5/19/2016 Board Meeting Package Tofield Chambers - Tofield May 19, 2016
Board Meeting – May 19, 2016
Tofield Chambers, Tofield
Table of Contents
Page
1. Call to Order (Preliminary Agenda) 1 - 2
2. Additions/Deletions to the Agenda (If Applicable)
3. Approval of Minutes 3.1 Approval of Minutes of Regular Meeting – April 21, 2016 3 - 5
4. Regular Reports (Consensus Agenda) 4.1 FUAL – Updated 6 - 10 4.2 Financial Report 11 – 12 Balance Sheet 13 Income Statement 14 Capital Plan 15 4.3 Operations Report 16 - 17 4.4 Communications Report 18 - 22
5. Conferences/Training/Correspondence: 5.1 Events Calendar – Updated 23 - 24
6. Quarterly/Annual Reports 6.1 Operations N/A
7. Board Matters 7.1 RFD – Adoption of Strategic Plan Road Map 25 - 26 7.2 RFD – Adoption of New and Revised Board Policies 27 – 28 Policy Schedule 29 HUM-003 & Attachments 30 - 37 HUM-005 & Attachments 38 - 62 FIN-003 63 - 70 FIN-005 71 - 74 BRD-002 75 - 77 BRD-003 78 - 79 BRD-004 80 - 82 7.3 RFD – Holden and Area Bins 83 - 85 7.4 RFD – Recycling Challenge Sponsorship Program 86 - 90 7.5 BDR – Recycling Services Expansion 91 Attachments 92 - 99
Table of Contents 2016.05.19/ Beaver Municipal Solutions
AGENDA (FINAL) REGULAR MEETING MAY 19, 2016 TOFIELD CHAMBERS, TOFIELD
REGULAR MEETING
1. Commencement:
2. Additions/ Deletions to the Agenda:
2.1 – Added – 7.3 - RFD – Holden and Area Bins – Addressing Current Problems
3. Approval of Minutes:
3.1 The Minutes of the Regular Meeting of April 21, 2016
4. Regular Reports (Consensus Agenda):
4.1 FUAL 4.2 Financial Report 4.3 Operations Report 4.4 Communications Report
5. Conferences/Training/Correspondence:
5.1 Events Calendar
6. Quarterly/Annual Reports
6.1 Operations
7. Board Matters
7.1 RFD – Adoption of Strategic Plan Road Map – Presentation by Elevate Consulting – Presentation at 6:10pm. 7.2 RFD – Adoption of New and Revised Board Policies 7.3 RFD – Holden and Area Bins – Addressing Current Problems 7.4 RFD – Recycling Challenge Sponsorship Program 7.5 BDR – Recycling Services Expansion – Options and Costing
8. In-Camera Session:
8.1 – FOIP – Division 2 - Section 19 (Confidential Evaluations)
AGENDA 2016.05.19 Beaver Municipal Solutions
AGENDA (FINAL) REGULAR MEETING MAY 19, 2016 TOFIELD CHAMBERS, TOFIELD
9. Motions Arising From In-Camera Session:
10. Meeting Evaluation:
11. Adjournment:
AGENDA 2016.05.19 Beaver Municipal Solutions
BEAVER REGIONAL WASTE MANAGEMENT SERVICES COMMISSION
REGULAR MEETING April 21, 2016 Tofield Chambers, Tofield, AB 6:00 p.m.
COMMISSION DIRECTORS present at commencement: Ronald Yarham – Chairman Brian Ducherer – Vice-Chairman Harold Conquest – Director Jason Ritchie - Director Bernie Marko – Director
ADMINISTRATION present at commencement: Pierre Breau, P. Eng. – General Manager Juvy Ceniza, CPA/CMA –Chief Financial Officer Aaron Hills, CET – VP Operations Mark Lowe – Landfill Manager Anne Ruzicka – Communications Coordinator Sebastian Rodolfo – Financial Controller Marilyn Booth – Executive Assistant
GUESTS not present at commencement: Meaghan Colpitts, EIT – Assistant Process Engineer Tariq Medina, EIT – Assistant Process Engineer
Call to Order (Regular Meeting)
CHAIRMAN Yarham called meeting to order at 5:52 pm.
1. Additions/Deletions to the Agenda
2.1 7.4 FIO – Human Resources and Payroll Manager
2.2 7.5 FIO – Area Bins in Holden
16 036 Moved by DIR. Marko that the Agenda be approved with changes as circulated.
CARRIED
2. Reading and Approval of the Minutes
2.1 The Minutes of the Regular Meeting of March 17, 2016
16 037 MOVED by DIR. Conquest that the Regular Minutes be approved with changes as presented.
CARRIED
3. Regular Reports (Consensus Agenda)
3.1 FUAL Updated -
3.2 Financials -
As presented by Sebastian Rodolfo
B.R.W.M.S.C./BMS Regular Meeting April 21, 2016 1
Page 3 of 99
4.3 Operations Update -
As presented by Aaron Hills
4.4 Projects Update -
As provided by Tariq Medina and Meaghan Colpitts
4.5 Communications Update -
As presented by Anne Ruzicka
5. Conferences/Training
5.1 Board Events Calendar – Updated
6. Correspondence
6.1 Village of Holden – Matching funds letter.
7. Board Matters
7.1 FIO – Strategic Planning Update GM to provide Presentation of Strategic Road Map at next scheduled Board Meeting.
7.2 FIO – Alternative Meeting Locations EA to provide confirmation of Board Meeting locations for remainder of 2016 calendar.
7.3 FIO – Development of Recycle Challenge – As presented by Anne Ruzicka. The information was the result of discussion with PAC Members for BMS to put together a draft recycling challenge that will be taken back to the PAC for review and ultimately to the Board for approval.
7.4 BDR – Holden and Area Bins GM/VPO/CC to present waste collection solutions for Holden and bin area problems that have been raised.
8. In-Camera Session
16 038 MOVED by DIR. Ducherer to go in-camera at 7:10PM
CARRIED
16 039 MOVED by DIR. Marko to go out of camera at 8:24PM
CARRIED
9. Motions Arising from In-Camera Session
16 040 Moved by DIR. Conquest that the Board authorize expenditure of up to $296,250.00, plus associated legal and closing costs, to purchase land from the current Owner at NW10-50-17-W4 subject to execution of a satisfactory agreement with Clean Harbors Canada Inc., and the Owner’s acceptance of an Offer to Purchase in the 2016 calendar year.
B.R.W.M.S.C./BMS Regular Meeting April 21, 2016 2
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CARRIED
10. Meeting Evaluation – As required.
11. Adjournment
16 041 MOVED by DIR Marko to adjourn the meeting at 8:25PM.
CARRIED
The next regular meeting of, the Board will occur on May 19, 2016 at 6:00 pm at Tofield Chambers, Tofield.
_ Chairperson
GM
B.R.W.M.S.C./BMS Regular Meeting April 21, 2016 3
Page 5 of 99 4.1 FOLLOW-UP ACTION LIST (FUAL) – 2016-05-19 Last modified: 2016.05.12
DATE REPORT WHO ACTION (to/via) TARGET (Status) 2013-11-28 Director Remuneration GM Develop a new policy and present 2016 07 31 to the Board for review and approval. Per Cuff report recommendation. 2014-06-19 Consulting Report – Good Neighbor Grant GM Municipalities requested Delayed Policy Community Impact Study be delayed. See 2014-10-23, motion 14-083 2014-06-19 14-051 – Letter of support to the Bathgate GM Letter sent to Bathgate Water Co- Pending Water Co-Op with payment of up to Op payment of $300,000 valid to December 31,2016 funds. 2014-11-20 14-099 Recreation Project Conceptual GM Work in Progress, Assigned to PAC Delayed Planning 2015 06 18 15 022 Recommendations of Cuff GM Update on Progress On Going Governance Report 2015 06 18 15 023 Recommendation to request a GM Will be dealt with in Strategic COMPLETE meeting with Beaver Regional Partnership Planning Sessions to develop an Implementation Plan 2015 10 15 15 072 That rural collection service to GM Motion Carried. Notice to go to 2016 05 19 existing out of County customers be Customers & Municipal Affairs continued with a rate increase, effective April 1, 2016, from $30/mth to $50/mth, pending formal approval by Municipal Affairs while this service continues 2015 10 15 15 073 That expansion of the rural GM Motion Carried. Notice to go to 2016 05 19 collection service to 6 out of County Municipal Affairs waiting list customers, is approved with service to begin only after approval by Municipal Affairs 2015 10 15 115 074 That the Board of Directors VPO Motion Carried. Analysis to be 2016 12 15 requests Management to complete an completed for May 2016 meeting
Revision 3 FUAL Date: 2015.08.24 Page 1 of 5 Page 6 of 99 4.1 FOLLOW-UP ACTION LIST (FUAL) – 2016-05-19 Last modified: 2016.05.12
analysis for collection expansion opportunities and present findings and recommendations at the December Board Meeting.
2015 12 17 Strategic Review Session – Planning GM See 2016.03.17 COMPLETE details 2016 01 28 Operations Update VPO VPO to provide 2015 Health & COMPLETE Safety summary statistic 2016 01 28 Communications Update CC Communications Coordinator to COMPLETE provide draft of Micro-grant policy to Board at next scheduled Board meeting 2016 02 24 16 022 that the Board approve that Elevate GM Motion Carried. COMPLETE Consulting be hired as a strategic planning and facilitation consultant, from the budget allocation, in accordance with their proposal, for the cost of $39,680.00 + GST 2016 02 24 16 023 that the Board approve a maximum VPO Motion Carried. Finning Canada COMPLETE amount of $1,246,000 + GST for award of awarded project at $1,141,836 + the landfill scraper unit subject to staff GST. VPO to update at April Board completion demonstration trials of Meeting. competing vendor units. 2016 02 24 16 024 that the equipment and assets GM Motion Carried. Pending approval Pending presented, at a book value of $631,389.89 of Municipal Affairs. Update for and a depreciated net book value of May Board Meeting $73,500.00, be declared surplus to Commission operations, and sold to the highest bidder, with bids obtained through tendered public auction, and further that none of these assets were purchased, in whole or in part, with provincial funding,
Revision 3 FUAL Date: 2015.08.24 Page 2 of 5 Page 7 of 99 4.1 FOLLOW-UP ACTION LIST (FUAL) – 2016-05-19 Last modified: 2016.05.12
such offer of sale to take place upon approval of the Minister of municipal affairs. 2016 02 24 16 025 that the Board requests the Minister GM Motion Carried. GM to issue letter 2016-05-19 of Municipal Affairs to approve this offer of sale. 2016 02 24 Operations Update VPO AH to provide schematic of COMPLETE tonnage at next Board Meeting 2016 02 24 Communications Update CC AR to present a Micro-grant COMPLETE policy at next Board Meeting. AR to provide report about Open Houses at next Board Meeting 2016 02 24 Financial Update CFO/GM JC & PB to provide the 2016 COMPLETE AIP metric for the next Board Meeting 2016 03 17 16 031 that the Board approve the CC Motion Carried. COMPLETE replacement of the Grants for Not-For Profit AR to put into circulation for Community Organizations Policy the public effective immediately PB/AR to report money given for grants at next Board Meeting 2016 03 17 16 032 that the Board approve the 2016 AIP CFO Motion Carried. COMPLETE corporate targets and governance changes 2016 03 17 BDR Policy Review – Defined the best way GM GM requests assistance from COMPLETE for the Board to develop and review policies Directors to help GM create that contribute to good Governance policies and have in place by Dec 2016. Directors’ Ducherer & Conquest to assist. First meeting, April 20, 2016. Sub- Committee policy review for next Board Meeting 2016 05 19
Revision 3 FUAL Date: 2015.08.24 Page 3 of 5 Page 8 of 99 4.1 FOLLOW-UP ACTION LIST (FUAL) – 2016-05-19 Last modified: 2016.05.12
2016 03 17 FIO Waste Collection Bins – GM A summary was given to justify COMPLETE why BMS granted Universal Handling Equipment Ltd., the award for Bins. 2016 03 17 Strategic Planning Sessions GM Confirmed dates for the Strategic COMPLETE Planning are as follows: Tuesday, April 12 – Tofield Legion Wednesday, April 13 – Andrukow board room. MB to send email to Directors with confirmations of dates. Update at April Board meeting.
2016 03 17 Operations - FUAL VPO Letters of collection schedule COMPLETE changes to go out by 2016 03 21. AH to provide update on Parkland Trailer at next Board Meeting 2016 03 17 Communications - FUAL CC/GM AR to provide Annual Report for 2016 06 23 the end of May AR and PB to report on BMS services costing (recycling) and present at May Board Meeting 2016 04 21 7.1 – FIO – Strategic Planning Session GM Presentation of Strategic road 2016 05 19 map to be presented at next Board Meeting 2016 04 21 7.2 – FIO – Alternative Board Meeting EA Provide confirmation of alternative In process locations Board Meeting locations for remaining 2016 calendar 2016 04 21 7.3 – FIO – Development of Recycling GM/CC Communications to present 2016 05 19 Challenge recommendations on PAC proposed recycling challenge
Revision 3 FUAL Date: 2015.08.24 Page 4 of 5 Page 9 of 99 4.1 FOLLOW-UP ACTION LIST (FUAL) – 2016-05-19 Last modified: 2016.05.12
2016 04 21 7.4 – FIO – Holden and area bins GM/VPO/ Provide a waste collection solution 2016 05 19 CC for Holden and bin area problems that have been raised 2016 04 21 Land Agreement GM GM to pursue land agreement 2016 05 19 designation with Clean Harbors
Revision 3 FUAL Date: 2015.08.24 Page 5 of 5 Page 10 of 99
Brief Management Discussion and Analysis Four Months Ended April 30, 2016
Total Revenue $7.5M
• Higher by 14% or $947,781 than last year level • Higher by 22% or $1,366,068 than budget • The positive variance from last year level and budget are mainly due to: • Landfill Disposal Contracts are higher by 21.5% or $961,789 and 21% or $930,981 than 2015 level and budget respectively. • City of Edmonton – 24% or $873,869 higher than last year / 28% higher than budget • Evergreen – 37% or 187,740 higher than last year / 10% higher than budget • At this point in the year, management is projecting that this trend will continue given MSW volumes are traditionally low for the first few months of the year • Landfill Disposal Revenue • 9.7% lower than last year but 33.2% higher than budget. • Indicating better than expected revenues from contaminated soil and special waste despite the oil and gas industry downturn. • Management projects meeting target for this category • Trucking Contract Revenue • 5% and 5.4% higher than last year and budget respectively • Management projects meeting target for this category
Total Expenses $2.8M
• Below budget by $583,666 or 17% but slightly higher than last year by $3,783 or .1% • Salaries and Wages – higher by $473,255 or 41% and $108,442 or 7% than last year and budget respectively • Timing issue • AIP payout in February • We do not expect salary and wage expense to deviate significantly from our 2016 plan • All other expenses are below budget • Major expenses such as Supplies and Materials, Professional Services, Contracted Services, Repairs and Maintenance and Rentals & Leases are below than last year level. • Performance to the 2016 overall expense plan is on target
4.3 Financial Report
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Brief Management Discussion and Analysis Four Months Ended April 30, 2016
Operating Income $4.8M
• Higher by $1,949,733 or 69% and $943,998 or 24.7% than budget and 2015 levels respectively • BMS operating income is well ahead of budget • Strict monitoring and management of expenses is one contributing factor • Timing issues might reduce the positive variance • If trend will continue throughout the year, BMS will not only meet but exceed the targeted operating income
Balance Sheet
• Overall cash balance remains positive. BMS has enough money to fund expected capital • Accounts receivable are 99.5% current. There’s a small delay in collecting accounts from the City of Edmonton due to some internal changes. However, about $2.3M was collected from the City on May 13, 2016 • Current assets to current liabilities is at 91.55 times • Total assets to total liabilities ratio is at 8.03 times • BMS has no short-term or long-term loan
Capital Plan
• Capital expenses have been $1,264,732 which is mainly for the following: • Water Truck $297,482.64 • Progress billing for the Cell 8 Construction $615,345 • Transfer station truck $90,640 • Labour Cost on Capital Projects $48,388 • Additional billing for the ERP system being developed $58,080 • Management expects to disburse a total amount of $2.9M in May or early part of June 2016 mainly for the following capital projects: • Scraper $1,198,928 • Cell 8 construction progress billing $900,000 • Pacmore 1st Unit $358,310 • Pacmore 2nd Unit $393,562 • As previously discussed, BMS has enough money to fund these capital projects and management is properly monitoring its cash flows.
