THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH
REGULAR COUNCIL - 7:00 PM Monday, September 18, 2017 Council Chambers
The Open Regular Council meeting will continue at 7:00 p.m., following the closed session.
(Please note that all proceedings of Open Council Meetings are video recorded)
AGENDA
1. CALL TO ORDER
2. CLOSED MEETING
3. APPROVAL OF AGENDA
3.1. Agenda of the September 18, 2017 Regular Council Meeting Recommendation: That the agenda of the September 18, 2017 Regular Council Meeting be approved.
4. ADOPTION OF MINUTES
5. BUSINESS ARISING FROM THE MINUTES (including motions and resolutions)
5.1. Topics of Discussion at the 2017 UBCM Convention
From the minutes of the September 11, 2017 Committee of the Whole Meeting:
That the list of topics of discussion at the 2017 UBCM Convention be added to the agenda of the September 18, 2017 Regular Council Meeting.
Staff Response:
• Joint meeting with the Minister of Agriculture and the Agriculture Land Commission regarding: 1. biosolids on farmland 2. flooding on farmland 3. fill being placed on farmland
• BC Assessment regarding: 1. methodology for establishing assessments
5.2. Smart City Paper: For Feedback from Municipal and First Nation Band Pg. 10 - 16 Councils
From the minutes of the August 21, 2017 Regular Council Meeting.
That Council review the South Island Prosperity Project's Smart City Paper and forward their rankings by way of email to the Mayor for submission to the South Island Prosperity Project by the September 4, 2017 deadline and that consensus and findings of the rankings be placed on a future Regular Council Meeting agenda.
Background: • Smart City Paper • Council Rankings Submitted September 1, 2017
6. RISE AND REPORT
No items.
7. PUBLIC QUESTIONS
8. PRESENTATIONS/PETITIONS AND DELEGATIONS
8.1. Gordon MacIntosh Re: Organizational Capacity Review Findings
9. CORRESPONDENCE (Action Required or Recommended)
9.1. L K Mitchell - July 24, 2017 Pg. 17 - 50 Re: Request for proposed covering of open ditch - 3024 Mallard Avenue
Chief Administrative Officer's Comments: The current practice is to discourage the conversion of open ditches to culverts. This is based upon Official Community Plan environmental guides which encourages the infiltration of stormwater. Additionally, the Integrated Stormwater Management Plan (ISMP) discourages hard enclosure of drainage ISMP states "Where ground conditions permit, preference should be given to promote the natural infiltration of rain water into the ground”.
10. REPORTS OF COMMITTEES/MAYOR'S REPORT
10.1. COTW (Committee of the Whole)
10.1.1. Minutes of the September 11, 2017 Committee of the Whole Pg. 51 - 60 Meeting
Regular Council Agenda September 18, 2017 Page 2 of 401 Recommendation: That the minutes of the September 11, 2017 Committee of the Whole Meeting be adopted.
10.1.2. Planning & Development Division
1. 7103 West Saanich Road - Development and Development Variance Permit Recommendation: That Council authorize issuance of a Development Permit for the proposed exterior facade renovation of the existing shopping centre at 7103 West Saanich Road and new signage subject to: 1. compliance with the plans attached to the report of the Planner dated August 25, 2017 and, 2. tenant fascia signage complying with the restrictions set out in the permit and the requirements of the Land Use Bylaw
That the matter of open versus designated parking spaces at shopping centers be a future item of discussion when the Land Use Bylaw is next reviewed.
That Council further the application to vary Section 43 of the Land Use Bylaw to reduce the required number of parking spaces for the subject property to a total of 105 spaces regardless of tenant occupancy (within the permitted uses of the C-1 zone) by directing staff to undertake the required notification for the Development Variance Permit.
