppliers and workers. "Buy American" policies are almost fully intact. The CUPA is remarkably lopsided. It will hamstring Canadian municipalities that want to use purchasing to support community economic development and job creation. Oownload this fact sheet and others at cupe.ca/fcm Page 150 ofcope491/May 165 2010 RSPC Campbell River C Social Planning Committee Request for Funding for a Social Planning Coordinator The purpose of the Campbell River Social Planning Committee has been to advocate for a Social Plan for the City of Campbell River. The Committee has been active since 2003 and has grown as a grass roots initiative to involve diverse representation from agencies and interested individuals in the community. The Social Planning Committee formulated a set of goals and conducted several focus groups for validation of the goals. The Committee then, with the assistance of the Social Planning and Research Council of BC (SPARC BC), organized and hosted two community development workshops to identify gaps and set critical priorities for improving social and health services in Campbell River. The Committee also compiled a social development assets inventory to assist with this process. It is clearly evident that to move from paper to action the Committee needs the support of a dedicated coordinator. Coordinator Role: The coordinator would work with and under the direction of the Campbell River Social Planning Committee to: • record and maintain meeting minutes and maintain contact lists for the Committee and its sub-committees • assist the Committee with liaison with Campbell River City Council and staff, and other key partners • increase awareness amongst local agencies, coalitions, groups and the public about the gaps and priority actions for strengthening the social safety net in Campbell River • promote local leadership and partnerships for implementing priority actions • increase awareness and use of the Supporting Our Social Mosaic Workshop Report as a source of evidence of need in grant applications and for informing operational planning by the City, community agencies, coalitions, groups and funding bodies • assist with monitoring progress and new developments in priorities to ensure responsiveness to community needs • assist with communications This is a critical time for action for the community of Campbell River. The social development challenges in Campbell River are diverse and unpredictable. This points to the necessity for a well supported social planning effort that ensures resources are matched with needs, efforts are coordinated, duplication is reduced, and progress with implementing priority actions is supported and tracked. We propose that funding support for the Social Planning Committee to include a paid Coordinator position could be a partnership between the Province and City of Campbell River. August 27, 2010 Page 151 of 165 City of Campbell REPORT TO COUNCIL River Legislative Services Bylaw File No.: 3426 TO: City Manager FROM: Legislative Services Manager/Deputy City Clerk DATE: August 31,2010 SUBJECT: 2715 Soderholm Road Park Dedication Removal Bylaw No. 3426, 2010, Alternate Approval Process Recommendation: That 2715 Soderholm Road Park Dedication Removal Bylaw No. 3426, 2010 be adopted. Background: Earlier this year the owner of 2721 Soderholm Road wrote a letter to the City of Campbell River expressing an interest to purchase 2715 Soderholm Road. The owner would like to purchase the property and consolidate it with his adjacent lot. 2715 Soderholm Road is designated as park and was originally intended for use as a tot lot. There are however no plans for the property and it is no longer considered a necessary holding by the Parks Department. At its May 11, 2010 meeting Council directed staff to initiate the Alternate Approval Process for the purpose of removing the park dedication from 2715 Soderholm Road. The City would be in a position to sell the property once it is no longer designated as park. Discussion: The authority to dispose of park land is included in Section 27 of the Community Charter, which requires park disposal or