4.3 Financial Report
Page 12 of 99 Beaver Municipal Solutions Balance Sheet (unadjusted) as at April 30, 2016
April 30, 2016 Dec 31, 2015 Audited ASSETS Increase / (Decrease) CURRENT ASSETS: Amount Percentage Cash 650,067 430,441 219,626 51% Marketable Securities 17,525,846 17,626,974 (101,128) -1% Accounts Receivable 3,400,796 2,504,476 896,320 36% Inventory 791,367 776,929 14,438 2% Prepaid Expenses 75,347 107,068 (31,721) -30% TOTAL CURRENT ASSETS 22,443,424 21,445,888 997,536 5%
OTHER ASSETS 66,450 66,450 - 0%
PROPERTY AND EQUIPMENT 13,732,611 12,467,879 1,264,732 10%
TOTAL ASSETS $ 36,242,485 $ 33,980,217 2,262,268 7%
LIABILITIES AND NET ASSETS Increase / (Decrease) CURRENT LIABILITIES Amount Percentage Accounts Payable and Accrued Liabilities 245,148 748,869 (503,721) -67% Bank Loans - - - TOTAL CURRENT LIABILITIES 245,148 748,869 (503,721) -67%
LANDFILL CLOSURE AND POST CLOSURE OBLIGATION 4,119,717 4,120,129 (412) 0%
NET ASSETS: Invested in Property and Equipment 12,534,329 12,534,329 0 0% Internally Restricted 5,559,816 5,559,816 0 0% Unrestricted - Accumulated 9,017,074 11,017,074 (2,000,000) -18% Accumulated Surplus Net Operating Income 4,766,400 4,766,400 TOTAL NET ASSETS 31,877,620 29,111,219 1,246,862 4%
TOTAL LIABILITIES AND NET ASSETS $ 36,242,485 $ 33,980,217 2,262,268 7%
Page 13 of 99 Beaver Municipal Solutions Summary Comparative Income Statement (unadjusted) Four months ended April 30, 2016
Year to Date Actual Budget % to FY 2016 2015 $ Variance % YTD Budget $ Variance % FY 2016 Budget REVENUE LANDFILL DISPOSAL CONTRACTS 5,438,648 4,476,859 961,789 21.5% 4,507,667 930,981 20.7% 13,523,000 40.2% WASTE BIN REVENUE 131,203 109,335 21,868 20.0% 91,600 39,603 43.2% 274,800 47.7% TRUCKING CONTRACTS 498,138 474,238 23,900 5.0% 472,567 25,571 5.4% 1,417,700 35.1% MUNICIPAL CONTRACTS 65,980 53,030 12,951 24.4% 66,800 (820) -1.2% 200,400 32.9% LANDFILL DISPOSAL REVENUE 1,304,187 1,444,743 (140,556) -9.7% 979,400 324,787 33.2% 2,938,200 44.4% WASTE WATER TREATMENT REVENUE 0 0 0 0.0% 0 0 0.0% 0 0.0% OTHER INCOME 94,579 26,748 67,830 253.6% 48,633 45,945 94.5% 145,900 64.8% TOTAL REVENUE 7,532,734 6,584,953 947,781 14.4% 6,166,667 1,366,068 22.2% 18,500,000 40.7%
EXPENSE SALARIES & WAGES 1,636,585 1,163,330 473,255 40.7% 1,528,144 108,442 7.1% 4,584,431 35.7% EMPLOYEE BENEFITS 327,693 253,864 73,829 29.1% 342,177 (14,484) -4.2% 1,026,532 31.9% STAFF TRAINING & DEVELOPMENT 21,717 41,478 (19,761) -47.6% 46,667 (24,949) -53.5% 140,000 15.5% COMMISSION BOARD EXPENSES 23,750 13,817 9,933 71.9% 33,833 (10,083) -29.8% 101,500 23.4% BUSINESS DEVELOPMENT 10,233 27,043 (16,811) -62.2% 26,650 (16,418) -61.6% 79,950 12.8% ADVERT, PRINT & OFFICE SUPPLY 37,753 24,487 13,266 54.2% 38,119 (366) -1.0% 114,357 33.0% TELECOMMUNICATIONS 12,654 20,709 (8,055) -38.9% 26,210 (13,556) -51.7% 78,630 16.1% IT SYSTEMS 33,640 47,616 (13,975) -29.4% 51,650 (18,010) -34.9% 154,950 21.7% PROFESSIONAL SERVICES 64,047 144,910 (80,863) -55.8% 110,633 (46,587) -42.1% 331,900 19.3% RENTALS & LEASES 39,394 155,490 (116,096) -74.7% 77,467 (38,072) -49.1% 232,400 17.0% CONTRACTED SERVICES 20,660 59,250 (38,591) -65.1% 123,533 (102,874) -83.3% 370,600 5.6% SUPPLIES & MATERIALS 412,216 609,342 (197,126) -32.4% 568,340 (156,124) -27.5% 1,705,020 24.2% REPAIRS & MAINTENANCE 51,234 71,870 (20,635) -28.7% 109,850 (58,616) -53.4% 329,550 15.5% INSURANCE 24,490 25,276 (786) -3.1% 27,200 (2,710) -10.0% 81,600 30.0% UTILITIES 27,290 26,265 1,025 3.9% 27,393 (103) -0.4% 82,180 33.2% OTHER EXPENSES 22,853 29,710 (6,857) -23.1% 212,133 (189,281) -89.2% 636,400 3.6% (GAIN)/LOSS 126 48,096 (47,970) -99.7% 0 126 0.0% 0 - TOTAL EXPENSE 2,766,334 2,762,551 3,783 0.1% 3,350,000 (583,666) -17.4% 10,050,000 27.5%
OPERATING INCOME 4,766,400 3,822,402 943,998 24.7% 2,816,667 1,949,733 69.2% 8,450,000 56.4%
Page 14 of 99 Beaver Municipal Solutions 2016 Capital Plan
Budget 2016 Paid to Date New + Budget 2016 2016 CAPITAL BUDGET Carry Over Committed Land Purchase - - TOTAL LAND - - - Buildings Office & Scalehouse Renovation - Landfill Equipment Shed 1,000.00 2,200.00 Transfer Station - solar yard lights 80,000.00 Transfer Station - office trailers 89,000.00 400.00 35,470.00 - - TOTAL BUILDINGS 170,000.00 400.00 37,670.00 Equipment Track-type Loader 750,000.00 723,766.00 Pressure Washer with Trailer - Highway Tractor 100,000.00 90,640.00 9,000.00 Sanding Unit - Truck Blade (one-tonne) - Light Towers (2) - Mobile lift - fall protection - Pick up (1) - Trailer 30,000.00 14,316.00 Side Loader/Pakmore (already committed) 731,570.00 734,810.00 Water truck - leachate handling 300,000.00 297,482.64 Rigid lift device/rail - shop - Allowance for equipment replacement - 50,000 L Tank - Scraper 1,200,000.00 1,141,836.00 Dozer 120,000.00 14,466.53 Roll off truck/Multi Lift (includes cabin chassis $212k already commited) 320,000.00 253,086.00 Medicine Hat used Pac-Mors - 23,195.44 - TOTAL EQUIPMENT 3,551,570.00 440,100.61 2,862,498.00 Other Landfill Capping 125,000.00 100,000.00 CAES - initial set-up and first machine - - Second Maching - PacWeigh/ERP 336,000.00 58,080.82 Equipment reserve (for forex, emergencies, etc) 85,433.00 8,128.99 Intelex Incident Management module 33,250.00 23,940.00 4,200.00 Highway & landfill tanks fuel pump & software 35,000.00 60,000.00 Manhole - Additional waste bins - new 2015 228,750.00 19,889.00 218,775.00 Signage 14,638.00 Sediment pond improvements - Stage 8 design and leachate trmt 74,664.25 15,584.18 44,000.00 Cell 8 3,500,000.00 615,345.27 1,720,000.00 Recreational development - Digital screens - WAND system 33,535.00 33,535.00 Landfill Office Internet - Labor cost on capital projects 144,195.00 48,388.10 - TOTAL OTHER 4,610,465.25 822,891.36 2,146,975.00 - TOTAL 8,332,035.25 1,263,391.97 5,047,143.00 - Additional Approved Budget - - Motion 14 - 032 Oreco Wastewater 32,965.00 1,340.00 Motions 14 - 069/14 - 081 Landfill Compactor - Motion 14 - 071 Acreage Waste Bins - - - REVISED TOTAL 8,365,000.25 1,264,731.97 5,047,143.00
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OPERATIONS UPDATE
Landfill
Waste Volumes and Capacity Tracking:
Landfill tipping remained strong in April 2016 on the strength of MSW disposal from the City of Edmonton and GFL / Ever Green. Industrial Wastes (contaminated soil and special waste) are lower than 2015 when the Edmonton Arena Project was still hauling waste. That said, 65,221 tonnes of contaminated soil have been received as of end of March during a period of slow industrial sector projects. Total volumes are included in the tables below.
Waste Volumes: Year-To-Date 2015 versus 2016
Difference YTD (2016 - Waste Type Jan-15 Jan-16 Feb-15 Feb-16 Mar-15 Mar-16 Apr-15 Apr-16 2015) MSW loads 1,569 2,004 1,185 1,577 1,662 1,897 2,066 2,382 1,378 tonnes 26,303.19 35,129.56 19,304.04 26,729.12 29,040.00 31,772.05 33,463 35,423.78 20,945 C&D loads 143 14 30 28 39 14 37 35 (158) tonnes 420.84 27.54 160.51 57.82 146.62 16.09 57 59.92 (624) Clean Concrete loads 0 0 0 0 1 0 4 0 (5) tonnes 0.00 0.00 0.00 0.00 0.58 0.00 40.33 0.00 (41) Special Waste loads 318 46 124 44 86 191 86 186 (147) tonnes 8,034.38 313.40 2,372.44 374.37 1,351.55 4,446.78 853 4,869.67 (2,607) Contaminated Soil loads 775 375 801 1,006 621 434 514 354 (542) tonnes 21,120.77 8,108.41 21,177.27 30,430.32 16,913.00 14,929.47 15,625 11,753.72 (9,614) Totals loads 2,805 2,439 2,140 2,655 2,409 2,536 2,707 2,957 526 tonnes 55,879.18 43,578.91 43,014.26 57,591.63 47,451.75 51,164.39 50,037.38 52,107.09 8,059
MSW customers of note:
City of Edmonton: increase of 17,967.86 tonnes YTD in 2016 Ever Green / GFL: increase of 5,085.75 tonnes YTD in 2016 Beaver River: Contract expired Parkland County: increase of -7.24 tonnes YTD in 2016 Vermillion River: increase of 118.64 tonnes YTD in 2016
At the writing of this report, landfill capacity data had not been provided to Operations. This data will be presented verbally at the Board Meeting if it is available.
Page 16 of 99
OPERATIONS UPDATE
Operations staff are working with HSE requirements and customers to increase Special Waste volumes, specifically asbestos and crystalline-silica containing wastes. A RFP has been distributed to potential vendors to assist with the preparation of Codes of Practice to handle these waste types as required by OHS legislation.
Capital Equipment Purchase Update: Finning has delivered the new 627K scraper to the landfill. The machine is undergoing its post-delivery inspection and orientation for the machine is scheduled for May 31, 2016. The machine will be put into service upon completion of the orientation.
Collection and Hauling
The new rural collection routes began in April 2016. Route 1 was completed in schedule while Route 2 required an extra ½ day to complete. This was due to a mechanical issue with the collection truck. Overall, rural customers responded positively with only five formal complaints registered with Collection personnel. A strong public notice campaign with support from Communications was very helpful in this regard.
Large Item Collection is scheduled for May 2016. At the writing of this report, collection personnel had completed clean-up in Bruce, Tofield, Tofield Transfer Station, Holden and Ryley. More information will be provided at the June Board Meeting.
Collection department has noted increased concerns from urban customers regarding the condition of back alleys. In addition, staff are hearing increased complaints / claims of damage caused by collection bins and trucks to private property. Collection personnel are following up on each complaint with assistance from Town and Village Officials. Discussions with Town and Village officials continue in an effort to resolve / reduce the impact of collection system activities on the alleys.
Health, Safety and Environment Good safety practices continued in April. A summary report with comparison to the previous year will be provided at the May Board meeting. The report was not available at the writing of this report so will be provided verbally at the meeting.
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COMMUNICATIONS UPDATE
1. External Communications
a. Promotional Events
Customer Education and Awareness Days
BMS, together with the Beaver County By-law Officer are holding a BBQ and education / awareness event at each of the Transfer Station’s Large Item Collection Days. Residents are given an information flyer (attached) about the importance of securing their loads when transporting items on roadways. b. Community Funding
Micro Grant Updates
Recipient Event Donation Notes Viking Ag Society Bull Riding Event $200 Recognition outstanding Studio 14 Art Association Live & Silent Auction $100 + product Thank you card received Fundraiser Viking Pre-School Ladies Night Out $200 Recognition outstanding Association Fundraiser Tofield Ag Society Bull Bash $200 Recognition outstanding Lindbrook Community Hall 75th Anniversary $200 Recognition outstanding Tofield Ag Society Sod Buster Rodeo $200 Recognition outstanding Ryley Community Preschool Fundraiser Product Recognition outstanding Tofield Titans – Minor Hockey tournament Product Recognition outstanding Hockey Beaverhill Rural Crime Watch Fundraiser Product Recognition outstanding Tofield Skating Club Carnival fundraiser Product Recognition outstanding Ryley Curling Club Dale Winsnes Bonspiel Product Recognition outstanding Fundraiser Holden Ag Society Fundraiser for injured $100 gift cards Recognition outstanding child Village of Holden Volunteer Appreciation Product Recognition outstanding Night
Other Donations Update
Prior to the implementation of the new grant program, the Board, through Motion 16:006, approved $3400 to the Beaverhill Players Society. Funding has been released and public acknowledgement has been made on their website and signage in the theatre. Grant Process Update
There is a real interest in the new grant program. BMS has received a number of applications and expect several more to come in before the deadline at the end of the month.
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COMMUNICATIONS UPDATE
Community Partnership
Good News Community Church Youth Group did a litter clean up along Secondary Highway 854 on April 30. This is the third year that the group has provided this community service for BMS. c. Communications to municipal members and general public
Website
Weekly ad in the Chronicle – April and May highlights include new waste collection truck, new rural waste collection schedule, large item program – urban and rural, donation to Beaverhill Players, spring roadside litter clean up begins, rural address update
In the Community Updates Grant Program Large Item Schedules Rural Address Update
Presentations
None
Public events
See Promotional Events Currently planning for upcoming parades in member municipalities d. Other
PAC Update
Provided bylaw clarification regarding voting rights of ex-officio member. Presented secure load text for flyer (attached as per 1a) for input. Invited PAC members to attend upcoming customer appreciation/education events at Transfer Stations in May to distribute the flyer and talk to the public. Updated Committee on Strategic Planning Workshop Discussed the Business Development Recycling Challenge outline and requested input for May meeting.