10.1.3. Planning & Development Division
2. 483 Dunmora Court - Marine Shoreline Development Permit Recommendation: That Council authorize issuance of a Marine Shoreline Development Permit for the proposed foreshore trail at 483 Dunmora Court subject to: 1. compliance with the submitted drawings (dated June 7, 2017) with the cottage parking eliminated; 2. compliance with all recommendations contained within the Shoreline Environmental Assessment and Mitigation report by Corvidae Environmental Consulting Inc, including the Erosion and Sediment Control Mitigations; and, 3. if necessary for tree removal, apply for and obtain required permits and submit a replanting plan at a 3:1 ratio
10.1.4. Planning & Development Division
3. Brentwood Bay-Navigating the Issue
Recommendation: 1.1 Brentwood Bay Clean-Up:
Regular Council Agenda September 18, 2017 Page 3 of 401 a) That the allocation of staff time and use of municipal equipment (within existing resources) be authorized to assist with the clean- up of Brentwood Bay under the leadership and funding of the Province (removal of unauthorized floats, dock sections) and Transport Canada (removal of derelict/abandoned vessels and mooring buoys that are impeding navigations), commencing in mid to late October 2017.
b) That a request be submitted to the Capital Regional District (CRD) to waive tipping fees for portions of the clean-up initiative not funded by the Transport Canada Abandoned Boats Program.
c) That the District continue to work with the Tsartlip First Nation to facilitate the clean-up initiative, including requesting access to the Tsartlip boat launch for directly related purposes.
11.2 Designate Sewage Area a) That the District apply to Transport Canada to have Brentwood Bay listed as a Designated Sewage Area under the Vessel Pollution and Dangerous Chemicals Regulations.
1.3 Designate Navigation Channels a) That the District work with Transport Canada and the local community to encourage the establishment and marking of designated navigation channels within Brentwood Bay.
b) That the District work with Transport Canada and the local community to investigate the need for a fourth designated navigation channel into Tod Inlet.
c) That a letter be sent to Fisheries and Oceans Canada (Canadian Hydrographic Service) to request that the Transport Canada document outlining the navigational lines into Brentwood Bay be added to Chart 3441, with an explanation that this action would help to keep the navigable waterways into Brentwood Bay clear and safe.
1.4 Establish Direct Regulatory Authority a) That application be made for a (Nominal Rate) Land Act tenure over the portions of Brentwood Bay that are not already under other privately held Land Act tenures.
b) That following the experience of other jurisdictions, the District’s Official Community Plan (OCP) and Zoning by-laws be created or amended to limit and designate areas, tenure and conditions for permanent moorings, length of time anchorage is permitted, live- aboards and floats in the portions of Brentwood Bay that are under municipal jurisdiction.
1.5 Establish a Management Plan
Regular Council Agenda September 18, 2017 Page 4 of 401 a) That a Management Plan created for the monitoring of the tenure with partner agencies. Further information to be brought back to Council with respect to this recommendation on duration, number, location, standards and regulation.
b) That the District continue to work with local marinas to establish, promote and monitor facilities for visiting and resident boaters, ensuring access to sewage dumping, garbage disposal and parking facilities
c) That the District continue to work on a regional basis with member municipalities of the CRD, BC Parks, the Tsartlip First Nation and the community of Willis Point in the Juan de Fuca electoral area.
d) That the District continue to work with the existing live aboard and upland communities to understand and consider their needs and options for housing throughout the decision-making process, including the possibility of nominal rate mooring for appropriate vessels (holding tanks required).
1.6 Utilize Intergovernmental and Community Relationships a) That a letter be sent to the Government of Canada in support Bill C-219, tabled by Member of Parliament for Nanaimo- Ladysmith Sheila Malcolmson – an Act to amend the Canadian Shipping Act 2001, aimed at reducing the environmental, economic and navigational hazards to Canadian waterways and coastlines posed by abandoned vessels.
b) That a letter be sent to the Government of British Columbia to encourage adherence to the 2012 Union of BC Municipalities endorsed resolution to adopt the 'Washington model' for vessel registration and disposal.
c) That staff utilize inter-governmental relationships with senior government agencies to monitor legislative changes that impact the District’s on-going efforts in Brentwood Bay, and to periodically report changes to Council.
d) That staff work with senior levels of government, Island Health (VIHA), Tsartlip First Nation and other Capital Regional District members and societies to monitor and address concerns about water quality in Brentwood Bay.
1.7 Related Operational Recommendations a) That a communication and signage strategy be prepared to increase public awareness of the prohibition of sewage discharge in the Brentwood Bay area, including the associated environmental impacts.