exchanges to receive the assent of the electors. Assent of the electors can be obtained by either a referendum or the Alternate Approval Process under Section 86 of the Community Charter. The Alternate Approval Process provides that Council may proceed with the adoption of Bylaw 3426, 2010, unless at least 10% of the electors object and indicate by signing elector response forms. At the July 20,2010 meeting Council approved: • August 30, 2010 as the deadline for receiving elector responses, • The elector response form, a copy of which is attached; and • 23,323 as the number of electors for the City of Campbell River, of which 10% is 2,332. Notice of the Alternate Approval Process was advertised as required by the Local Government Act. The City did not receive any elector response against the bylaw; therefore, as Deputy City Clerk, I hereby certify that the elector response received is not sufficient to prevent Council from adopting Bylaw 3426. Page 152 of 165 G:\Legislative ServiceslAlternate Approval Process\2010\2715 Solderholm RoadlAlternate Approval Process 2715 Solderholm Rd- Adoption Report to Council. doc Page 1 of 2 Communications: The owner of 2721 Soderholm Road will be advised of Council's decision. Respectfully submitted, Legislative Services ManagerlDeputy City Clerk Attachment: Bylaw 3426, 2010 Elector Response Form Page 153 of 165 Ref: G:ILegis/ative ServiceslAlternate Approval Processl201012715 Solderholm RoadlAlternate Approval Process 2715 Solderholm Rd- Adoption Report to Council. doc Page 2 of 2 City of Campbell River Elector Response Form 2715 Soderholm Road Park Land Dedication Removal Bylaw No. 3426,2010. I, the undersigned elector, residing or owning real property within the City of Campbell River ("City'?, do hereby present my name on this elector response form for purposes of OPPOSING the City Council adopting 2715 Soderholm Road Park Land Dedication Removal Bylaw No. 3426, 2010, authorizing the removal of the park land designation without first obtaining the assent of the electors by a vote (referendum). I acknowledge that I am a person who would otherwise be entitled to register and vote in respect of this matter, had the assent of the electors by voting been required. I hereby certify that: 1 . I am 18 years of age or older; 2. I am a Canadian citizen; 3. I have lived in British Columbia for at least 6 months immediately before signing this elector response form; 4. I have lived in the City for at least 30 days before signing this elector response form; 5. In the case of a Non-Resident Property Elector: a) I am not entitled to vote as a Resident Elector in the City for purposes of this matter; b) I have been a registered owner of real property in the City for at least 30 days before signing this elector response form; c) I acknowledge that I may sign this elector response form on behalf of only one property that I own in the City; d) If there is more than one individual who is the registered owner of the property, only one of those individuals may sign this elector response form in relation to the property, assuming the Non-Resident Property Elector has the written consent of the number of individuals who, together with the person signing this elector response form constitutes a majority of the registered owners. e) The only persons who are registered owners of the real property are individuals who do not hold the property in trust for a corporation or another trust. 6. I am not disqualified from voting under the Local Government Act or any other enactment or otherwise disqualified by law from voting. I understand and acknowledge that I may not sign an elector response form against Bylaw No. 3426 more than once and may not withdraw my name from an elector response form after August 30, 2010. I understand and acknowledge that this elector response form must be received by the City no later than 4:30 pm on August 30, 2010. In an effort to obtain signatures with respect to this matter, I declare that I have not knowingly made any false or misleading statements to another person with respect to this elector response form, action or other