Page 19 of 99
COMMUNICATIONS UPDATE
2. Internal Communications
a. Employee Updates
Brittany Clubb is away for the month of May. Judy Kushnir is filling in as OPS Admin Assistant while Brittany is away. Position for HRP (Human Resource and Payroll) Manager was posted. Due to lack of qualified responses received, an external consultant has been hired to recruit. Juvy Ceniza will be conducting interviews this week. Karena Cobean and Kevin Stensrud will receive their 10 year service award in May. Five temporary litter pickers have been hired – Aurora Cox, Matthew Monchak, Joshua Schmidt, Barb Upshall and Teaghan Bratrud. Tariq Medina has left BMS for business reasons.
b. Strategic Plan initiatives
BMS has received and reviewed the draft road map and action plan.
c. Other
Celebrated NAOSH week with a staff BBQ
Page 20 of 99 When hauling waste to the Transfer Stations or the landfill, How should loads be All loads that are it is important that you secure your load properly to prevent secured? hauled need to be things from falling off along the secured as per way. Things that fall off Place lighter materials toward the Section 65 of the unsecured loads onto the road bottom, with heavier items on the Vehicle Equipment can endanger other drivers and top. create litter which is not only Regulation unsightly, but bad for the Loose items, such as garbage and AR122/2009. This environment. yard waste should be placed in a covered container making it easier to regulation states that secure. there needs to be Tie large items such as mattresses or equipment on the old wood waste directly to the vehicle or attached to vehicle. the vehicle that is Use rope, straps or bungee cords to capable of securing hold tarps or other large objects down. the goods to ensure
Dirt, gravel and sand should be that the vehicle can covered with a tarp. Do not overfill be operated safely the vehicle box or trailer. when loaded without
Any items that extend 1.5 metres (5 danger of turning over There are several ways to secure feet) past the back of the vehicle box the vehicle or the load your load. You can use a tarp, or trailer must have a red or orange cargo netting or tie-downs flag, 12 inch square, attached to shifting, swaying, (bungee cords, rope or straps). (during the day) or a lit red lamp blowing off, falling off, (during nighttime) as per Section 16 These are inexpensive items that of the Vehicle Equipment Regulation leaking or otherwise can be purchased at most local (AR 122/2009) of Alberta’s Traffic escaping. hardware stores. Safety Act.
Page 21 of 99 Tickets can be issued for: What should you do if Improper disposal of waste you see materials falling on public land off loads? Improper disposal of waste on highways For littering along County
Improper transportation of roads (secondary and gravel): waste on highways Improper disposal of waste Contact Beaver County at on/into/under water or ice 780.663.3730 during office Disposal of waste onto hours – Monday to Friday another person’s land without agreement For littering along Highway 14 Beaver County also has a Road contact: Protection and Traffic Control Bylaw that allows officers to Tofield RCMP - 780.662.3352 charge a $200 penalty for the Viking RCMP - 780.336.3434 offense of depositing of waste (please DO NOT call 911) into County ditches.
RCMP can charge up to $465 for Law enforcement will need to know: transporting goods/waste along the location of the offense highway roads without it being time of day secured properly. any information regarding the vehicle you can provide (license plate, vehicle description, etc.)
SECURE For more info contact Beaver Municipal Solutions at YOUR If something does fall out of 780.663.2038 your load onto the road or into the ditch, you should take LOAD reasonable steps to safely remove it.
Page 22 of 99 5.1 BOARD EVENTS CALENDAR - 2016-05-19
DATE(S) TIME EVENT LOCATION COMMENTS
Apr 26, 2016 6:00 – 7:00 pm PAC Meeting Tofield Chambers May 7, 2016 11:00 – 2:00 Customer Education BBQ Tofield Transfer Contact Anne Ruzicka @ Station 780-663-2038. EXT:111 May 11 – 13, 2016 SWANA SWANA Northern Lights Calgary, AB If you are interested in Chapter Annual Conference attending: Contact Marilyn @ 780-663-2038 Ext: 117 May 14, 2016 11:00 – 2:00 Customer Education BBQ Lindbrook Transfer Contact Anne Ruzicka @ Station 780-663-2038. EXT:111 May 19, 2016 6:00 – 8:00 pm Board Meeting Tofield Chambers Regular Meeting May 21, 2016 11:00 – 2:00 Customer Education BBQ Kinsella Transfer Contact Anne Ruzicka @ Station 780-663-2038. EXT:111 May 24, 2016 6:00 – 7:00 pm PAC Meeting Village of Ryley May 28, 2016 3:00 – 5:00 Customer Education BBQ Viking Transfer Contact Anne Ruzicka @ Station 780-663-2038. EXT:111 June 23, 2016 6:00 – 8:00 pm Board Meeting Holden Chambers Regular Meeting June 28, 2016 6:00 – 7:00 pm PAC Meeting Village of Ryley Aug 18, 2016 6:00 – 8:00 pm Board Meeting Viking Chambers Regular Meeting Aug 22 - 25, 2016 SWANA WASTECON 2016 Indianapolis, IN If you are interested in attending: Contact Marilyn @ 780-663-2038 Ext: 117 Aug 23, 2016 6:00 – 7:00 pm PAC Meeting Village of Ryley Sep 7 – 9, 2016 Alberta CARE Alberta Recycling Annual Athabasca, AB If you are interested in Conference 2016 attending: Contact Marilyn @ 780-663-2038 Ext: 117 Sep 22, 2016 6:00 – 8:00 pm Board Meeting Village of Ryley Regular Meeting Sep 27, 2016 6:00 – 7:00 pm PAC Meeting - CANCELLED Sep 28 – 30, 2016 RCA 2016 Recycling Council Jasper, AB If you are interested in Conference attending: Contact Marilyn @ 780-663-2038 Ext: 117
5.1 BOARD EVENTS CALENDAR 2016.05.19
Revision 2 Board Calendar Date: 2015.08.24 Page 23 of 99 5.1 BOARD EVENTS CALENDAR - 2016-05-19 Oct 12 – 14, 2016 ESAA RemTech 2015 Banff, AB If you are interested in attending: Contact Marilyn @ 780-663-2038 Ext: 117 Oct 20, 2016 6:00 – 8:00 pm Board Meeting Tofield Chambers Regular Meeting Oct 25, 2016 6:00 – 7:00 pm PAC Meeting Tofield Chambers Nov 17, 2016 6:00 – 8:00 pm Board Meeting Village of Ryley Regular Meeting/Organizational Meeting Nov 22. 2016 6:00 – 7:00 pm PAC Meeting Village of Ryley Dec 15, 2016 6:00 – 8:00 pm Board Meeting Tofield Chambers Regular Meeting Dec 20, 2016 6:00 – 7:00 pm PAC Meeting Tofield Chambers Oct 12 – 17, 2017 RCA 2017 Recycling Council Lake Louise, AB If you are interested in Conference attending: Contact Marilyn @ 780-663-2038 Ext: 117
5.1 BOARD EVENTS CALENDAR 2016.05.19
Revision 2 Board Calendar Date: 2015.08.24 Page 24 of 99
REQUEST FOR DECISION (RFD)
SUBJECT:
Adoption of Strategic Plan Road Map
RECOMMENDATION:
That the Board adopt the Strategic Plan Road Map, as presented, and request approval of the Strategic Road Map from each of the member Municipal Councils.
GM COMMENTS:
Elevate Consulting was engaged to develop a Strategic Road Map for the Commission that would provide guidance for the Commission and its member Municipal Councils in ensuring an aligned approach to provision of quality and cost-effective member services, and promotion of economic growth and continued releases of additional surplus funds (dividends) to municipal members. The Strategic Plan Road Map was developed after a series of comprehensive interviews with stakeholder representatives, and presentations by external experts to these stakeholders on April 12, 2016. On April 13, 2016, the Board met with Elevate Consulting and senior management to consider all of the information collected and presented. The Strategic Plan Road Map was subsequently completed, and is being presented to the Board for adoption at its May 19, 2016 meeting. It is expected that the member Municipal Councils will also adopt the Road Map. The Road Map’s key element is the determination of whether a municipal corporation should be created out of Commission assets, and provides guidance on the steps and timeline required. The adoption of the Strategic Plan Road Map as presented, is recommended.
RECOMMENDATION Report/Document: Attached X Available Nil
KEY ISSUE(S)/CONCEPTS DEFINED: See GM comments.
RELEVANT POLICIES:
STRATEGIC RELEVANCE: Compliance to generally accepted accounting principles.
DESIRED OUTCOME(S): Approval of the recommendation as presented.
RFD 7.1 – 2016.05.19 | Beaver Municipal Solutions Revision 3 RFD Date: 2015.12.16
Page 25 of 99
REQUEST FOR DECISION (RFD)
RESPONSE OPTIONS:
1. Accept recommendation 2. Request more information, if questions arise in presentation, and request re-submission. 3. Reject recommendation
PREFERED STRATEGY:
Response 1.
IMPLICATIONS OF RECOMMENDATION:
GENERAL: See GM comments.
ORGANIZATIONAL: See GM comments.
FINANCIAL:
FOLLOW UP ACTION:
COMMUNICATION:
OTHER COMMENTS:
Submitted by: Endorsed by:
Reviewed by: Pierre Breau, P.Eng Reviewers:
RFD 7.1 – 2016.05.19 | Beaver Municipal Solutions Revision 3 RFD Date: 2015.12.16
Page 26 of 99
REQUEST FOR DECISION (RFD)
SUBJECT:
Adoption of New and Revised Board Policies – Hum-003 Staff Learning, Development and Growth; HUM-005 Staff Suspension, Termination, Demotion or Re-assignment; FIN-003 Accounting for Tangible Capital Assets; FIN-005 Debt Management; BRD-002 Reports to the Board; BRD-003 Board Policy Review Scheduling; BRD-004 Communications to Municipal Members:
RECOMMENDATION:
That the Board approve the revised policy HUM-003 Staff Learning, Development and Growth, as presented.
That the Board approve the revised policy HUM-005 Staff Suspension, Termination, Demotion or Re-assignment, as presented.
That the Board approve the revised policy FIN-003 Accounting for Tangible Capital Assets, as presented.
That the Board approve the revised policy FIN-005 Debt Management, as presented.
That the Board approve the new policy BRD-002 Reports to the Board, as presented.
That the Board approve the new policy BRD-003 Board Policy Review Scheduling, as presented.
That the Board approve the new policy BRD-004 Communications to Municipal Members, as presented
GM COMMENTS:
The Policy Subcommittee appointed at the March 2016 Board meeting have met twice to develop and review new and existing policies in accordance with the attached policy development and review schedule. The Subcommittee Directors, Brian Ducherer and Harold Conquest, met with the GM and the CFO to review the policies HUM-003, HUM-005, FIN-003 and FIN-005, and develop new policies BRD-002, BRD-003 and BRD-004. These policies are recommended to be established and regularly reviewed as per the Alberta Public Agency Governance Framework document. In particular, the substantially revised policies HUM-003 Staff Learning, Development and Growth and HUM-005 Staff Suspension, Termination, Demotion or Re-assignment, have been reviewed by legal counsel. These policy drafts are presented for approval. The Subcommittee will continue its policy development and review work with its next meeting June 8, 2016.
RFD 7.2 – 2016.05.19 | Beaver Municipal Solutions Revision 3 RFD Date: 2015.12.16
Page 27 of 99
REQUEST FOR DECISION (RFD)
RECOMMENDATION Report/Document: Attached X Available Nil
KEY ISSUE(S)/CONCEPTS DEFINED: See GM comments.
RELEVANT POLICIES: HUM-003; HUM-005; FIN-003; FIN-005; BRD-002; BRD-003; BRD-004
STRATEGIC RELEVANCE: Compliance to generally accepted accounting principles.
DESIRED OUTCOME(S): Approval of the recommendation as presented.
RESPONSE OPTIONS:
1. Accept recommendation 2. Request more information, if questions arise in presentation, and request re-submission. 3. Reject recommendation
PREFERED STRATEGY:
Response 1.
IMPLICATIONS OF RECOMMENDATION:
GENERAL: See GM comments.
ORGANIZATIONAL: See GM comments.
FINANCIAL:
FOLLOW UP ACTION:
COMMUNICATION:
OTHER COMMENTS:
Submitted by: Endorsed by:
Reviewed by: Pierre Breau, P.Eng Reviewers:
RFD 7.2 – 2016.05.19 | Beaver Municipal Solutions Revision 3 RFD Date: 2015.12.16
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HUM-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Staff Learning, Development and Growth:
Date Approved by Board: Rev 0 – 2011.10.20 Resolution No: 11-102
Lead Role: GM and Human Resources & Payroll Manager Replaces: N/A
Last Review Date: N/A Next Review Date: Pending
Policy Statement
As an organization, BMS is committed to the delivery of outstanding services that delight our customers. Accordingly, BMS encourages and supports opportunities for staff to grow and evolve in a dynamic, challenging and open environment that promotes our corporate and community values, and develops our employees into true service leaders.
BMS is committed to promoting staff training programs that are the envy of our industry, and are symbolic of BMS being considered an employer of choice.
Guidelines
BMS acknowledges the following guidelines as integral to support this policy:
1. Growth and Achievement ensuring employees have fair and equitable access to staff development opportunities in accordance with the needs of the organization fostering a shared responsibility between the employee and the organization for staff development and growth supporting job enhancement through a broad array of opportunities for employees to develop within their careers
2. Advancement encouraging employees to develop their skills and learning for application in present and future work, as well for opportunities across the organization
3. Work Itself recognizing the evolving nature of BMS services, combined with the talents of employees, to sustain growth opportunities for the individual, the organization, and the community encouraging and supporting, where feasible and appropriate, staff volunteer contributions that help build the community and are aligned with the BMS vision.
4. Recognition
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HUM-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
training and development that aligns with the Commission Vision and Strategic Plan
5. Resourcing planning to ensure adequate resources are in place to support staff development opportunities
6. Relationship with Peers actively sharing learning with others through a variety of creative venues that are appropriate to meet individuals’ learning needs emphasizing the importance of mutual relationship building as one of the key ingredients for effective staff development
Roles and Responsibilities, Procedures, Forms and Related Policies
1. In support of the above goal, the GM will develop programs and procedures to sustain the implementation of this policy. 2. Employee Learning Programs will following the principles highlighted in the guide attached Learning Plan Development. 3. Recommended employee programs will be required to be completed on the attached Employee Learning Plan and Training Request forms, and be approved by the employee, the supervisor or manager, and a senior manager. Approvals will be consistent with the needs of the organization, the annual business plan, the employee’s performance assessment and any outstanding Performance Improvement Plans (PIP’s). 4. Shared investment: The organization will pay for the cost of the course, conference, and related travel and accommodation, where the course is required to be completed by the employee in accordance with the Employee Learning Plan; The organization will pay up to 75% of the cost of a course or program where the material is considered to be of benefit to the organization and the employee, but is not considered mandatory for the employee’s continual performance and improvement, or considered integral to the function of their position with the organization. Such courses and programs will also require approval through the Employee Learning Plan; The organization will not pay for employee personal time spent studying material related to the course or conference; The employee may be given paid time to prepare for an exam or to prepare a conference presentation, equal to 4 hours of regular time for each hour of exam or presentation time; The organization will pay for the regular time required for the employee to sit the exam or make the presentation; The organization will pay up to three hours at straight time, or in lieu, for non- supervisory position employees, in addition to regular shift pay, per course/program travel day where the travel exceeds 100 kilometres, from the employee’s regular work site to the location of the course/program; Management and supervisory employees do not qualify for travel time pay; Employees who fail program exams will re-take the exams at their own cost;
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HUM-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Where employees have benefited from organization support for non-mandatory courses and programs, employees will re-pay the organization for the course or program costs, on a pro-rata basis, if they leave voluntarily from the organization within two calendar years of having successfully completed the course or program. Employees shall be required to sign an agreement setting out the requirement to repay, and stating that such repayment amounts may be deducted from the employee’s regular earnings, wages, vacation pay, termination pay or severance pay otherwise owing to the employee.
5. The General Manager has the discretion to consider, approve or reject requests relating to staff learning, development and growth which may vary from the general terms set out above.
Attachments:
1. Employee Learning Plan Development Guide 2. Employee Learning Plan Template 3. Training Request Form
Related Policies:
1. Employee Handbook 2. HUM-005 Staff Suspension Termination Re-assignment and Demotion 3. Performance Management and Pay-for-Performance Program
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Employee Learning Plan
GUIDELINES
Staff development is critical for employee and organization growth. Planning for development with one’s manager is essential in identifying the knowledge and skills necessary to achieve department and organization objectives.
Create a Learning Plan
The individual learning plan will identify the areas you most want to develop and the most effective methods to acquire skills and improve performance. Performance improvement may be as a result of noted performance gaps, and required improvements, per an approved Performance Improvement Program (PIP).
1. Make a list of developmental needs and review with your supervisor. For example: I want to speak up more in meetings and make a contribution in problem solving and in expressing what I need to accomplish my goals. I want to be more confident in my presentation abilities in small groups or when presenting status reports to my manager and to clients. I need to build a more productive relationship with a coworker that I usually disagree with. I need to learn the latest upgrades to the current business systems. I need skills in the areas of budgeting and IT. I am becoming more responsible for several administrative processes in our area. I could use better skills in improving the flow of paper through our department.