Regular Council Agenda September 18, 2017 Page 5 of 401 b) That the District continue to work with the community to determine and recommend ways to address ongoing parking conflicts in the Brentwood Bay area (consider a parking study, if warranted).
c) That the District investigate and, if determined appropriate, install higher capacity garbage cans in the Brentwood Bay area.
10.1.5. Planning & Development Division
4. Residential Infill and Densification Next Steps Recommendation: That Council: 1. Reaffirm its strategic priority to update housing densification and infill policy based on the initial 2012 “Residential Densification Study”, and 2. Authorize staff to prepare a request for proposal for a consultant selection process.
10.1.6. Planning & Development Division
5. Review of Zoning Limitations for residential homes on A1 Property Recommendation: That the topic of zoning limitations for residential homes on A1 property be referred to the next Strategic Planning Session.
Main Motion: That staff prepare an amendment to the Land Use Bylaw which limits the size of residential homes in A1 Zone to 10,00 sq ft. Motion to Refer: That the main motion be referred to the next Strategic Planning Session for discussion.
That the list of requested topics of discussion with officials at the 2017 UBCM Convention be added to the agenda of the September 18, 2017 Regular Council Meeting.
10.1.7. Public Works & Transportation Division
1. Traffic Safety Concerns Recommendation: That letters addressed to Mayor and Council regarding traffic issues be added to Council agendas for information noting they have been forwarded to the Traffic Safety Committee.
That the divisions of the Committee of the Whole structure be published on the District's website.
10.1.8. Administration & Finance Division
1. Visual Identity Standards Logo and Coat of Arms Recommendation:
Regular Council Agenda September 18, 2017 Page 6 of 401 That the Visual Idenity Standards Logo and Coat of Arms be referred to the Communications Sub-Committee Meeting to be held September 19, 2017 for consideration.
10.2. Select Committees of Council
10.3. All Other Committees
10.4. Council Members Reports - External Bodies
11. STAFF REPORTS
11.1. Development Variance Permit Application (1757 Sean Heights) - Pg. 61 - 79 Opportunity to Be Heard
1. Background Information: • Report from the Building Inspector dated August 3, 2017 previously submitted at the August 21, 2017 Regular Council Meeting • Neighbourhood Notice
2. Opportunity to be Heard
11.2. Historic Buildings Inventory - 958 Grilse Lane Pg. 80 - 84
Report from the Manager of Community Services dated September 11, 2017, attached. Recommendation: That the request received from Ms. Caroline Loughran, for removal of the property located at 958 Grilse Lane from the heritage inventory, be referred to the Advisory Planning Commission for their review and comment, after which Council give consideration of the request and whether any further action is warranted.
11.3. Facility Lease - Central Saanich Lions Hall - 6994 East Saanich Road Pg. 85 - 99
Report from the Manager of Community Services dated September 1, 2017, attached. Recommendation: That the District of Central Saanich enter into a five-year lease with the Central Saanich Lions Club for the property at 6994 East Saanich Road, effective September 1, 2017.
11.4. 2018 Permissive Tax Exemptions Pg. 100 - 160
Report from the Manager of Finance dated September 11, 2017, attached. Recommendation: That Council consider the two applications for permissive tax exemptions.
11.5. Marigold Lands Development Soil Removal Permit Pg. 161 - 174
Regular Council Agenda September 18, 2017 Page 7 of 401 Report from the Interim Director of Engineering and Public Works dated September 12, 2017, attached. Recommendation: That Council authorize the issuance of a soil removal permit for a volume of 11,200 cubic meters of soil from the Marigold Lands development site.
11.6. Organizational Capacity Review Pg. 175 - 384
Report from the Chief Administrative Officer dated September 6, 2017, attached. Recommendation: That council
1. Adopt the operational Performance Standards Dashboard for each of the municipal departments; 2. Confirm an initial 6 month trial assessment of the Dashboard; and 3. Refer the service adjustment recommendations to the strategic and financial planning processes.