matter to which this elector response form relates. Signed original elector response forms must be returned to the City, Monday through Friday, 8:30 a.m. to 4:30 p.m., excluding public holidays, on or before 4:30 p.m. on Monday, August 30, 2010 by delivery to the Deputy City Clerk, 301 St. Ann's Road Campbell River, B.C. V9W4C7 FULL NAME OF ELECTOR (please print): FULL RESIDENTIAL ADDRESS OF ELECTOR or address of Property if Non-Resident Property Elector (please print): SIGNATURE OF ELECTOR: Section 86(7) of the Community Charter requires the elector's full name and residential address or the address of the property in relation to which the person is entitled to register as a Non-Resident Property Elector in order for this response form to be counted. Page 154 of 165 CITY OF CAMPBELL RIVER PROVINCE OF BRITISH COLUMBIA BYLAW NO. 3426 A BYLAW OF THE CITY OF CAMPBELL RIVER TO REMOVE A DEDICATION OF PARK LAND. WHEREAS the property known as 2715 Soderholm Road was dedicated as park land through the act of subdivision; AND WHEREAS Council has determined there is no longer a need for that land to be designated as park; AND WHEREAS pursuant to the provisions of the Community Charter in relation to establishing parks, Council may, by bylaw, dispose of park land; AND WHEREAS public notice is to be given as required by Section 94 of the Community Charter; NOW THEREFORE the Council of the City of Campbell River, in open meeting assembled, enacts as follows: 1. This Bylaw may be cited for all purposes as “2715 Soderholm Road Park Land Dedication Removal Bylaw No. 3426, 2010. 2. The park dedication on the land on subdivision Plan 32966, Section 21, Township 1, Comox District, as outlined on the map marked as Schedule ‘A; attached hereto and forming part of this bylaw, is hereby removed. 3. This Bylaw shall take effect upon the adoption thereof. Read a first time on the 20th day of July , 2010. Read a second time on the 20th day of July , 2010. Read a third time on the 20th day of July , 2010. A Public Notice was advertised in two issues of the Campbell River Mirror newspaper on the 23rd and 28th day of July, 2010. Received the approval of the electors under Section 27 of the Community Charter by way of the Alternate Approval Process on the 30th day of July, 2010. Adopted on the day of , 2010. ______MAYOR ______DEPUTY CITY CLERK Page 155 of 165 SCHEDULE ‘A’ Page 156 of 165 2715 Soderholm Road Park Land Dedication Removal Bylaw No. 3426, 2010 Page 2 of 2 CITY OF CAMPBELL RIVER COUNCIL MINUTES COUNCIL MEETING, TUESDAY, AUGUST 24, 2010 at 7:30 PM in the City Hall Council Chambers, 301 St. Ann's Road, Campbell River, BC. PRESENT: Chair - Mayor C. Cornfield, Councillors: A. Adams, R. Grant, R. Mennie, Z. Stewart, M. Storry, G. Paul - Acting CAO; R. Milnthorp - General Manager, Parks, Recreation & Culture; D. Morris -General Manager, Facilities and Supply Management; R. Neufeld - General Manager, Operations; W.T. Halstead - General Manager, Corporate and Protective Services/City Clerk; , J. Douglas - Communications Advisor; I. Buck - Acting Land Use Services Supervisor; I. Baikie - Deputy Fire Chief; L. Ciarnello - Human Resources Manager; T. Bate - Legislative Services Administrative Assistant. 1. COUNCIL IN-CAMERA MEETING 1.1 Resolution to move In-Camera 10-0563 Storry/Stewart THAT Council move In-Camera under the authority of Section 90 (1) (a), (c), (j) & (k) of the Community Charter. CARRIED 1.2 NOTE: Issues discussed In-Camera are not open to the public. 2. COUNCIL OPEN MEETING 3. APPROVAL OF THE AGENDA 3.1 Approval/modification of the Agenda. 10-0564 Grant/Stewart THAT the Agenda be approved by removing item 9.1 and 9.2. CARRIED 4. COMMISSION/COMMITTEE REPORTS 4.1 Representatives from the Future of Forestry Task Force (FFTF) presentation and report regarding an update on the FFTF activities. Nigel Ross introduced Task Force members Colleen Evans and George Page 157 of 165 Page 1 of 7 Regular Council Meeting Minutes - Tuesday, August 24, 2010 Lambert. Mr. Ross provided an overview on the status of the Task Force and the Wood First and Community Forest Subcommittees. Ms. Evans provided an overview of the Business Enabling, Communications and Education/ Centre of Excellence Subcommittees. Mr. Lambert provided an overview of the Coast Forest Policy and Events Subcommittees. 