2. Develop learning objectives based on your developmental needs: Demonstrate the ability to use effective communication skills in staff meetings, and in gaining cooperation with peers. Successfully contribute to group problem solving by applying a more effective methods of analyzing root causes and generating solutions. Apply skills in active listening and resolving disagreements in productive manners. Increase efficiency in assembling information for displaying data for regular reports available in the business system. Demonstrate skills in administrative processes.
3. Consider the variety if resources and actions available to accomplish learning objectives. These include:
Assignments Coaching Education . A project with senior level . Specific ongoing . Courses . Job scope increase or behavioral coaching . Self-study change . Practice presentation . Books . Start-up project . Watch role models . Periodicals . Key presentation . Refer them to other . Videos
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Employee Learning Plan
. Represent manager . colleagues as advisers . Audios . Benchmarking other . Schedule follow-up . Computer Based companies meetings . Professional associations . Fix-it project . Project team leader . Project in another area
4. Set a time frame within which to achieve each learning objective.
5. Criteria for Success – How will you know when you have achieved your goal? How would you like to evaluate your success? For example: I will make a clear presentation that gains the support and cooperation of my peers. I will contribute to the successful implementation of solutions that improve outcomes in agreed areas. I will appreciate the positive contributions individuals make and implement strategies to reduce distractions and minor annoyances in the work environment. I will come back from functional training programs and implement the appropriate number of strategies to improve performance.
6. List the persons who will serve as a resource to observe and give you feedback on your development.
7. Learning Plan Review – Establish quarterly meeting dates and record results and agreements as a result of the meetings.
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Employee Learning Plan Learning Plan Name: Area: Date: Name of Supervisor:
Learning Objective:
Actions Target Date Date Complete
1. 2. 3. Criteria for Success:
Learning Objective:
Actions Target Date Date Complete
1. 2. 3. Criteria for Success:
Learning Objective:
Actions Target Date Date Complete
1. 2.
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Employee Learning Plan 3. Criteria for Success:
People who will observe you and give feedback:
Learning Plan Review: % of activities completed as of: (date)
Quarterly Review Meetings
Meeting Date Notes 1 2 3 4
Performance Improvement Plan requirement ? ______Yes ______N/A
Signature: Date:
Supervisor’s/Manager’s Signature: Date:
Sr. Manager’s Signature: Date:
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Training Request Form
Employee Name: Department:
Training Goal/Objective:
(refer to approved Employee Learning Plan, PIP, as applicable – state if mandatory training required by regulation)
Title of Workshop/Course: Dates: Start Finish YYYY/MM/DD YYYY/MM/DD
Location:
Registration Deadline: Registration costs (attach form)
Accommodations: Meals Mileage
(Receipts required if applicable)
Pay registration to:
Name:
Address:
City/Prov-State/Code:
I agree that if my employment terminates as a result of just cause or as a result of a resignation by me in the 24 months following the completion of any mandatory workshop/course, I am required to repay a proportionate share of the total costs incurred by BMS for the course based on the length of the unsatisfied return to work commitment (e.g. BMS contribution x Unsatisfied return to work commitment / 24 months = repayment amount). BMS may, in order to satisfy the repayment required by me pursuant to this agreement, withhold and deduct from my earnings (including my wages, salary, vacation pay, termination pay or severance pay) any amount owed by me to BMS pursuant to this agreement. I am responsible for any income tax which is found to be payable in relation to the County’s payment for the course.
Employee Name (please print)
Employee Signature:
Training Approved: Yes No Supervisors Comments:
Supervisors Signature: Date:
Senior Manager Signature: Date:
Revision: 1 HUM-003-1 Revision Date: 2016-05-09 Page 37 of 99
HUM-005 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Staff Suspension, Termination, Demotion or Re-assignment
Date Approved by Board: October 20, 2011 Resolution No.: 11-102
Lead Role: GM Replaces: N/A
Last Review Date: Next Review Date: Under review
Policy Statement
It is the desire of the Board that there be a formal and fair procedure for discipline, demotion, reassignment, suspension or termination of an employee whose conduct, performance or suitability does not satisfy the objectives or standards established for Beaver Regional Waste Management Services Commission (BRWMSC) employees.
The Board further believes that it is the responsibility of management and supervisors through regular evaluation, applying the principle of progressive discipline in a flexible and contextual manner, to provide employees with ongoing communication regarding progress toward organizational principles, objectives and targets, in line with the organization’s mandates and it’s Performance Management and Pay-for-Performance (PM-PP) programs. Beaver Municipal Solutions has adopted a policy based on progressive discipline to ensure that in appropriate circumstances employees have the opportunity to correct any performance or behavioral problems that may arise. Beaver Municipal Solutions has established a set of reasonable rules and guidelines for employees to follow. These have not been put in place to restrict the freedoms of our employees or the discretion of supervisors and managers, but rather they are in consideration of their safety, and the overall protection of Beaver Municipal Solutions employees, property, and our business practices.
Guidelines
1. Through the General Manager, managers and supervisors shall ensure that the principle of progressive discipline is handled in a fair, consistent and contextual manner. Managers and supervisors have the authority to discipline employees, in accordance with this Policy. With respect to this Policy, a manager or supervisor is considered to be an employee who approves the timecards of subordinate employees.
2. Progressive Discipline Process a. In the event that an employee of Beaver Municipal Solutions is evaluated as not performing to organization expectations, violates company policy or exhibits problematic conduct or behavior, a contextual system of progressive discipline shall be utilized.
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HUM-005 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
c. Employees who are evaluated to be missing organization performance expectations will typically be given an opportunity to correct their performance gaps through an approved Performance Improvement Plan (PIP). The PIP is a formal, structured plan developed between the employee and management with a clear goal to have the employee rectify noted performance gaps. The PIP is expected to be completed over a defined period of time and will require coaching resources from management, as well as possible external mandatory employee training. Section 7 of this Policy provides additional information. Unsuccessful completion of a PIP by the employee within the defined period, will lead to the employee’s termination of employment. The employee termination must be approved by the General Manager. In the case of misconduct or behaviour in violation of organization policies and rules, the employee will typically have up to two opportunities to correct the unwanted behavior, unless the misconduct or behaviour is one of a severe nature, in which case, progressive discipline can be accelerated to match the violation. The disciplinary steps are: i. Written Warning - formal ii. Final Written Warning with Suspension - formal iii. Termination Warning letters can be issued by the employee supervisor or manager. Terminations must be approved by the General Manager. In the event of policy and rule violations with a written warning and/or a final warning, employees must be referred to the organization’s Employee Assistance Program, as appropriate (see Progressive Discipline chart examples). d. With each violation, the employee will be provided with a written warning which will: (1) advise them of the misconduct or behaviour observed; (2) provide a reiteration of the correct company policy or rule regarding the violation; (3) state the details of the suspension, if applicable; (4) advise them of the consequences associated with further infractions; (5) provide a suggestion towards a method of improvement, including participation in the Employee Assistance Program. e. All formal warnings and PIPs will be maintained on the employee's file indefinitely. An employee may request that a record relating to the imposition of discipline which is older than 24 months without further discipline being imposed be removed from the employee's file. A supervisor or manager may consider such request and, based on all of the relevant circumstances, grant or refuse such reques f. Degrees of discipline shall be used in relation to the problem at hand. As the situation dictates, based on the past performances of the employee, and the seriousness of the violation, Beaver Municipal Solutions reserves the right to move straight to termination of employment where necessary.
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HUM-005 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
g. Immediate dismissal may result in situations where clear violation of rules and or expectations have occurred, including Occupational Health and Safety Rules Section 1.6 of the Health and Safety Manual, Grounds for Dismissal – see attached. (also see Progressive Discipline Levels chart examples) 2. Progressive Discipline Levels This policy contains an attached Progressive Discipline Levels chart. The table outlines the progressive discipline steps for common workplace issues. The chart provides clear examples of unacceptable offences and the resulting violation in general terms. The chart does not contain all offences and depending on the nature and severity of the offense, Beaver Municipal Solutions reserves the right to advance discipline to a higher level. 3. Investigation and Documentation All violations or alleged violations will be properly investigated and documented by a manager. The manager may request the assistance of Human Resources. All formal measures that have been taken within the progressive discipline process will be documented and kept in the employee's personnel file. 4. Suspension and Review Period During the final written warning, an employee will be suspended. a. Suspension: Employees put on suspension will be excluded without pay from the workplace for an appropriate period of time depending on the violation. Employees cannot use vacation or sick leave during the suspension.
b. Under unusual circumstances, approved by the General Manager, an employee may be suspended with pay, pending the outcome of an investigation. 5. Termination of Employment The final stage of progressive discipline is termination of employment. Termination of employment with Beaver Municipal Solutions may occur following an employee committing multiple violations of company policy, after the logical steps for progressive disciplinary action have been taken, continued poor performance and failure to accomplish the requirements of a Performance Improvement Program, or immediately following a severe violation. Termination of an employee requires approval of the General Manager, who may in his or her discretion consult with Human Resources and legal counsel. 6. Appeals In the event that an employee feels that the employee has been wrongfully disciplined relating to a first or final warning, they may file a written appeal to the General Manager. Written appeals must contain: i) Details of the discipline;
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HUM-005 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
iii) Why the employee feels the discipline is not warranted or appropriate. The General Manager shall review and respond to all written appeals within ten (10) business days. If the General Manager decides that the appeal is warranted, the employee shall be re-instated, and the letter removed from the employee’s file. The General Manager’s decision is final. 7. Performance Improvement Plans
Performance Improvement Plans (PIP’s) are to be used in conjunction with or as an alternative to disciplinary action when an employee’s performance will not meet an employer’s expectations.
Steps to preparing and implementing an employee PIP are provided in the attached guide “How to Prepare a PIP”.
a. Managers and supervisors will be trained to evaluate their assigned employees in comparison to organizational standards of conduct and both business and individual employee objectives and targets developed during the annual Performance Management and Pay-for-Performance evaluation; b. Evaluation of an employee’s conduct and performance will be a combination of formal quarterly reviews as well as on-going informal observations of emergent issues; c. Where quarterly reviews or on-going informal observation indicate a conduct or performance gap, the supervisor or manager will be required to assess, in consultation with Human Resources, whether a Performance Improvement Plan can be implemented to satisfactorily address the conduct or performance gap in a reasonable period, and in any event, no longer than 12 months; d. If a supervisor or manager assesses that the conduct or performance gap cannot be closed within a 12 month period, the supervisor or manager must recommend to his reporting manager: a. Termination of the employee; b. Re-assignment or demotion of the employee to another position, if one is available, and if there is a reasonable chance of the employee’s performance success in a 12 month period in the new position; e. The PIP must be approved by a senior manager. Refusal to accept the proposed PIP will lead to revision of the PIP by the manager or supervisor, or lead to disciplinary action towards the employee.
8. Re-assignment and Demotion
Where an employee fails to continuously perform to the expectations of their assigned position, as an alternative to termination, the manager, with the approval of the responsible senior manager, may assign the employee to another position (re-assignment) or lower the expectations of the role with a commensurate reduction in compensation, as appropriate. Such re-assignment or demotion, must take place within the business plan context of the organization, with clear written expectations for the employee. Compensation changes are to take place over a transition period of no longer than one month. An employee who is re-assigned or demoted, is subject to a three month probationary period. Failure to meet expectations in this new role within three months or less, will lead to immediate employee termination from employment. Page 4 of 5 HUM-005| Beaver Municipal Solutions Revision DRAFT V03 HUM-005 Staff Suspension, Termination, Demotion or Re-assignment Date of revision 2016-05-09 Page 41 of 99
HUM-005 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Roles and Responsibilities, Procedures, Forms and Related Policies
1. Attached to this policy are:
a. Progressive Discipline Levels chart of examples; b. Section 1.6 (excerpt) of the Health, Safety and Environment Manual; c. Guide “How to Prepare a PIP”; d. Example PIP; e. Example first warning letter; f. Example final warning letter; g. Example termination letter.
2. Related policy:
a. Employee Handbook b. HUM-003 Staff Learning, Development and Growth c. Performance Management and Pay-for-Performance Program
Page 5 of 5 HUM-005| Beaver Municipal Solutions Revision DRAFT V03 HUM-005 Staff Suspension, Termination, Demotion or Re-assignment Date of revision 2016-05-09 Page 42 of 99 HUM-005 Staff Suspension, Termination, Demotion or Re-Assignment Progressive Discipline Levels – Examples Chart The examples of employee performance gaps or violations of organization policies and rules are meant as a guide, only, to supervisors and managers, in consultation with Human Resources. For severe violations, immediate termination of employment shall be considered.
Employee Performance Gap or Outcome Violation of Policy and Rules Negative Performance Assessment Through PP- Develop and Implement PIP, 3 – 12 months PM (maximum) Lack of Progress Through PIP Termination, Re-Assignment or Demotion Failure to Maintain Equipment in Accordance Written Warning with Company Procedures 2nd Failure to Maintain Equipment in Accordance Final Warning with Suspension with Company Procedures 3rd Failure to Maintain Equipment in Accordance Termination with Company Procedures Illegal Substance Impairment Final Warning with Suspension with Requirement to Submit to Employee Assistance Program 2nd Illegal Substance Impairment Termination Swearing, Cursing, Threatening Behaviour Final Warning with Suspension with Requirement to Submit to Employee Assistance Program 2nd Swearing, Cursing, Threatening Behaviour Termination Fighting or Insubordination Termination Theft Termination Smoking Violation Final Warning with Suspension 2nd Smoking Violation Termination Safety Code Violation Written Warning with Re-Training Requirement 2nd Safety Code Violation (not necessarily related) Final Warning with Suspension with Re-Training Requirement 3rd Safety Code Violation (not necessarily related) Termination Harassment or Bullying Final Warning with Suspension with Requirement to Submit to Employee Assistance Program 2nd Harassment or Bullying Termination Obstruction or Lying Termination
Page 43 of 99 1.6 Rules and Regulations
1.6.1 Purpose Rules and regulations are an integral part of our safety program. They have been compiled for the sole purpose of assisting in the prevention of accidents and to provide guidance to all personnel in carrying out their duties with respect to health and safety. It will be understood that no set of rules can possibly cover all the situations that may arise and therefore may have to be supplemented by the experience and knowledge of each employee. The following rules are minimum requirements only and are to be met or exceeded on each and every work site.
These rules will become effective on the day they are issued and will be observed by every employee.
1.6.2 Scope Employees will read and comply with the applicable rules in this manual bearing in mind that they may be required at any time to show their knowledge of and/or familiarity with the rules to their supervisor. Pleading ignorance of safety rules and practices will not be considered a valid excuse for their violation.
All employees are expected to help new or inexperienced employees by pointing out potential hazards and preventive procedures (i.e., hazardous materials, housekeeping practices, height hazards, confined space locations and precautions).
1.6.3 Related Documents Alberta Occupational Health and Safety Act, Regulation and Code OP-7A – PNC Incident Report & OP-7B – PNC Incident Investigation Report (Forms – Section 1)
1.6.4 Definitions Rule: - a directive that governs and controls conduct or action, and that is instituted by an organization. Regulation: - an ordinance, a law, or a directive set by an outside organization or agency, such as government, for control of people and their environment. HSEC – Health, Safety and Environment Coordinator
1.6.5 Responsibilities
Management Management is responsible for: ensuring that system is in place and operating as per requirements outlined in procedure; assisting supervisors in any disputes or enforcement issues that may arise; following all rules and regulations listed and referenced in the Health, Safety and Environment Program; reviewing the program on an annual basis, making revisions where required
Page 44 of 99 or requested by external review.
HSEC/Supervisors The HSEC and Supervisors are responsible for: ensuring that all workers are trained on the rules and regulations of BMS during worker orientation; enforcing all rules and regulations on site and without bias or preference; following all rules and regulations included in this policy and procedure; recording any violations of rules and regulations using the PNC Incident Report (OP-7A) form; supporting all workers in understanding and following rules and regulations, allowing enough time to complete work and required paperwork as per procedure; disseminating changes and revisions to policy and procedure to all affected workers as soon as practicable.
Workers Workers are responsible for: knowing all rules and regulations as they apply to the individual’s position; reviewing rules and regulations on an annual basis as part of their working knowledge base; following all rules and regulations at all times while performing work for BMS; reporting all violations to supervisor as soon as practicable; reporting all identified hazards, near misses and incidents to supervisor as soon as possible.