12. BYLAWS
12.1. Other than Development Application Bylaws
12.1.1. Expansion of Sewer Collection Area No 1 - Bylaw 1922 Pg. 385 - 390
Report from the Senior Engineer Technician dated July 19, 2017, attached. Recommendation: 1. Central Saanich Sewage Collection Area No 1, Extension Bylaw No. 1922, 2017 be introduced and read a first time by title only. 2. That the Central Saanich Sewage Collection Area No 1, Extension Bylaw No. 1922, 2017 be read a second; and 3. That the Central Saanich Sewage Collection Area No 1, Extension Bylaw No. 1922, 2017, be read a third time.
12.2. Development Application Bylaws
13. UNFINISHED BUSINESS
13.1. Notice of Motion Submitted by Councillor Holman - September 5, 2017 Re: Capital Integrated Services and Governance Initiative
Previously introduced at the September 5, 2017 Regular Council Meeting. Recommendation: Whereas the Capital Integrated Services and Governance Initiative (CISGI) originated from a common interest amongst Capital regional citizens and local governments in gathering facts about current service delivery, increasing understanding about service delivery best practices and exploring further the
Regular Council Agenda September 18, 2017 Page 8 of 401 opportunities to better integrate services and governance in the 13 municipalities and the CRD located on southern Vancouver Island. And,
Whereas a key objective of the CISGI is to help facilitate fact-finding and discussion among local governments and citizens in the Capital region to explore and inform opportunities for the efficient delivery of service.
Be It Resolved the CISGI report be referred to an upcoming COW meeting for review and discussion by Council and that staff make every effort to invite and engage the broader community to attend and participate in the discussion at the COW meeting.
Below is a link to the CISGI report for reference and inclusion with NOM on the agenda and for entry into the public record:
http://www.cscd.gov.bc.ca/lgd/library/Capital_Region_Governance_Final_Report.pdf
14. NEW BUSINESS (Including Motions and Resolutions)
14.1. September 25, 2017 Committee of the Whole Meeting - No Quorum
Verbal Report from the Mayor. Recommendation: That the September 25, 2017 Committee of the Whole Meeting be cancelled.
14.2. Calendar of Meetings - October 2017 Pg. 391
For Information.
15. CORRESPONDENCE (Receive for General Information)
15.1. The Office of the Ombudsperson - August 28, 2017 Pg. 392 - 401 Re: Quarterly Report April 1 - June 30, 2017
16. ADJOURNMENT
Regular Council Agenda September 18, 2017 Page 9 of 401 From: Dallas gislason > Sent: Monday, July 37,2077 12:55 PM
To: [email protected] ; [email protected]; [email protected]; Bob Thompson; Fred Haynes; [email protected]; Susan Low; [email protected]; [email protected]; Mavis Underwood; Ron.Sam @songheesnation.com ; [email protected]; ann @eco-sense.ca; kgwmava @telus.net Cc: Paul Shorthouse; Jacques Van Campen; [email protected]; Dr. Alan Winter PhD FCAE; [email protected]; Emilie de Rosenroll Subject: Smart City Paper: For feedback from Municipal and First Nation Band Councils by Sept 4th
On behalf of the Smart South lsland committee and the Chair of the Municipal Partnerships subcommittee Lisa Helps, please find a document for circulation to your respective Councils for feedback by Sept 4th. lnstructions are below:
This draft paper has been approved by Municipal Partnerships committee to be circulated to the Municipal and First Nations SIPP Member reps for circulation to their Councils. Please direct all feedback (once collated by the Councils!)to be sent to [email protected] by September 4th at the latest.
When sending to Council colleagues you may want a paragraph about the Smart South lsland Plan and the Smart Cities Challenge. Lisa provided the paragraph below that will be used to brief her Council next week. Feel free to use it if you like.
ln response to the Smart Cities Challenge and funding opportunity recently issue by the federal government, the South lsland Prosperity Project is working on behalf of its members to prepare a "Smart South lsland Plan." The plan will put forward a long-term vision and action plan outlining how we can improve the quality of life for residents, create opportunities for prosperity and increase the general livability and sustainability of our region using big data and technology.
The very initial planning is currently underway w¡th f¡ve sub-task forces working on different elements. The government members of SIPP (both municipal and First Nations) have formed the task force responsible for partnership development and issues identification. This is a group of volunteers from SIPP government members that came forward out of a short gathering at SIPP's AGM. They have produced this policy paper and are seeking your input.