10-0565 Stewart/Adams THAT the Future of Forestry Task Force report regarding an update on FFTF activities be received. CARRIED 5. DELEGATIONS/PRESENTATIONS 5.1 Carol Chapman, Canada Day Committee Chair, introduced Committee members Ian Baikie, Cyriel DeBruyne and Scott McAlpine, provided a video and Overview of 2010 Canada Day Events and thanked all the sponsors and volunteers of the event. Cyriel DeBruyne, Manager of Quality Foods, thanked Mayor and Council for the opportunity to be part of such a great community event. Council received the Canada Day Committee Chair's report regarding an overview of 2010 Canada Day Events. 6. STAFF REPORTS 6.1. ADMINISTRATION 6.1.1 Acting CAO's August 19, 2010 report regarding the retirement of W.T. Halstead. Mayor Cornfield provided information on Mr. Halstead's tenure with the City and thanked him for his dedication and commitment to the City over 31 years. Various Councillors expressed their well wishes to Mr. Halstead in his retirement and thanked him for all his help and expertise over the years. 10-0566 Adams/Grant THAT the August 19, 2010 memo from the Acting CAO and August 16, 2010 letter of retirement from Bill Halstead be received. CARRIED Page 158 of 165 Page 2 of 7 Regular Council Meeting Minutes - Tuesday, August 24, 2010 L. Ciarniello left the meeting at 7:22 p.m. 6.2. PARKS, RECREATION & CULTURE 6.2.1 General Manager of Parks, Recreation and Culture's, August 12, 2010 report regarding the Baikie Island Restoration Project. 10-0567 Adams/Storry THAT Council receive the General Manager of Parks, Recreation and Culture's, August 12, 2010 report regarding the Baikie Island Restoration Project; AND THAT Council approve the allocation of $200,000 from the Community Works Fund for the Baikie Island Restoration Project and amend the 2010 Financial Plan accordingly. CARRIED J. Douglas left the meeting at 8:26 p.m. 7. CORRESPONDENCE 7.1 June 28, 2010 Correspondence from Denis Lemelin, National President of the Canadian Union Postal Workers regarding the Canadian Postal Service Charter and the Future. 10-0568 Stewart/Mennie THAT the June 28, 2010 correspondence from Denis Lemelin, National President of the Canadian Union Postal Workers regarding the Canadian Postal Service Charter and the Future be received. CARRIED 8. BYLAWS AND PERMITS 8.1 General Manager of Operations' August 4, 2010 report regarding Major Development Permit for 181-191 Larwood Road. 10-0569 Grant/Mennie THAT Council approve MJP-10-028 for the construction of a veterinary clinic at 181/191 Larwood Road. CARRIED 8.2 General Manager of Operations' August 13, 2010 report regarding Strata conversion for existing duplex at 431 Quadra Avenue. 10-0570 Grant/Adams THAT Council, in accordance with Section 242 of the Strata Property Act, approve the tentative approval letter attached to the General Manager of Page 159 of 165 Page 3 of 7 Regular Council Meeting Minutes - Tuesday, August 24, 2010 Operations’, August 13, 2010 report outlining the terms and conditions that the applicant must comply with to receive final approval for the existing duplex located at 431 Quadra Avenue (SRC-10-37), legally described as Lot 4, Section 31, Township 1, Comox District, Plan 35636. CARRIED 10-0571 Grant/Adams THAT Council, in accordance with Section 242(10)(a) of the Strata Property Act delegate authority to the Deputy Approving Officer for issue of the tentative approval letter attached to the General Manager of Operations’, August 13, 2010 report for the Strata Conversion of an existing duplex at 431 Quadra Avenue. CARRIED 10-0572 Grant/Adams THAT Council authorize the Mayor and Clerk to final approve the plans for registration in accordance with requirements under the Strata Property Act, when all terms and conditions of the tentative approval letter attached to the General Manager of Operations’, August 13, 2010 report have been satisfied. CARRIED 8.3 General Manager of Operations' August 12, 2010 report regarding Strata Conversion for existing duplex at 421 Quadra Avenue. 