1.6.6 Procedure Rules are basic "thou shalt" or "thou shalt not" statements. They leave no room for discretion or argument. Action will be taken every time a rule is violated, not only when a loss occurs due to a violation of rules. This health, safety and environment program also contains rules which are discussed in assignments of responsibility, Safe Work Practices, and Safe Job Procedures. Key rules to remember are noted as follows.
Mandatory Requirements 1. Supervisors shall ensure that work is performed only by employees deemed to be competent to complete such job tasks or by employees under the direction of a qualified employee. Employees, who are not qualified, other than those working under the direct supervision of a qualified employee, shall not complete the task. 2. Appropriate personal protective equipment shall be worn at all times when such equipment is required on a work site in accordance with the respective Safe Work Practices and Job Procedures. 3. All unsafe acts, unsafe conditions and near miss incidents shall be reported to your supervisor. 4. All related work shall cease until such unsafe conditions or practices are remedied or controlled. 5. All personal injury or property and equipment damage is to be reported
Page 45 of 99 immediately. 6. All work shall be performed using Safe Work Practices and Safe Job Procedures in accordance with your supervisor’s direction. 7. Good housekeeping is to be maintained in your work area. 8. All vehicles and mobile equipment are to be operated in accordance with BMS Safe Work Practices and Safe Job Procedures, and provincial highway regulations. 9. Only those tools that are in good repair, with all guards and safety devices in place, shall be used. 10. Hand tools shall not be used for any purpose other than stipulated by the manufacturer. 11. All electrical tools shall be grounded and double-insulated. 12. Explosive/power/air-actuated tools are to be used only by persons who have been instructed and trained in their safe use. 13. Compressed gas cylinders are to be secured in an upright position. 14. Riding on any hook, hoist or other material handling equipment which is used strictly for handling material and not specifically designed to carry riders is prohibited. 15. Welding and burning operations shall be carried out only by authorized personnel with appropriate personal protective equipment. 16. Clothing will be appropriate to duties being performed. Long cotton pants, shirts and CSA-approved steel toed work boots are the minimum requirements for outdoor field settings. 17. Unsafe lifting positions, such as lifting from an uncomfortable position, lifting with back instead of legs and thigh muscles, and over-lifting are not acceptable. If the object is too heavy or awkward to handle, get help or use a mechanical device. 18. Compressed air shall not be used for blowing dust or other substances from clothing being worn by employees. 19. Gas, solvent or varsol shall not be used as a body cleanser. 20. Entry into an excavation greater than 1.5 meters in depth is not permitted unless it has been properly shored or sloped and has access ladders. 21. Beaver Municipal Solutions is committed to maintaining safe and healthy workplaces for all employees. Tobacco smoke is recognized as a significant health hazard – not only to the employee who smokes, but also to those who may be exposed to second hand smoke. Therefore, smoking is not allowed by any employee or passenger in any BMS owned, leased or rented vehicle or equipment. 22. Cell phones are not allowed to be used in any vehicle unless the vehicle has come to a complete stop. If the vehicle is equipped with Bluetooth capabilities, then Bluetooth connection must be made prior to operating vehicle. The use of cell phones while driving in the Province of Alberta is illegal, therefore any employee using a cell phone during the operation of any BMS vehicle is in contravention of this bylaw and will be disciplined according to Beaver Municipal Solutions disciplinary policy.
Grounds for Dismissal The following are strictly prohibited at all times on all BMS property and all BMS
Page 46 of 99 work sites:
• Possession or consumption of alcohol or illegal drugs; • Insubordination to a supervisor; • Verbal and physical threats, intimidation and bullying to anyone at the work site – supervisors, fellow employees, contractors, visitors, general public; • Arriving for work or remaining at work when ability to perform the job safely is impaired; • Possession of firearms or blades greater than four inches in length, unless designated as a required tool by a Safe Job Procedure; • Fighting, horseplay, practical jokes, gambling, sleeping on the job; • Theft and vandalism; or • Damaging, disabling or interfering with safety, fire-fighting or first aid equipment.
Regulations The Alberta Occupational Health and Safety Act, Regulation, and Code are in place to provide lawful protection to the employee and will be enforced by BMS. BMS will also ensure that a copy of the current O.H. & S. Regulation and Code is available at every work site. In addition to the O.H. & S. Regulation and Code, there are several other regulations which shall be adhered to in order to protect the health and safety of employees. They may include the provincial:
• Highway Traffic Act; • Electrical Codes; • Building Codes; and the • Alberta Environmental Enhancement and Protection Act
BMS and its employees shall draw attention to the existence of such regulations, observe and understand them. All applicable regulations shall be provided and explained to affected employees.
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HOW TO PREPARE A PIP
Introduction
On many occasions, an employee’s performance will not meet an employer’s expectations. As an alternative to immediate disciplinary action, an employer may elect to place an employee on a performance improvement plan (PIP). A PIP is helpful when a supervisor has noticed a specific area or areas of underperformance and sets specific goals for the employee to attain in order to improve performance.
The PIP is an ongoing process that requires monitoring and feedback from the supervisor. This guide will assist employers in preparing a PIP.
Step 1: Meet With the Employee Prior to Drafting the PIP
Before drafting the PIP, it is important to meet with the employee to discuss expectations, poor performance and the plan to move forward. A meeting will prevent the employee from being caught by surprise when receiving a PIP. Additionally, the employee may begin to demonstrate improved performance shortly after an informal discussion in order to maintain employment, in which case a PIP may not be necessary.
During this meeting, the supervisor should explain how and why the employee’s performance is failing to meet expectations. Whenever possible, the supervisor should provide clear and specific examples of when the employee’s performance was poor.
For example, telling the employee that others have complained about him or her being rude to customers does not give them much guidance. On the other hand, saying that on a specific date an employee overheard him or her tell a customer that the customer should “get over it” is a specific example of unprofessional conduct that provides guidance to the employee of what not to do.
The supervisor should provide the employee with clear guidance on how to meet expectations as well as inform the employee of the consequences of
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failing to improve performance. The supervisor should document the discussions had at this meeting and request that the employee sign the document. After the meeting, the supervisor should prepare the PIP.
Step 2: Identify the Issue(s) Requiring Improvement
Clearly state the deficiency that needs to be corrected and whether the issue is performance or behavioral. This is called a deficiency statement. Each problem should be stated separately. Examples of deficiency statements are:
Employee fails to complete work assignments in a timely manner. Employee is rude and discourteous towards supervisors and co-workers.
When possible, the PIP should list specific facts or events in which the problem occurred. Additionally, if the employee received any counseling or discipline related to the specific issues, this information should be included in the PIP. This section should be clear, objective and factual. There should be no opinions, hearsay or workplace gossip included in the PIP.
Step 3: Explain the Requirements of the PIP
Next, the PIP should explain what the employee is required to do in order to demonstrate satisfactory performance. This section should list clear, quantifiable objectives for the employee to show improvement. List the specific work requirement that needs improvement and how the employee’s progress will be measured. The PIP should consist of both short-term and long-term goals.
Set a deadline by which the employee must satisfy the requirements of the PIP.
The length of the deadline may vary depending on the level of improvement needed and how long it might take to measure improvement. However, the employee should be able to realistically achieve the goals in the length of time specified.
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The PIP should also set consequences for failure to improve. If the issue is behavioral, the employee could be subject to discipline. If the issue concerns performance, the consequence may be demotion.
Step 4: Describe Resources Available to Assist the Employee
The PIP should identify and provide information on how to obtain the resources, materials, training and coaching that the employee can use to meet expectations. Commonly used resources include:
Training seminars; Coaching by a supervisor or experienced employee; or Employee Assistance Program (typically for behavioral issues).
Step 5: Set a Time Period for the PIP
The PIP must clearly set a deadline for the employee to display some evidence of improvement. Depending on the severity of the employee’s poor performance or misconduct, and the length of time it might take for additional training if that applies, the time period for a PIP can be several days to several months. However, it is in the employer’s best interest to limit the length of the PIP in the event that the employee shows no signs of improvement and needs to be dismissed.
Supervisors should not ignore the employee’s progress until the last day of the PIP. The supervisor should meet with the employee regularly to check on progress and provide assistance if needed. The purpose of the PIP is to help an employee become more successful, so the employer will have to use time and resources to improve the employee’s chance of success.
Step 6: Review the PIP with the Employee
Once the supervisor has prepared the PIP, the supervisor should meet with the employee to review the final document. The supervisor should read through the entire PIP to ensure that the employee understands what the expectations are, how the employee failed to meet expectations, and what is required of the employee in order to improve performance. The employee
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should also be given an opportunity to ask any questions about the PIP. After review, the supervisor should have the employee sign the PIP.
Although this information should be included in the PIP, the supervisor should review the consequences for failure to meet the requirements of the PIP. The employee may be subject to discipline, or the supervisor may have the discretion to extend the time period for the PIP, depending on the nature of the problem.
An issue that may occur is that an employee may meet the requirements of the PIP to avoid undesirable consequences, but then resume the poor performance or behavior shortly thereafter. If an employer suspects that this may be an issue, a clause can be added to the PIP requiring the employee to maintain satisfactory performance or risk termination.
Supervisors should be clear that the purpose of the PIP is not to punish, but to help the employee be successful by providing clear goals for improvement.
PO Box 322 | Ryley | Alberta | T0B 4A0 | TF 1.855.221.2038 | P 780.663.2038 | F 780.663.2006 | www.beavermunicipal.com
Page 51 of 99 Performance improvement plan template
You can use this template to help you develop a performance improvement plan with your employee. We recommend that you use this plan in conjunction with our Managing underperformance – the initial steps checklist and Underperformance meeting plan template.
A performance improvement plan is a document that sets out what the problem is with your employee’s performance and what they need to do to improve it.
This template has been colour coded to help you complete it. Simply replace the red < > writing with what applies to your employee and situation.
Explanatory information is shown in blue italics to assist you and can be deleted.
Suggested steps for developing a performance improvement plan
Step 1: Plan
Use the template to prepare a performance improvement plan for your employee.
Begin by clearly identifying the specific area or areas in which the employee needs to improve their performance.
Step 2: Meet with your employee
Next, explain what your employee needs to do to improve their performance and how they can do this, along with what support you’ll provide to them (eg. training). Also explain to them what their responsibilties are, and what your responsibilities are.
Give your employee a reasonable time to improve their performance and set a date or dates for further review.
Finally, explain what will happen if your employee’s performance doesn’t improve.
Both you and your employee should sign and keep a copy of the plan.
Step 3: Monitor
Monitor your employee’s performance while the plan is in place. Regularly check-in with your employee over that period to discuss their progress.
Step 4: Review
Meet at the times set out in the plan to review your employee’s performance. Before these meetings, both you and your employee should assess their performance. After these meetings, you should update the plan to make sure it stays current (eg. to explain what your employee still needs to improve, and any further support that you’ll provide).
Page 52 of 99 PERFORMANCE IMPROVEMENT PLAN
Details Employee name
Employee position and
Manager name
Manager position
Date of plan
Period of plan
Required outcomes
Page 53 of 99 Details
Describe what the employee needs to do to improve their performance to the required standard. The required outcomes should be specific, measurable and realistic. In most cases, the required outcomes should be described as a measurement of quality, quantity or timeliness. eg. Process all customer orders within 48 hours of receipt. Process at least 15 orders each day. Complete order-related paperwork neatly and accurately.
Strategies
Describe how the employee is going to meet the required outcomes.
eg. Your priority task at all times will be processing customer orders. If you have any questions (eg. you’re not sure how to complete a task, or if you’re asked to complete a different task), you must immediately raise this with your manager.
Support
Describe what support you’re going to provide to the employee to meet the required outcomes.
eg. Your manager will provide you with refresher training on the order software. Your manager will meet with you each Monday to provide you with feedback on your progress against the required outcomes.
Responsibilities
Describe the responsibilities of the employee, their manager and any other relevant parties.
Page 54 of 99 Details eg.
Employee: to meet the required outcomes by the final review date. to participate in refresher training on the order software and weekly feedback meetings with your manager, as well as any other training or development activities that your manager considers appropriate.
Manager: to provide you with on-the-job support. to provide you with refresher training on the order software. to conduct weekly feedback meetings.
Consequences
Describe the consequences if the employee doesn’t meet the required outcomes by the final review date.
eg. If you fail to meet the required outcomes by the review date, without a reasonable excuse, you will be given a final written warning. Performance improvement objective:
Manager signature: Employee signature:
Print name: Print name:
Page 55 of 99 Date: Date:
Human Resources Approval: Date:
Senior Manager Approval: Date:
Page 56 of 99 Employee self-assessment
Employee to complete before the interim and final review meeting.
How do you think you have performed against each of your performance improvement objectives?
Other comments:
Employee signature:
Print name:
Date:
Page 57 of 99 Manager assessment
Manager to complete before the interim and final review meeting.
How do you think the employee has performed against each of their performance improvement objectives?
Other comments:
Manager signature: Employee signature:
Print name: Print name:
Date: Date:
Human Resources Review Date:
Senior Manager Review: Date:
Page 58 of 99
[Date]
HAND DELIVERED
[Employee Name] [Employee’s Address]
Dear [Employee]:
Re: Notice of First Warning
Further to our recent meeting, we confirm the discussions of today where you were advised of the violation of the following organization policies and rules:
[violation(s)]
You have been advised of these violations and understand your requirement to abide by them. You are expected to comply with organization policies and rules.
Compliance to these policies and rules is required as an employee. Continued violations of these and other policies and rules can lead to suspension without pay or termination of employment with cause.
It is strongly suggested that you < > in order to avoid a repeated violation.
This warning letter will be kept in your personal file for 24 months from the date of this letter.
Yours truly,
BEAVER MUNICIPAL SOLUTIONS
Per: [Manager]
Copy [Senior Manager]
Employee: I agree with the contents of this letter and will abide by the organizations’ policies and rules, understanding that further violations can lead to my termination of employment.
X ______Date ______
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BMS LETTERHEAD
[Date]
HAND DELIVERED
[Employee Name] [Employee’s Address]
Dear [Employee]:
Re: Notice of Final Warning with Suspension of Pay
Further to our recent meeting, we confirm the discussions of today where you were advised of the violation of the following organization policies and rules:
[violation(s)]
The violation of these policies and rules is very serious. Accordingly, you are suspended without pay immediately and are expected to return to work reporting to your supervisor on [date].
During your unpaid leave, you are not permitted on BMS worksites and you will not have access to BMS email or computer systems. Any keys or company property in your possession is to be surrendered to your supervisor. You are not permitted to use vacation or sick leave during your suspension period. Your other health benefits, however, will continue during this period.
[in addition, upon your return to work, you will be required to enroll in, and successfully complete, the following program(s) as a condition of employment:
]
Compliance to these policies and rules is required as an employee. Upon your return to work you are expected to fully comply with organization policies and rules. A reoccurrence of these or other violations will lead to your immediate termination of employment with cause.
This warning letter will be kept in your personal file for 24 months from the date of this letter.
Yours truly,
BEAVER MUNICIPAL SOLUTIONS
Per: [Manager]
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[Manager]
Copy [Senior Manager]
Employee: I agree with the contents of this letter and will abide by the organizations’ policies and rules, understanding that further violations will lead to my termination of employment.
X ______Date ______
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[Date]
HAND DELIVERED
[Employee Name] [Employee’s Address]
Dear [Employee]:
Re: Notice of Termination of Employment with Beaver Municipal Solutions
Further to our recent meeting, we confirm that your employment with Beaver Municipal Solutions (“Beaver”) has terminated effective today, with (without just) cause and for (business) reasons as discussed.
Accordingly, please find attached a cheque in the sum of ______, representing your wages and outstanding vacation pay up to and including today, less statutory deductions. Also enclosed is a cheque in the sum of ______, representing [period] of termination pay pursuant to the Employment Standards Code, less statutory deductions. (Beaver is also prepared to pay for outplacement services with [company]. to a maximum value of [amount] to assist you in your job search efforts. We recommend that you contact [company] as soon as possible to begin this process.)
All employee benefits terminate effective today. Your Record of Employment will be available online in due course.
Please ensure that all Beaver property in your possession is returned to us no later than [date]. This includes any keys, Beaver identification card, computer files or records. If you have any Beaver property that is located outside of our offices or premises, please ensure that it is also returned.