Best regards,
Dallas Gislason
Page 10 of 401 Business Concierge' South lsland Prosperity Project 2nd Floor - 844 Courtney Street Victoria, BC, V8W 1C4 e: c: 250.812.051_0 t: @DallasGislason w: www.southislandprosperity.ca
*Connect vio one of these I to ask me whot o Business Concierge does!
Tha ¡nntanlc af thic a-mcil ¡n¡l anrr rttâ^hñônlê .rô ¡ni a¡a inianr{o¡l calah¡ fn¡ a¡l¡l¡accaa Thô ;^l^rñãf i^ñ ñâ\, âlô^ g¡tvql!)g\lgvll¡¡gJvlvl,lvl¡l,q,qlgv ^^ôfidôñtiâl belegallyprivileged Thistransmiss¡onissentintrust,forthesolepurposeofdeliverytotheintendedrec¡p¡ent lfyouhavereceivedthis transmission in error, any use, reproduction or dissemination of th¡s transmission is strictly prohibited, lf you are not the intended recipìent, please immediately notify the sender by reply e-mail or phone and delete this message and its attachments, if any
"The information contained in this transmission may contain privileged and confidential information of the District of Central Saanich, It is intended for review only by the person(s) named above. Dissemination, distribution or duplication of this communication is strictly prohibited by all recipients unless expressly authorized othen /ise. If you are not the intended recipient, please contact the sender by reply email and destroy all copies of the original message, Thank you." "Please visit our new c¡y¡c web portat at www.centralsaanich.ca to find information on upcoming meetings and past Council decisions, to search for background repofts, and/or to sign up for e- notifications."
Page 11 of 401 DRAFT - Smart South lsland Plan - Municipal and First Nations Partners Initial Criteria, lssues and Opportunities Paper for Discussion Developed by Christina Clarke, Mayor Hamilton, Councillor Haynes, Mayor Helps, Councillor Low, Mayor Screech, Councillor Stock, Mayor Windsor lntroduction. Outline and Purpose
The South lsland Prosperity Project (SIPP) is working on behalf of its members to prepare a "Smart South lsland Plan." The plan will put forward a long-term vision and action plan outlining how we can improve the quality of life for residents, create opportunities for prosperity and increase the general livability and sustainability of our region using big data and technology.
The very initial planning is currently underway with five sub-task forces working on different elements. The government members of SIPP (both municipal and First Nations) have formed the task force responsible for partnership development and issues identification. This is a group of volunteers from SIPP government members that came forward out of a short gathering at SIPP's AGM.
This short paper outlines
L. The federal funding opportunity associated with the development and implementation of a Smart South lsland Plan 2. Draft Criteria for project success 3. ldentification of the lssues and Opportunities
The purpose of this paper is for SIPP members to circulate to their Councils (both municipal and First Nations)to seek input on the Criteria and the lssues. The paper will be further refined with feedback from Councils. The paper willthen be submitted to the larger Smart South lsland working group and presented to the public for input at a Smart South lsland Symposium in mid- October.
1. Federal Fundins Opportunitv Canada's Smart Cities Challenee htt p : //www. i nf ra str u ctu re. g c. co / pl a n/citi e s-v i I I es-e n g. ht m I
A smart city uses technology and data to improve livability and opportunities for the city and its people. Smart cities have the potential to improve every aspect of community life - how people move around, howthey live and play, howthey earn a living, howthey learn and are empowered to participate in society, how they interact with the natural environment, and how they create safe and secure public spaces.
t
Page 12 of 401 ln the lead-up to the launch of Smart Cities Challenge, people across the country are invited to take part in a conversation. What is the top priority for improving your city, town or community? How can smart technology and practices create real impact?
The Smart Cities Challenge will allow municipalities, regional governments, and lndigenous
communities to bring these ideas forward, and the best ones will win !
How does it work?
Through the Smart Cities Challenge, the Government will work in collaboration with cities and communities that are ready to innovate and take risks - providing financial and in-kind support for their smart cities transformation.