10-0573 Grant/Adams THAT Council, in accordance with Section 242 of the Strata Property Act, approve the tentative approval letter attached to the General Manager of Operations’, August 12, 2010 report outlining the terms and conditions that the applicant must comply with to receive final approval for the existing duplex located at 421 Quadra Avenue (SRC-10-036), legally described as Lot 3, Section 31, Township 1, Comox District, Plan 35636. CARRIED 10-0574 Grant/Adams THAT Council in accordance with Section 242 (10)(a) of the Strata Property Act delegate authority to the Deputy Approving Officer for issue of the tentative approval letter attached to the General Manager of Operations’, August 12, 2010 report for the Strata Conversion of an existing duplex at 421 Quadra Avenue. CARRIED Page 160 of 165 Page 4 of 7 Regular Council Meeting Minutes - Tuesday, August 24, 2010 10-0575 Grant/Adams THAT Council authorize the Mayor and Clerk to final approve the plans for registration in accordance with requirements under the Strata Property Act, when all terms and conditions of the tentative approval letter attached to the General Manager of Operations’, August 12, 2010 report have been satisfied. CARRIED 8.4 General Manager of Operations' August 16, 2010 report regarding Development Application Fees. 10-0576 Adams/Grant THAT Council direct staff to prepare the necessary bylaw to establish development fees as follows: • Set Official Community Plan (OCP) amendment fees at $2,000 (base fee) plus $500 public hearing fee; • Set Zoning amendment fees at $2,000 (base fee) plus $500 public hearing fee; • Set combined OCP/Zoning base application fee at $3,200 plus $500 public hearing fee; • Set Major Development Permit fees at $2,000 (form and character base fee) plus $500 each for the following additional components; environmental assessment, geotechnical assessment, variance request; • Set Minor Development Permit fees at $750; • Set amendments, renewals (time extensions) to existing Major Development Permit fees at $1,000; • Set Development Variance Permit fees at $750; • Set Board of Variance fees at $500; • Set a registration fee of $30 for all applications that require registration of a notice on title (e.g. Development Permit, Development Variance Permit, Temporary Commercial Permit); • Set Temporary Commercial Industrial Permit fees at $1,500; • Set renewal for Temporary Commercial Industrial Permit fees at $1,500; • Set the fee simple and bare land strata subdivision fee to $750 for application and first lot created plus $125 for each additional lot created; • Set strata title conversion fees to $750 plus $100 per unit; • Set the time extension or amendment to preliminary layout approval to $750; and • Set the final approval fee for fee simple and bare land strata subdivisions, and strata conversion at $1000. Page 161 of 165 Page 5 of 7 Regular Council Meeting Minutes - Tuesday, August 24, 2010 CARRIED 10-0577 Adams/Grant THAT Council, subject to adoption of the bylaw to amend the development fees, approves the addition of a full-time Planning Technician position within the Land Use Services Department. CARRIED 8.5 Ticketing for Bylaw Offences Amendment Bylaw No. 3428, 2010. 10-0578 Adams/Grant THAT the Ticketing for Bylaw Offences Amendment Bylaw No. 3428, 2010 be adopted. CARRIED 8.6 General Manager of Operations' August 10, 2010 report regarding Subdivision and Development Servicing Bylaw No. 3419, 2010 & 2010 Design Standards as Appendix A. 10-0579 Grant/Adams THAT the Subdivision and Development Servicing Bylaw No. 3419, 2010, along with the 2010 Design Standards as Appendix A be adopted. CARRIED Councillor Stewart opposed. 9. MAYOR/COUNCIL REPORTS 10. MINUTES 10.1 August 10, 2010 Regular Council Minutes. 10-0580 Adams/Grant THAT the August 10, 2010 Regular Council Minutes be adopted as amended by replacing "Park" with "Paul" in item 8.1. CARRIED 11. OTHER MINUTES 11.1 August 5, 2010 Development Advisory Commission meeting minutes. Councillor Adams requested that the Master Transportation Plan be referred to the Development Advisory Commission for review. 