We also remind you of your duty of confidentiality related to your work at Beaver. Your duty of confidentiality is an ongoing obligation which will continue after the termination of your employment and we trust that you will continue to honour it.
Yours truly,
BEAVER MUNICIPAL SOLUTIONS
Per: [Manager]
Copy [Senior Manager]
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FIN-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Accounting for Tangible Capital Assets
Date Approved by Board: 2016.01.01 Resolution No.:
Lead Role: CFO Replaces: N/A
Last Review Date: N/A Next Review Date: (2 years after last review
Policy Statement
The adoption of a Tangible Capital Asset Policy is a prudent business practice that will strengthen corporate decision making through improved capital asset management and will provide increased reporting transparency to the Beaver Municipal Solutions/Beaver Regional Waste Management Services Commission (BMS/BRWMSC), the public and others.
The purpose of this policy is to establish consistent standards and guidelines for the planning, budgeting, and accounting for tangible capital assets. The Tangible Capital Assets Policy is required to:
ensure "tangible capital assets" are recorded appropriately and accurately; provide for the amortization of tangible capital assets; ensure that all tangible capital asset acquisitions are planned for, acquired and financed in an appropriate and timely manner; ensure that all tangible capital asset disposals or write-downs are recorded in a timely manner; provide a framework for the annual capital budget review and approval process; and improve the management of the organization by promoting long term planning, prioritization and control of capital expenditures.
Definitions
Amortization The reduction in the value of an asset due to usage, passage of time, wear and tear, technological outdating or obsolescence, depletion or other such factors. Sometimes known as depreciation, it is the method of attributing the historical or purchase cost of an asset across its useful life, roughly corresponding to normal wear and tear.
Betterments Subsequent expenditures on tangible capital assets that enhance the service potential of the asset.
Service potential is enhanced by: a) an increase in previously assessed physical output or service capacity; b) lower associated operating costs; or c) an improvement in the quality of the output.
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FIN-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Service potential enhancements may or may not increase in the remaining useful life of the tangible capital asset.
Capital Lease A lease, with contractual terms, that transfers substantially all the benefits and risks inherent in ownership of property to the BRWMSC. For substantially all of the benefits and risks of ownership to be transferred, one or more of the following conditions must be met: a) There is reasonable assurance that the BRWMSC will obtain ownership of the leased property by the end of the lease term. b) The lease term is of such duration that the BRWMSC will receive substantially all of the economic benefits expected to be derived from the use of the leased property over its life span. c) The lessor is assured of recovering the investment in the leased property and of earning a return on the investment as a result of the lease agreement.
Capitalization threshold The value above which assets are capitalized and reported as non-financial assets in the financial statements.
Component A part of an asset with a cost that is significant in relation to the total cost of that asset.
Cost Purchased assets – cost includes the purchase price and other acquisition costs such as installation costs, design and engineering fees, legal fees, survey costs, site preparation costs, freight charges, transportation insurance costs, and duties.
Constructed or developed assets – cost includes the gross amount of consideration directly attributable to acquire control of, construct or develop the asset.
Donated or contributed assets – cost equals the fair value at the date of donation or contribution.
Fair value The amount of consideration that would be agreed on in an arm's length transaction between knowledgeable, willing parties who are under no compulsion to act.
Market value The estimated amount for which a property would be exchanged on the date of valuation between a willing buyer and a willing seller in an arm’s length transaction wherein the parties had each other acted knowledgeably, prudently and without compulsion. See also Fair Value.
Net book value The cost of a tangible capital asset, less accumulated amortization and the amount of any write- downs.
Nominal value The value assigned to an asset when no asset valuation method is relevant, or where the accuracy of any estimate could not be supported in an audit. Nominal value in this context is defined by the BRWMSC to be one Canadian dollar.
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FIN-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Residual value The estimated net realizable value of a tangible capital asset at the end of its useful life.
Service potential The tangible capital asset’s output or service capacity, normally determined by reference to attributes such as physical output capacity, quality of output, associated operating costs and useful life.
Tangible capital assets Non-financial assets having physical substance that: a) are held for use in the production or supply of goods and services, for rental to others, for administrative purposes or for the development, construction, maintenance or repair of other tangible capital assets; b) have useful economic lives extending beyond an accounting period; c) are to be used on a continuing basis; and d) are not for sale in the ordinary course of operations.
Useful life The estimate of either the period over which the BRWMSC expects to use a tangible capital asset or the number of production or similar units that it can obtain from the tangible capital asset. The life of a tangible capital asset may extend beyond its useful life. The life of a tangible capital asset, other than land, is finite, and is normally the shortest of the physical, technological, commercial and legal life.
Write-down The reduction in the cost of a tangible capital asset to reflect the decrease in the quality or quantity of its service potential due to a permanent impairment, and the BRWMSC still owns the asset written down. A write-down should not be confused with a “write off”, which is treated as a disposal.
Guidelines
1. Asset Definitions & Classification
1.1. Capitalization
Tangible capital assets that have an acquisition value per individual item or unit that exceeds the following capitalization thresholds by asset type will be capitalized:
a) All Land $0 b) Land Improvements $ 2500 c) Buildings $ 2500 d) Engineered Structures $ 2500 e) Machinery & Equipment $ 2500 f) Vehicles $ 2500
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FIN-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
The following assets will not be capitalized:
land (or other assets) acquired by right, such as Crown lands, forests, water and mineral resources; works of art and historical treasures; and intangible assets such as patents, copyrights and trademarks.
1.2. Classification
Tangible capital assets will be classified in the following major categories:
Land Land Improvements Buildings Engineered Structures Machinery & Equipment Vehicles
1.3. Capital Leases
The BRWMSC will account for a capital lease as an acquisition of a tangible capital asset and incurrence of a liability. The cost of a leased tangible capital asset is determined in accordance with Public Sector Guidelines PSG-2, Leased Tangible Capital Assets.
2. Recording Assets
2.1. When to Record Tangible Capital Assets
A physical asset will be recorded as a tangible capital asset in the BRWMSC financial statements as of the date it meets the definition of a tangible capital asset. Control of the asset’s economic benefit is a key concept in determining if and when to record a tangible capital asset for the BRWMSC. The BRWMSC does not have to legally own an asset to have control and management responsibility of that asset.
2.2. Betterments vs Maintenance
Betterments which exceed the capitalization threshold of the applicable capital asset class will be included in the tangible capital asset’s cost. Any other expenditure would be considered a repair or maintenance and expensed in the period.
2.3. Single asset versus asset division into components and/or segments
Tangible capital assets may be accounted as a single asset or by components. A linear asset (i.e. roads or transmission lines, utility service networks) may also be accounted for by segments or a combination of segments and components. Whether the component and/or segment approach is to be used will be determined by the usefulness of the information versus the cost of collecting and maintaining information at the more detailed
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FIN-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
component or segment level.
2.4. Grouped/Pooled Assets
Assets that have an individual unit value less than the corresponding capitalization threshold (on their own) but have a material value as a group can be ‘grouped’ as a single asset with one combined value in the asset accounting records.
3. Asset Valuation
3.1. Definition of Cost
Tangible capital assets should be recorded at cost plus all ancillary charges necessary to place, prepare, and install the asset in its intended location and condition for use. Cost includes all non-refundable taxes and is net of any trade discounts or rebates.
Capital grants or donations towards a purchase or construction or betterment of a tangible capital asset are not netted against the cost of the related tangible asset.
3.2. Donated or Contributed Assets
For donated or contributed assets that meet the criteria for recognition as tangible capital assets, cost is equal to the fair value at the date of donation or contribution. Fair value may be determined using market or appraisal values. If it is not practical to determine the fair market or appraised value, use a reasonable estimated cost. Ancillary costs necessary to place, prepare, and install the donated asset in its intended location and condition for use should be capitalized.
4. Amortization Methods & Estimated Useful Life
4.1. Amortization
The cost, less any residual value, of a tangible capital asset with a limited life should be amortized over its useful life in a rational and systematic manner appropriate to its nature and use. Land has an unlimited useful life and should not be amortized. No amortization should be recorded on tangible capital assets which have been removed from service but not yet physically disposed of either through sale, demolition/dismantling, trade-in or transfer.
4.2. Estimated Useful Life
An asset’s useful life is based on the BRWMSC’s planned use of that asset and experience with other similar assets.
4.3. Residual Values
In most cases, the BRWMSC will hold a tangible capital asset for an extended period of time and as a result, the residual/salvage value will be immaterial for most asset classes. A residual value may be recorded for a tangible capital asset when the responsible department
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believes that the asset will have a significant value beyond its useful life to the BRWMSC.
5. Review and Write-downs
5.1. Revising Amortization Methods and Estimated Useful Life
The amortization method and the estimated remaining useful life should be reviewed on a regular basis by the responsible department with assistance from accounting, and revised when the appropriateness of a change can be clearly demonstrated.
The effect of a change in the estimated useful life of a tangible capital asset and its associated effect on amortization expense are allocated to the period of revision and applicable future periods.
5.2. Write-down for Impairment
A write-down for impairment of a tangible capital asset is required when either: service potential is impaired (ie. the asset no longer contributes to the BRWMSC’s ability to deliver goods or services); or future economic benefits are impaired (ie. the net book value of the tangible capital asset is in excess of the future economic benefits expected from its use and this excess is expected to be permanent).
Write-downs of tangible capital assets should be recorded as a current period expense in the period that the decrease can be measured and is expected to be permanent. Both conditions are required to write down the asset. Write-downs are permanent and cannot be reversed in subsequent periods even if circumstances change.
6. Maintaining Records
The CFO will maintain a record of the related asset description, details of the asset, and the date in use when tangible capital assets are purchased, acquired, developed, improved, constructed, or donated. Accounting is responsible for ensuring the accounting records are adjusted based on the information provided by the responsible department.
The CFO will periodically review the accounting records to ensure that they are current, accurate, and complete. The CFO is responsible to ensure that periodic asset inventories are performed and documented.
7. Asset Disposal
When tangible capital assets are taken out of service, destroyed, replaced due to obsolescence, scrapped, abandoned, dismantled or otherwise written off, the responsible department will notify the CFO and accounting of the related asset description, details of the asset disposal (i.e. proceeds on sale or transfer or trade-in), and the effective date of the change in the use of the asset. Any gain or loss on the disposal will be recorded as a revenue or expense, respectively, in the period of the disposal.
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The CFO will establish procedures for the method of disposal of uneconomic assets, including public tendering of asset sales, and procedures regarding negotiations to sell land holdings. Results will be reported to the Board.
Any asset acquired through a government grant and sold in the future will require Municipal Affairs approval.
8. Financial Reporting & Budgeting
8.1. Amortization
Amortization is accounted for as an expense in the statement of operations.
8.2. Disclosure Required
In total and for each major category of capital assets, the BRWMSC will disclose the following in the annual financial statements: a. Cost at the beginning and end of the period; b. Additions in the period; c. Disposals in the period; d. The amount of any write-downs in the period; e. The amount of amortization for the period; f. Accumulated amortization at the beginning and end of the period; g. Net carrying amount at the beginning and end of the period.
8.3 Budgeting and Approvals
Expenditures for tangible capital assets will be included in the BRWMSC’s budget process and approved by the Board.
Emergent capital projects and awarded capital project expenditures that are projected to go over their approved budget, including contingency allowances, must be reviewed and approved in advance:
a) For amounts totalling $50,000 or less – by the GM. b) For amounts greater than $50,000 – by the Board.
A recommendation to change the funding, or substantially change the scope or expected outcome of an approved capital project (with or without a financial impact) must be reviewed and approved in advance by the Board.
In all cases, a business case must be completed and the source of the additional funds required must be identified.
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FIN-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Roles and Responsibilities, Procedures, Forms and Related Policies
1. The Vice President Corporate Services and Chief Financial Officer (CFO) will administer this Policy through the General Manager.
2. Attachments: N/A
3. Related Policies:
a) FIN-005 Debt Management
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FIN-005 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Debt Management
Date Approved by Board: 2011.11.17 Resolution No.: 11-113
Lead Role: CFO Replaces: N/A
Last Review Date: 2016.02.01 Next Review Date: Pending
Policy Statement
Beaver Municipal Solutions/Beaver Regional Waste Management Services Commission (BMS/BRWMSC) will only incur new long term debt when it is consistent with the Strategic Plan direction and annual Board approved budget. This policy provides the framework and guiding principles for the management of long-term debt. Long-term debt is a source of funding used to support the approved capital project expenditures and is incurred to allow the BRWMSC to address:
1. The protection of existing facility, vehicles, equipment and capital infrastructure.
2. The addition of new capital equipment and infrastructure resulting from growth, pursuit of business opportunities to support the Board’s mandate towards its municipal members and/or changes in service levels.
3. Emergent capital initiatives as they arise.
Debt will be subject to a management plan and policies that will establish guidelines to address the management of long-term debt. The following elements are integral to an effective debt management plan:
1. Effective debt management is critical to the overall financial management of the BRWMSC; incurring new debt must be affordable and manageable.
2. The use of debt management is a useful and effective tool in the achievement of the overall growth and service provision objectives of the BRWMSC.
3. The ability to meet debt service requirements acts as the overall ceiling on capital program expansion.
4. The focus of an effective debt management plan should be on debt “management” as opposed to debt “reduction”. Debt reduction is a component but should not be viewed as the sole driver of an effective debt management policy.
5. An effective debt management plan should also focus on debt “avoidance” as a component of an effective debt management policy. In this regard, the link to and management of reserves is an important factor in debt management.
An effective debt management plan needs to be flexible in order to address emergent initiatives
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Definitions
1. Business Case refers to an analysis that demonstrates the necessity for and viability of a new project. A business case will include a financial analysis and a financial plan that identifies and confirms sources of funding to provide for the financing of the capital and operating costs of a new project.
2. Capacity refers to the difference between the amounts of projected year-end debt as calculated by applying the ceiling percentage to the projected annual total operating revenues less the amount of current year-end debt based on current approved debt levels.
3. Ceiling is stated as a percentage and refers to the maximum percentage that the annual year-end debt outstanding can be of the debt limit in accordance with provincial legislation.
4. Debt Avoidance refers to the setting aside of funds for the purpose of having funds on hand in reserve to finance capital projects that would otherwise be financed by incurring new debt.
5. Debt Limit refers to the Province of Alberta Debt Limit regulation and guideline that provides that a municipality’s (Commission’s) total debt outstanding cannot exceed 2 times its annual operating revenue.
6. Debt Repayment refers to the regular and/or special repayment of debt principal that has been incurred to finance capital projects.
7. Internal Borrowing refers to borrowing from BRWMSC reserves to finance a capital project. When an internal borrowing occurs, it is planned that the reserve is repaid the principal amount borrowed plus interest.
8. Long-term Debt refers to borrowings from third parties scheduled for repayment (i.e. generally amortized over a period of one or more years).
Guidelines
1. BRWMSC will only incur and carry long-term debt to support priority capital projects pursuant to approved capital budgets. Long-term debt will not be incurred for operating purposes. The BRWMSC may, from time to time, incur short-term debt (i.e. bank line of credit funding) to bridge short-term cash flow requirements (the primary source of bridging is reserves). Use of operating credit line will be reported to the Board quarterly. Generally, long-term debt will only be incurred after all other funding sources have been explored.
2. Total debt outstanding shall not exceed the Province of Alberta Debt Limit regulations and guidelines. These provide that a municipality’s (Commission’s) total debt outstanding cannot exceed 2 times its annual operating revenue.
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3. Total annual debt service payments shall not exceed the Province of Alberta Debt Service Limit regulations and guidelines. These provide that a municipality’s (Commission’s) total annual debt servicing payments cannot exceed 25% of its annual operating revenue.
4. The amortization period of new debt incurred shall not exceed the estimated life of the capital project being financed. The amortization period shall generally not exceed 15 years unless the estimated useful life of the capital project and the projected cash flow of the payment support demonstrates a term of 20 or 25 years to be more appropriate and beneficial.
5. When sufficient funds are available, the BRWMSC may internally borrow from its reserve funds (i.e. debt avoidance) to provide for the financing of capital projects. Reserves will be repaid with interest (generally over a period of five (5) years or less) with the interest rate equivalent to the average current rate of return the BRWMSC receives on the investment of surplus funds.