The Smart Cities Challenge will achieve measurable, positive impact in communities. lt is a merit-based, pan-Canadian challenge, inviting cities of all sizes, as well as lndigenous communities, to participate.
Three rounds are planned, with the first set to launch in Fall 2OL7. Details on this round and the timing of subsequent rounds will follow in the coming months.
Prizes*
Each round will include:
. One large prize of S50 million; . Two prizes of S10 million for mid-sized communities; . One prize of 55 m¡llion for a small community; and . One prize of SS mill¡on available for an lndigenous community.
*Specifics around the eligibility size thresholds wi I be made available at a later date.
2. Draft Criteria for Proiect Success
These criteria were developed collaboratively by the municipal and First Nations members of the informal sub-task force outlined above.
A Smart South lsland Plan must:
o lnclude First Nations o Align with the criteria for federal funding: - Scalability - lnnovation
2
Page 13 of 401 Sustainability Partnerships Use technology and big data Be replicable in other communities across the country
a Align with municipal and First Nations strategic plans, Official Community Plans and existing resources
a lnvolve and engage our residents, communities, councils and advisory committees
o Be bold and distinctive in content and process
o Add value to our communities and have tangible positive impacts on the quality of life of individuals and the well-being of our communities
3. Draft lssues and Opportunities
As a starting point, we used the 2016 Victoria VitalSigns report and looked at both the areas that got the lowest grades as well as those that got the highest grades; we did so in order to seize both the challenges and opportunities. We see these issues ¡nterrelated and think that by improving on and enhancing each of these areas we will embody the federal definition of Smart Cities cited above: "Smart cities have the potential to improve every aspect of community life - how people move around, how they live and play, how they earn a living, how they learn and are empowered to participate in society, how they interact with the natural environment, and how they create safe and secure public spaces."
1. Transportation and mobility (C+) 2. Food security 3. Arts and Culture (B+) 4. Environmental Sustainability (B-) - lncludes integrated waste management / circular economy 5. Housing (C-) 6. Community Health and Wellness (B-) 7. Economic Resilience and lnclusion (C+)
The outhors of this paper look forward to the input from the SIPP member municipal and First Notions councils as well os to public feedback later in the fall.
3
Page 14 of 401 Page 15 of 401 DISTICT OF CENTRAL SAANICH COUNCIL PRIORITY RANKINGS 1 - 7 Smart City Paper Transportation Economic Environmental Community and Mobility Resilience and Food Sustainability Health and Housing Arts and Culture Inclusion Security Wellness
Mayor Windsor 1 3 2 5 4 6 7 Councillor Graham 5 4 2 3 1 6 7 Councillor Holman 1 2 3 4 5 6 7 Councillor Jensen 1 4 3 2 5 6 7 Councillor King Councillor Paltiel 1 2 3 4 6 5 7 Councillor Thompson 1 2 3 6 4 5 7
CONSENSUS 1 2 3 4 5 6 7 Page 16 of 401 ECEIVE
JUL 2 \ 2017 July 2t,2017 Tho Corporation of the District Dear Mayor and Council, of Central Saanich
Re: Request for proposed covering of open ditch in front of 3024 Mallard Avenue.
The owners are seeking approval from Council to fill in an existing, steep and deep open ditch in front of 3024 Mallard Ave.
Background
The existing open ditch in front of 3024 Mallard Ave, has become troublesome for the owners and surrounding neighbours. Some of the concerns are:
a Approximately 2 months ago the owner escaped injury when the lawnmower dropped off into the steep ditch while the owner was mowing the municipal boulevard and ditch.
a All surrounding neighbours have covered ditches and allthe neighbours are in support. (see attachment A). Clearly the precedent has already been set.
a June 6, 2077 - Site visit by the engineering technician in respect to the owners request for covering the ditch was denied. A handout of the "Protection of water resources 7.2.2" was supplied.
a June 6, 2OI7 - the owners attended the Town Hall meeting and expressed their concerns to the Mayor and the attending Council members. lt was suggested to write a letter and request a site visit. a Central Saanich Official Community Plan - Sensitive Environment's (map 7), Environmental Permit Area (Schedule E), Riparian Development Permit Area ( Schedule F), Development constraints (Map ?) all fail to show ditches or streams on Mallard Ave,
a The open ditch has a sewage smell
a Recently in New Westminster Municipality a two year old child died in an open ditch. The Mayor of New Westm¡nster commented that he is committed to filling in the ditches as they are no longer used for farming.