10-0581 Adams/Grant Page 162 of 165 Page 6 of 7 Regular Council Meeting Minutes - Tuesday, August 24, 2010 THAT the August 5, 2010 Development Advisory Commission meeting minutes be received. CARRIED 12. UNFINISHED BUSINESS In response to Councillor Stewart, D. Morris advised that staff has reviewed Quesnel's Wood Trust Bylaw No. 1675 and has based the Draft Wood Trust Policy largely on this bylaw. 13. NEW BUSINESS 14. INFORMATION 15. ADDENDA ITEMS 16. ADJOURNMENT 16.1 Adjournment 10-0582 Stewart/Storry THAT the meeting adjourn. CARRIED The meeting adjourned at 9:03 p.m. Mayor C. Cornfield, CHAIR W.T. Halstead, CITY CLERK Page 163 of 165 Page 7 of 7 ENVIRONMENTAL ADVISORY COMMISSION MINUTES ADVISORY COMMISSION MEETING, THURSDAY, July 15, 2010 at 10:00 a.m. in the Committee Room located on the first floor of City Hall, 301 St. Ann’s Road, Campbell River, BC. PRESENT: Luisa Richardson – Chair, Councillor Roy Grant, Tom Easton, Rick Senger, Peter Woods, Kathy Campbell, Amber Zirnhelt – Sustainability Manager. REGRETS: Mark Degagne, Peter Winter, Kathleen Russel DELEGATIONS: Jim Van Tine, Oceans Blue Project, Tim Ennis, Nature Conservancy 1 MINUTES: 1.1 Minutes of the June 17, 2010 meeting were adopted by consensus with a correction: 5.2 Water Conservation Need to bring water usage down so the City doesn’t need to expand infrastructure This bullet needs to be moved out of the myth category. 2 CORRESPONDENCE: None 3 UNFINISHED BUSINESS: None 4 NEW BUSINESS: 4.1 Oceans Blue Project Presentation (Jim Van Tine and Tim Ennis, Nature Conservancy) Have been working on projects in the Estuary area Oceans Blue property purchased and planning restoration work Riparian planting, trails, education information Working with Lynn Wark and the Parks Department Marshes will occupy the areas where log booms used to be Close to Baikie Island in proximity 3500 m2 of marsh planned Fully funded project Success factors: Community involvement City’s vision for project Estuary video Display at Vancouver Aquarium Garfield Weston – a major funder of estuary restoration, intention is to transfer Oceans Blue to the City as Park Land Sustainability Department Page 164 of 165 301 St. Ann’s Road, Campbell River, B.C. V9W 4C7 Telephone: 250.286.5745; Fax: 250.286.5762 Ref: G:\Sustainability\EAC-Env. Advisory Commission\Minutes\Minutes 2010\2010 15-July Minutes.Docx ENVIRONMENTAL ADVISORY COMMISSION Agenda –August 19, 2010 4.2 Woodstove Exchange Presentation (Terri Martin, Environmental Coordinator) City has been working on air quality issues since 1992 PWEP – incentive rebate program $20,000 ($250 rebates offered for up to 75 exchanges) 45 exchanges took place (Feb 1 to June 30th); 5 Participating retailers City’s contribution largely staff time; Province funded the program rebates Burn it Smart education was provided for the community Air Quality Monitoring with Nephie was conducted; in general air quality looks quite good, but there are hot spots in the community where air quality could be improved (map was shown to the group) Fine particulate matter was measured (PM 2.5) 6ug/m3 planning goal, annual Average up to 46 ug/m3 on Feb 21st Ministry recommends developing air shed plans in the future September application to the PWEP to continue the program may be possible 6 COUNCIL REPORT: Council may be interested in the EAC’s feedback on an organics collection facility in Campbell River (Councillor Roy Grant). 7 INFORMATION: 7.1 SOCP Soft Launch – Canada Day (Amber Zirnhelt) HB Lanarc as project consultant Good feedback from the community to set the stage for the planning process this fall Gathered input on hopes and challenges for the future in Campbell River Provided citizens with the Sustainable Campbell River website URL and cards Sustainability Forum for the public for SOCP in September (likely September 25) 8 NEXT MEETING DATE: THURSDAY, August 19, 2010. Anti-idling Bylaw (Peter Woods). Page 165 of 165 Ref:G:\Sustainability\EAC-Env. Advisory Commission\Minutes\Minutes 2010\2010 15-July Minutes.docx