6. When the incurrence of long-term debt is deemed to be an appropriate method to finance capital projects, then Alberta Capital Finance Authority (ACFA) will be initially considered. ACFA long-term interest rates are generally 0.50% to 0.75% more favorable than conventional bank financing. Where it is more attractive and advantageous, a long-term financing arrangement with another acceptable lender will be considered.
7. The BRWMSC will take advantage of opportunities to retire outstanding debt early if it appears to be financially beneficial to do so. High interest, debt will be given priority consideration for debt prepayment.
8. The Debt Management Plan will establish a tolerance or capacity to absorb and manage new debt. This will coincide with approved business plan.
9. Year-end total debt outstanding shall not exceed a ceiling of 100% of the debt limit. The ceiling percentage guideline will have the effect of limiting new total debt that can be incurred in any given year.
10. The established ceiling percentage guidelines will be reviewed annually during the budget process to take advantage of opportunities to protect, increase or reduce the ceiling and, therefore, the capacity.
11. Annual debt service payments are supported by budgeted sources of revenues prior to the incurrence of new debt. In each case where the incurrence of debt is considered, a business case will be prepared to confirm the necessity for and viability of the capital project and the financial plan in place will identify the distinct revenue stream that will provide for the repayment.
12. Each Long Term Debt instrument must be specifically approved by Board Resolution. When a collateral or asset security is required, the details will be highlighted to the Board.
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FIN-005 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Roles and Responsibilities, Procedures, Forms and Related Policies
1. The CFO is responsible for the administration of this Policy through the GM.
2. Attachments:
3. Related Policies: FIN-003 Tangible Capital Assets
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BRD-002 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
A Policy Regarding Reports to the Board (Board Reports)
Date Approved by Board: DRAFT Resolution No.: DRAFT
Lead Role: GM Replaces: FIN-007 Quarterly Financial Reports
Last Review Date: N/A Next Review Date: DRAFT (3 years after last review
Policy Statement
To provide effective governance and oversight to the Commission, the Commission Board of Directors, as well as the municipal member Councils, in their role as stakeholders, require accurate, timely, clear and well-prepared regular reports on all the Commission’s operations, as well as professional and qualified analysis and discussion of emerging issues, trends, risks and opportunities related to the Commission. Accordingly, this Policy provides guidelines regarding the Board’s expectations towards receipt of such information.
Guidelines
1. The Board expects the following information and reports to be included in its regular meeting agenda and supporting documentation package (normally held monthly throughout the year).
a. A meeting generally prepared as appended to this Policy;
b. Draft meeting minutes of the Board’s previous regular meeting and any special/emergency meetings held since for review and approval of the Board
c. The following Consensus agenda items to be accepted by motion of the Board for information only. Discussion of these items is only at discretion of the Board:
i. An update on actions taken resulting from the Board’s current Strategic Plan; ii. A Follow-Up Action List (FUAL) detailing the status of all Board motions and other Board direction given by the Board to management with clear action statements and expected completion dates; iii. A financial results statement providing: 1. An unaudited operating income statement for the reporting period ending in the month previous to the month of the meeting. 2. An unaudited statement of capital project expenses for the reporting period ending in the month previous to the date of the meeting. 3. An unaudited statement of financial position as at the end of the month previous to the date of the meeting.
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iv. A brief management analysis and discussion of the statements presented, including comparison to prior years; v. An Operations Update report regarding operational matters in the month. vi. A Communications Update report regarding external and internal communications matters in the month. d. Correspondence addressed directly to the Board or Board chairperson (Board Direction Request – BDR)
2. The Board will receive the following Quarterly reports:
a. Quarterly Financial Report (January, April, July, October) including: i. Unaudited income statement and capital expense statement for the period; ii. Unaudited statement of financial position for the period; iii. Unaudited cash flow statement for the period; iv. Management analysis and discussion of the statements presented, including discussion on variances observed with the year’s targets, adjusted year-end forecasts and actions and recommendations for attaining or surpassing targets, as warranted; v. Quarterly progress on corporate Annual Incentive Program metrics.
b. A Quarterly Operations Report (February, May, August, November) regarding key operational factors including: i. Landfill air space utilization rates; ii. Landfill tonnages received; iii. Occupational health and safety data summaries including any provincial OH & S investigations on-going; iv. Waste collection system updates of note to municipal members; v. Public complaints received; vi. Environmental and municipal development compliance updates, as warranted; vii. Key project completion status with respect to transfer to operations, or upcoming recommended asset disposals; viii. Other operations matters of note;
c. A Communications Report (March, June, September, December) regarding key external and internal communications including: i. Attendance at community and trade promotion events ii. Update of support given to sponsored groups and other community funding initiatives iii. Communications issued to municipal members and the general public, website updates, presentations to Councils and general public such as open houses; iv. New employees, re-assignments, resignations, new job postings; v. Update on communications-related Strategic Plan initiatives.
Each Quarterly Report will be reviewed and discussed with Board and a motion for acceptance as information be considered.
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3. The Board will receive the following Annual Reports: a. AIP metrics annual report and recommendation on annual bonus program – February; b. Annual auditor’s report and financial results – February; c. Annual employee report including report on any alleged harassment or discrimination complaints – February; d. Annual occupational health and safety performance report – February; e. By-law and policy register of current documents including additions, deletions and changes during the previous year, and proposed policy review schedule for upcoming year – March; f. Annual Commission report – June; g. Annual environmental compliance report – June; h. Annual Community Support Grants report – June; i. Annual insurance claim and risk management report – September; j. Annual report from Committees: k. Public Advisory Committee - November l. Proposed annual budget and 5 year business plan – November.
Each Annual Report will be reviewed and discussed with the Board, and a motion for acceptance as information, or for approval, as the case may be, be considered.
Roles and Responsibilities, Procedures, Forms and Related Policies
1. The implementation of this Policy will be through the General Manager with support from assigned staff including the Chief Financial Officer, the Vice-President of Operations, the Communications Coordinator and the Board Secretary.
2. The recommended formats for the preliminary Board meeting agenda, the Request for Decision (RFD) report and the Board Direction Request (BDR) report are appended to this Policy.
3. This Policy replaces Policy FIN-007 Quarterly Financial Reports.
4. Related policy: BRD-004 Communications
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BRD-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
A Policy Regarding Scheduling of Policy Reviews (Policy Reviews)
Date Approved by Board: DRAFT Resolution No.: DRAFT
Lead Role: GM Replaces:
Last Review Date: N/A Next Review Date: DRAFT (3 years after last review
Policy Statement
Effective policy requires regular review by the Board, assisted by management and external advisors, in order to ensure that policies continue to evolve with arising conditions, and effectively guide the Board in its governance and oversight of the Commission.
Accordingly, Board by-laws and policies, as well as major legislative and strategic documents, should be normally reviewed at regular 3 year intervals.
Guidelines
1. Board by-laws and policies will conform to the Commission’s governing legislation, Board strategic plan and any prior agreements made by the Board with its municipal member Councils.
2. A by-laws and policies register will be maintained by the Board, through the General Manager, indicating the date of acceptance of each by-law and policy and the next three year review date.
3. Annually, the register will be presented to the Board in order to confirm the year’s schedule of by-law and policy reviews.
4. The Board may appoint a sub-committee of the Board of Directors to annually review the by-laws and policies, working with management, and report to the Board on their recommendations.
5. The policy review dates will be staggered in order to equalize the workload of the Board in reviewing and developing policies and by-laws.
6. The Board can direct new by-laws and policies to be developed or current policies to be reviewed and revised, apart from the approved schedule, as situations arise.
7. The Board can appoint external advisors to assist with the review and development of by- laws and policies, as required.
8. Municipal member impacts are to be considered in the on-going review and development of Board policies and by-laws.
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BRD-003 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
Roles and Responsibilities, Procedures, Forms and Related Policies
1. The implementation of this Policy will be through the General Manager with support from assigned staff.
2. Related policy: BRD-002 Board Reports
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BRD-004 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy
A Policy Regarding Communications to the Municipal Members (Communications)
Date Approved by Board: DRAFT Resolution No.: DRAFT
Lead Role: GM and Communications Coordinator Replaces: N/A
Last Review Date: N/A Next Review Date: DRAFT (3 years after last review
Policy Statement
Effective accurate, clear, periodic and timely communications to the Commission municipal member Councils is a critical element of collaborative and transparent behaviour between the Board of Directors, supported by management, and the member municipal Councils. Effective communication of Commission goals and objectives, of results achieved and of on-going operations and the progress of strategic plan initiatives, to the members, will foster mutual trust and goodwill. Accordingly, the Commission Board will be able to properly act on its fiduciary responsibilities on behalf of the member Councils.
Guidelines
1. Board documentation packages for its regular and special meetings will be transmitted in the following manner: a. The Board preliminary meeting agenda and supporting documents will be sent by email to Directors (and alternate Directors as required) and municipal member Chief Administrative Officers (CAO’s), approximately one business week before the scheduled date of the Board meeting; b. The Board preliminary meeting agenda, without the supporting documents, will be posted to the Commission website approximately one business week before the scheduled date of the Board meeting; c. In the event of an emergency or special meeting of the Board of Directors, the information per Subsection 1. (a) and 1. (b), will be communicated as soon as possible prior to the meeting date; d. Draft minutes of the Board meeting will be emailed to Directors and municipal member CAO’s within two business days after the meeting has been held; e. The final Board meeting agenda and supporting documents, with approved additions and deletions, will be forwarded to Directors and municipal member CAO’s, and posted on the Commission’s website, within three business days after the meeting has been held; f. Approved minutes of the previous Board meeting will be emailed to Directors, municipal member CAO’s and posted on the Commission website, within three business days after the date of the meeting at which the minutes were approved;
2. The dates, times and locations of the Board meetings for the calendar year will be posted on the Commission’s website. Board meetings will be open to the general public.
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The calendar schedule for the upcoming year will be posted on the Commission website 1 business week after the last regular meeting of the Board for the previous calendar year, normally being the December meeting.
3. Dates, times and locations of emergency and special meetings of the Board will be posted on the Commission website as soon as possible prior to the meeting.
4. Semi-annual municipal members’ reports – in written and in presentation format – will be prepared for each municipal member Council, highlighting key Commission Board matters, new by-laws and policies and changes to current by-laws and policies and on-going operations and financial results, including specific information regarding member waste collection, Commission developments with the member’s jurisdictional boundaries and support of community groups.
Semi-annual reporting will be normally scheduled for the months of June and November, depending on availability of member Councils.
Specifically:
a. the June semi-annual report will include submission of the Commission audited financial statement for the previous fiscal year and the auditor’s report, the Commission annual report, the environmental compliance report, and an annual update regarding the Commission’s progress on its Strategic Plan; b. the December semi-annual report will include submission of the anticipated upcoming annual budget and updated 5 year business plan.
5. The municipal member Councils, and CAO’s, will be invited to participate in a workshop review of the Commission’s strategic plan, normally held at three year intervals, and be encouraged to provide input into revisions to the Commission’s strategic plan.
6. The municipal member Councils, through their CAO’s, will be provided with regular management reports to, and recommendations from, the Board’s appointed committees, including the Public Advisory Committee.
7. The Commission website will host the Commission’s public documents including: a. approved Board meeting minutes; b. dates, times and locations of regularly scheduled Board meetings; c. preliminary Board agendas issued prior to scheduled Board meetings; d. approved Board meeting packages; e. meeting dates, times and locations, agendas and meeting packages pertaining to Board committees; f. the current Strategic Plan of the Board; g. the current by-laws and policies of the Board; h. the enabling legislative regulations of the Board; i. municipal member Council agreements with the Commission; j. the current audited financial statements of the Commission; k. the current annual general report of the Commission; l. outstanding purchase tenders of the Commission (link to the Alberta Purchasing
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Connection website); m. other reports and presentations of the Commission that have been presented to the Commission Board as well as the municipal member Councils.
Roles and Responsibilities, Procedures, Forms and Related Policies
1. The implementation of this Policy will be through the General Manager with support from the Communications Coordinator.
2. Related policy: BRD-002 Board Reports
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REQUEST FOR DECISION (RFD)
SUBJECT:
Holden and Area Bins – Addressing Current Problems
RECOMMENDATION:
That the Commission place a roll-on/roll-off bin at the Country Bottle Depot operated by Mark Geibelhaus located at 49223 – RR160, Holden, AB T0B 2C0 and provide free pick-up and disposal service, as required, for a period lasting from June 1, 2016 to October 31, 2016, with the initiative being reviewed at the October 2016 meeting, in order to provide rural residents living near Holden the opportunity to dispose of their municipal waste, and thereby reduce the use, by rural residents, of village bins for waste disposal, and
That the terms of the service be as presented.
GM/CC COMMENTS:
The Village of Holden contracts with the Commission to have weekly waste bin pick-up and disposal for its tax-payers. Complaints have been received regarding some of these bins, dedicated for Village resident use, being used by rural residents living outside the Village. Outside use sometimes results in the bins being full of waste in-between scheduled pick-ups, and can lead to extra costs for extra pick-ups, or public litter issues in the Village in the case of overflowing bins. The outside use increased significantly with the closure of the Commission’s Holden area transfer station in 2011. County residents can bring waste to Commission landfill or transfer stations free of charge, or they must contract directly with the Commission for a monthly bin waste pick-up and disposal service at the cost of $30 per month, plus one-time placement costs.
An initiative in 2015 to have a mobile transfer station service to provide rural residents living near Holden and the hamlet of Bruce (which was also subject to a transfer station closure in 2011) with free waste disposal service was ineffective. As well, additional bins had been placed at the Beaver County Seed Cleaning Plant in Holden to provide more capacity for rural resident use, but this too has been ineffective, and these bins were removed.
Subsequent to the cancellation of the mobile transfer bin service, additional bins were placed in Bruce. The waste collection service in the Hamlet of Bruce is part of Beaver County’s waste collection agreement. These bins appear to have reduced overflowing bins in Bruce, and mitigated similar complaints in that community.
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REQUEST FOR DECISION (RFD)
The Country Bottle Depot, located north of Holden at 49223 – RR160, is currently operated as an EcoStation by Mark Geibelhaus. It provides refundable bottle and other waste recycling services to area residents. It operates as a for-profit organization and its services are independent of the Commission. Mr. Geibelhaus has offered his location as a test waste drop- off area for rural residents in order to alleviate the continuing problems with overflowing/full waste bins in Holden. Mr. Geibelhaus would not charge any fee for locating the bin on his property. His company’s benefit is related to the traffic that the waste bin might generate that could lead to additional business for the recycling services he offers.
General terms of the service are:
Service is “as-is, where-is” on the Country Bottle Depot property. The Commission would post signage indicating acceptable wastes that can be disposed of, with appropriate Commission contact information regarding the bin. The bin would be unsupervised. Access to the bin for residents would be during the normal open hours of the Country Bottle Depot, currently Tuesday and Saturday, 10:00 a.m. to 5:30 p.m. The Country Bottle Depot could place its waste in the roll-on/roll-off bin for free disposal as a measure of good faith on the part of the Commission for placing the bin on the property. Pick-up of the waste roll-on/roll-off bin by Commission forces would be on an as- required basis. Collection of waste litter would be the responsibility of the Country Bottle Depot. The Commission would install suitable promotional/directional signage on County roads, subject to normal approvals, regarding the bin at the Country Bottle Depot at the Commission’s cost. If the agreement is cancelled for any reason, the Commission will remove the signage. The arrangement will be good through to October 31, 2016, but can be terminated by either party with one week’s notice to the other party, at no cost.
These service terms offer a simple arrangement to test a solution that could bring benefits to Holden and area residents, the Commission and Country Bottle Depot. It is potentially a win- win-win solution.
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REQUEST FOR DECISION (RFD)
RECOMMENDATION Report/Document: Attached x Available Nil
KEY ISSUE(S)/CONCEPTS DEFINED: See GM comments.
RELEVANT POLICIES:
STRATEGIC RELEVANCE:
DESIRED OUTCOME(S): Approval of the recommendation as presented.
RESPONSE OPTIONS:
1. Accept recommendation 2. Request more information, if questions arise in presentation, and request re-submission. 3. Reject recommendation
PREFERED STRATEGY:
Response 1.
IMPLICATIONS OF RECOMMENDATION:
GENERAL: See GM/CC comments.
ORGANIZATIONAL: See GM/CC comments.
FINANCIAL: Signage and promotional costs expected to cost up to $5000. Can be handled within
existing budget envelope.
FOLLOW UP ACTION: Letter agreement to Country Bottle Depot; external advertising.
COMMUNICATION: See above and consult with Village of Holden and Beaver County Administrations.
OTHER COMMENTS:
Submitted by: Endorsed by:
Reviewed by: Pierre Breau, P.Eng Reviewers:
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REQUEST FOR DECISION (RFD)
SUBJECT:
Recycling Challenge Sponsorship Program:
RECOMMENDATION:
That the Recycling Challenge sponsorship program be adopted as presented, for issue in October 2016 during Waste Reduction Week, and that budgeted awards of up to $5,000 be made to the Challenge winners in April 2017, during Earth Day.
GM COMMENTS:
Communications Coordinator Anne Ruzicka has prepared an attached report detailing a Recycling Challenge Sponsorship Program. This program was first suggested by a group of Holden residents at the March 2016 meeting of the Public Advisory Committee (PAC). The PAC subsequently reviewed possible program specifics with the GM and the Communications Coordinator at its April 2016 meeting, and the attached report results from that meeting’s conclusions. Adoption of this program promotes both environmental awareness and local economic development in our communities, and is recommended. The PAC will be the Committee of the Board that will implement the program in cooperation with the Communications Coordinator.
RECOMMENDATION Report/Document: Attached X Available Nil
KEY ISSUE(S)/CONCEPTS DEFINED: See GM comments.
RELEVANT POLICIES: FIN-013 - Grants to Not-for-Profit Community Organizations
STRATEGIC RELEVANCE: Compliance to generally accepted accounting principles.
DESIRED OUTCOME(S): Approval of the recommendation as presented.
RESPONSE OPTIONS:
1. Accept recommendation 2. Request more information, if questions arise in presentation, and request re-submission. 3. Reject recommendation
PREFERED STRATEGY:
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REQUEST FOR DECISION (RFD)
Response 1.
IMPLICATIONS OF RECOMMENDATION:
GENERAL: See GM comments.
ORGANIZATIONAL: See GM comments.
FINANCIAL:
FOLLOW UP ACTION:
COMMUNICATION:
OTHER COMMENTS:
Submitted by: Endorsed by:
Reviewed by: Pierre Breau, P.Eng Reviewers:
RFD 7.4 – 2016.05.19 | Beaver Municipal Solutions Revision 3 RFD Date: 2015.12.16
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Recycling Challenge Sponsorship Program
PAC Presentation (N2U2) Requesting Development of Recycling Challenge
At the March 2016 PAC Meeting, a proposal presentation was made by the non-profit group from Holden, N2U2. This presentation was the result of discussion with some PAC members and the group at one of the Open House sessions in February.
The group suggested that Beaver Municipal Solutions hold a recycling contest for County residents and businesses and they offered some suggestions on how to structure and provide cash awards for the challenge. They were very clear that they were not asking for funding so they could hold and coordinate the contest, but instead were asking Beaver Municipal Solutions to design and implement a contest so they would be able to participate. In discussion with the group after their presentation, they were favorable to the idea of modifications to the challenge to take it in the direction of business development for a cottage industry in the region.
Although the categories, classifications and levels of award for the challenge will likely need to change to reflect the new direction of the contest, Beaver Municipal Solutions would like to keep the award funding the same. Beaver Municipal Solutions will put together a draft recycling challenge that will be taken back to the PAC for review and ultimately to the Board for approval.
Challenge Comments from April PAC Meeting
Beaver Municipal Solutions will develop Business Development Recycling Challenge with the support and cooperation of the PAC and Board Open to Beaver County residents. Businesses, institutions and community groups (PAC questioned whether schools should be in a separate challenge) - not open to Beaver Municipal Solutions employees Launch during Waste Reduction Week (October 17-21) – start promotion in late summer, early fall; winner announced on Earth Day (April 22, 2017) Three prizes – first ($2500), second ($1500) and third ($1000) One category – business development – must use waste materials and be able to reproduce the product/item (not a one-of) – must be something that people will be willing to purchase Provide a technical panel to determine the winner (i.e. RCA member, Engineer, entrepreneur, etc.) If winner meets all requirements (i.e. could become a cottage industry product) would also be provided with an additional $5000 that could be used as start-up capital that winner could take to bank for a loan – will require Board approval Beaver Municipal Solutions would be recognized as a partner in this new cottage industry venture – logo included on all promotions, etc.
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Recycling Challenge Sponsorship Program
Questions/Concerns o What if there are limited entries – will all prizes need to be awarded? o A criteria list will need to be developed to determine whether or not it qualifies for a cottage industry product, and the potential start-up capital if approved by the Board o Announcement could be made into a public event that encompasses something else during Waste Reduction Week related (waste-free event?) – location (ICI sector?) o Can Beaver Municipal Solutions set aside these materials if requested? o PAC has requested time to review and provide input by May 24 meeting
Draft Business Development Challenge
1. Purpose of the Challenge a. Create new usable products from waste stream materials (could be recyclables or materials that are not currently recycled) b. Be able to reproduce the new product (cottage industry focus) into something people will purchase
2. The Challenge process a. What materials can be used (non-hazardous) b. Are there any restrictions? c. Can currently non-recyclable material be used (i.e. polystyrene)? d. Requires a non-hazardous process for creation of new product e. Provide a cost analysis of project f. Step by step outline of process
3. Classify the decision criteria for the Challenge a. Who can enter? b. What are the guidelines? c. When are the deadlines (registration, challenge end)? d. Where will the launch event be held – in county, out-of county? e. Will there be alternate prizes if the submissions do not qualify for business development? f. Award presentation – what type of public event?
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Recycling Challenge Sponsorship Program
4. Choose the Winner a. Panel, public input (items on display – which item would you purchase?) b. Public Challenge Award event for winning presentation?
5. Next steps
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BOARD DIRECTION REQUEST (BDR)
SUBJECT:
Recycling Options for Beaver County
DEFINE THE TOPIC:
KEY INFORMATION:
The Board requested options to implement recycling collection service to the five member municipalities. The attached report provides these options in order of magnitude of costing.
RELEVANT OBSERVATIONS:
See attached report.
STRATEGIC QUESTIONS:
Are expanded recycling services, beyond the current level provided at the transfer stations, a desired service of the member municipalities? How will financial sustainability of the program once implemented be assured?
ESSENTIAL QUESTION:
Are the member municipalities prepared to pay additional costs for expanded recycling services?
Submitted by: Pierre Breau, GM Anne Ruzicka, CC
BDR 7.5 – 2016.05.19| Beaver Municipal Solutions Revision 3 BDR Date: 2015.12.17
Page 91 of 99 Recycling Options for Beaver County
1. Recycling Trailer (CHUCK wagon, Recycle Ranger Trailer)
This mobile recycling trailer could be rotated in several locations throughout the County. It will be a visible reminder in the community for people to recycle.
BASIC ITEMS that could be collected: Cardboard and boxboard Glass Metal food cans Mixed paper Newsprint & magazines Plastics
The recycling trailer could move to a new location every day, making it more convenient for people to recycle. Items could be source separated, making the commodity more desirable. Alternatively items could be comingled and shipped directly to the MRF in Edmonton for processing through a back-haul agreement.
Another alternative is to place the recycling trailer in an urban compound that could be locked overnight. A two-week rotating schedule could be created to complement the current rural collection schedule, i.e. week one is rural collection, week 2 is recycling collection, week three is rural collection and week 4 is recycling collection. This would be the most cost effective way to introduce recycling into the communities as Beaver Municipal Solutions could use much of the current infrastructure and staff resources.
Pros: Communities in Beaver County could receive recycling service (rural residents could also bring their recyclables to the trailer) Would require few additional resources to start the collection service (could be as simple just require painting and labeling of bins, however cross- contamination is higher if the openings of all bins are the same and not tailored to the commodity)
Page 92 of 99 Cons: Increased staff time to place, remove and unload bins Increased collection costs (fuel, R&M, etc.) Requires storage area for collected items for recycling (could broker) Potential for increased contamination of recyclables Increased potential for garbage to be placed by recycle trailer
Estimated Costs:
Item Quantity Unit Cost Total Cost 3 or 4 yd. blue bins with signage 6 $1,500 $9,000 (text or images) Trailer 1 included included Truck 1 $40,000 $40,000 Staff Time 0.8 FTE --- $48,000 Operating costs (fuel, incidentals) lump sum $10,000 Storage building (location TBD) 1 $200,000 * Total (one time) $249,000 - $649,000 Total (annual) $58,000 *assuming existing building to be renovated, plus labor – if new build, cost would be $600,000
2. Expanded Programs at Transfer Stations
Collection bins could be located at the four transfer stations. Items collected could be the same as for the mobile recycling trailer, however other items could be collected at the transfer stations that are not able to be collected at a mobile trailer set up.
Items in addition to the BASIC ITEMS:
Electronics (E-waste) Paint Used Oil and used oil materials Ag plastics (at select locations) Automotive batteries Propane bottles Household batteries Scrap metal General household waste Refundable (bottles and cans)
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Pros:
Communities and rural residents would have permanent location to bring their recyclables Collection would be monitored, reducing amount of garbage
Cons:
Increased cost of infrastructure (i.e. bins, shed) Space constraints Possibly requires increased staff / time to ensure materials are properly sorted Increased staff time to collect commodities and bring to landfill for sale/storage Access to recycle bins would be dependent upon transfer station hours of operation o Hours could be expanded – would require more staff/staff time costs (for example – Wednesday through Sunday, excluding statutory holidays – 10:30 am to 6:30 pm)
Estimated Costs:
Item Quantity Unit Cost Total Cost 3 or 4 yd. blue bins with signage 24 $1,500 $36,000 (text or images) for BASIC ITEMS (6 streams x 4 TS) Roll off (for E-waste) 4 $10,000 $40,000 Beverage bin (from ABCRC) 4 $0 $0 3-sided pole shed (for paint, 4 $60,000 $240,000 batteries, propane bottles, ag plastics, etc.) Used oil and used materials building 4 $10,000 $40,000 Staff time (monitor collection, 1.2 FTE --- $73,000* collect materials, bring to landfill for shipping) Operating costs (fuel, incidentals) lump sum $10,000 Storage building (location TBD) 1 $200,000 ** Total (one time) $556,000 - $956,000 Total (annual) $83,000 * additional labour required
**assuming existing building to be renovated, plus labor – if new build, cost would be $600,000
Page 94 of 99 3. Community Drop Off Depots
Collection bins could be strategically placed in various locations within each community, creating a permanent unmanned drop off. Depots could be set up in each of the municipalities. Typically these types of systems are structured such that the bins are owned by the municipalities and then BMS would provide the service. This of course, must be negotiated with the members, particularly capital costs and ongoing annual maintenance costs, exclusive of costs for collection and recycling.
BASIC ITEMS would be collected.
Pros:
Residents have central location in their municipalities for their recyclables Municipalities would choose where to locate the depot
Cons:
Cost of infrastructure (bins) Increased staff time to tip bins Unmanned bins often result in cross-contamination – if not clean streams of recyclables, the materials cannot be diverted from the waste stream Litter around the bins can be an issue. Users sometimes place items beside the bins rather than inside. If the bins are overloaded, items can blow out, creating fugitive litter issues. Can become a “mini-landfill” Collection for each commodity may not be as efficient as collecting all comingled recyclables
Page 95 of 99 Estimated Costs:
Item Quantity Unit Cost Total Cost 3 or 4 yd. blue bins with signage 40 $1,500 $60,000 (text or images) for BASIC ITEMS (municipalities would own) for 4 municipalities and Bruce Ground works (gravel, lighting, 5 sites $25,000 $125,000 etc.) Staff time (collect materials, bring 0.8 FTE --- $48,000 to landfill for shipping) Operating costs (fuel, incidentals) lump sum $10,000 Storage building (location TBD) 1 $200,000 * Total (one time) $385,000 - $785,000 Total (annual) $58,000 *assuming existing building to be renovated, plus labor – if new build, cost would be $600,000
4. Molok System
Molok collection containers are installed two-thirds underground, resulting in more capacity within less space for a variety of waste streams. They are emptied through the bottom of the reusable lifting liner. The collector attaches the hoist to the lifting mechanism, positions the liner over the truck and pulls a rope to release the contents. This emptying method is quick, easy and safe for collection staff.
The container, its lid and surrounds stay clean because waste is lifted out instead of being tipped. Containers can be located beside shrubs, curbs, sidewalks, in narrow alleyways and even behind fences because the main well is never moved. The truck does not have to approach containers from a specific direction, allowing for flexible site placement.
The above ground portion exceeds the safe railing height of 900mm, preventing accidental falls while being low enough that it is easily accessible for all users.
Can be used to collect:
Mixed paper (fibre which includes cardboard) Glass Mixed recyclables – plastic and metal MSW
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Capacity of standard lifting bags:
Model Capacity (L) Safe Working Load (kg) M-5000 5,000 1,250 M-3000 3,000 1,250 M-1300 1,300 1,000 M-800 800 800 M-300 300 200 M-Cityscape 500 500
The Molok system allows for choices in the look of the container. Lids could be color coded for various commodities. The semi-underground design and resulting compaction, provide up to 5 times greater capacity within the same surface area compared to conventional surface bins.
Installation site requires sufficient clearance space around the container as well as a safe overhead clearance (wires, tree branches, eaves). Consideration must also be given to the soil type, location of communication and electricity cables, water, sewage and drainage pipes. The minimum distance from the container to any permanent structure is 30 cm (1 foot). The container is placed into a pit and a 300mm layer of concrete is poured to anchor it. The area above the concrete is backfilled and compacted, with the finishing layer sloping away from the container.
Pros:
Communities and rural residents would have permanent location to bring their recyclables Attractive system
Cons:
Cost of infrastructure (installation, containers and collection truck) Staff costs to collect and tip
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Estimated Costs:
Item Quantity Unit Cost Total Cost Molok container (M5000), supply 15 $6,500 $97,500 and delivery Initial installation and ground work 5 sites $150,000 $750,000 Truck 1 $500,000 $500,000* Staff time (collect materials, bring 0.8 FTE --- $48,000 to landfill for shipping) Operating costs (fuel, incidentals) lump sum $10,000 Storage building (location TBD) 1 $200,000 ** Total (one time) $1,547,500 - $1,947,500 Total (annual) $58,000 * assume purchase and no rental available
**assuming existing building to be renovated, plus labor – if new build, cost would be $600,000
5. Curbside Collection
Curbside collection could be provided through a blue bag or an automated cart system. If moving to a curbside collection, the most efficient method would be to move toward a waste cart and blue bag system. Blue bags would require staff to get off their collection truck at each stop to load the recyclables. By using a split collection truck, both waste and comingled recyclables could be picked up at the same time. Keeping recyclables in a blue bag rather than in a cart, saves infrastructure money and keeps the light recyclables contained.
Comingled recyclables could be collected at curbside in urban locations. It is not feasible to provide “curbside collection” of recyclables for the current 630 rural customers. In order to accommodate rural residents, a central collection site could be set up at the landfill where all comingled materials are stored until ready for transporting for processing.
Page 98 of 99 Pros:
Communities and rural residents would have the convenience of having their recyclables picked up at their door Would save wear and tear on municipal alleys, as this system would require front street collection
Cons:
Cost of infrastructure (installation, containers and collection truck) Staff costs to collect and tip Garbage/recyclables are no longer anonymous
Estimated Costs:
Item Quantity Unit Cost Total Cost Tofield waste carts 1100 $120 $132,000 Ryley waste carts 250 $120 $30,000 Holden waste carts 250 $120 $30,000 Viking waste carts 600 $120 $72,000 Beaver County carts 75 $120 $9,000 Truck (for automated or manual 2 $400,000 $800,000 collection) Staff time (collect materials, bring 4.0 FTE --- $240,000 to landfill for shipping) Operating costs (fuel, incidentals) lump sum $150,000 Storage building (location TBD) 1 $200,000 * Total (one time) $1,273,000 - $1,673,000 Total (annual) $390,000 *assuming existing building to be renovated, plus labor – if new build, cost would be $600,000
What to do with commodities once collected?
Assume 475 tonnes could be collected per year (50% participation rate)
Could load directly into CoE trailer and backhaul to MRF o Discussion with City required – logistics, cost, etc. o May require area to collect sufficient volume before shipping Could collect recyclables from other municipalities o Would require building or location to keep materials from elements o May require baler or compactor
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