Conclusion
We have completed our due diligence by discussing our proposal with the engineering department, including a site visit, attended a town hall meeting to speak to the Mayor and Council members in attendance, and have contacted all effected neighbours.
We respectfully request your consideration in thís matter
Regards, Lancê and Krista Mítchell
Page 17 of 401 Al}oùûunt Ê
I understand that Lance and Krista Mitchell at3024 Mallard Ave, Saanichton BC will be applying to Central Saanich Council for permission for filling in the ditch in front of their home.
I am in favour of this request YES NO
f Name ress
Questions or comm let us
Lance and Krista Mitchell
Page 18 of 401 A{toch A
I understand that Lance and Krista Mitchell at3024 Mallard Ave, Saanichton BC will be applying to Central Saanich Council for permission for filling in the ditch in front of their home.
I am in favour of this request YES NO
Name o{, 4 &Ê- æ41 Questions or comments ? Please let us know I 4J¿ ¿¿¿'y'/^¿,; ¿./-,-,'-,r"2 k ?'t-\ Lance and Krista Mitchell
Page 19 of 401 Atlcdr.A
I understand that Lance and Krista Mitchell at3024 Mallard Ave, Saanichton BC will be applying to Central Saan Council for permission for filling in the ditch in front of their home
I am in favour of this request YES NO
Name /e¡vl ress
Questions or comments ? Please let us know
Lance and Krista Mitchell
Page 20 of 401 Al'ed.,A
I understand that Lance and Krista Mitchell at3024 Mallard Ave, Saanichton BC will be applying to Central Saanich Council for permission for filling in the ditch in front of their home.
I am in favour of this request YES _ NO_
Name
Questions or comments ? Please let us know
Lance and Krista Mitchell
Page 21 of 401 Alla ùr'' ê
I understand that Lance and Krista Mitchell at 3024 Mallard Ave, Saanichton BC will be applying to Central Saanich Council for permission for filling in the ditch in front of their home.
f am in favour of this request YES NO_
rl _. Name '/& R l( ß Au r r"guo ¡ddress
Questions or comments ? Please let us know
Lance and Krista Mitchell
Page 22 of 401 Ailo&.á
I understand that Lance and Krista Mitchell at3024 Mallard Ave, Saanichton BC will be applying to Central Saanich Council for permission for filling in the ditch in front of their home.
I am in favour of this request YES NO
R Name láL dress
Questions or comments ? Please let know
Lance and Krista Mitchell
Page 23 of 401 -- .Fr iÁ
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Page 26 of 401 Central Saanich Official North Saanich Community Plan Map 7: Sensitive Environments Legend riñ"a_ 2< ' L;l."..i:' Streams ,. ... .: ".:-::.:""_ - Marsh
, ," ; Other Wetlands Sensitive Ecosystems ! corrt.tatrn
TSAIi'OT'T F¡RST I{A'NON Older Forest . ¡ *" .- . , .. -,,,"., ". I I Older Second Growlh T Terrestrial Herbaceous I Woodland Seasonally Flooded Agricultural Fields
Riparian
Sensitive Wetlands
Coastal Dune Ecos)Etem
Kilometers 0 0.4 0.8 1.2 1.6 2 de Fuca EA Page 27of401
. .t. _:l
uFared July. 2008 Saanich Aquat¡c and Terrestr¡al Sensi¡ive Ecosyslems Dala Sourced from Sens¡tive Ecosyslem lruenlqy for East Vancouver & Guf lslands
P rÞ È James Central Saanich Official North Saanich Island Community Plan '-, Schedule E: Environmental Development Permit Areas
I
,,r¡ouilr NÊtÂflol{ Rf) ä -o
FIRST Legend I utarine Shorelines DPA- q -_- o ! Tenestrial Sensitive Ecosystems DPA.. Streams I -
Ct K¡lomelers a- i 0 0.4 0.8 1.2 16 2
UÉated July. 2oo8
Juan de ' Mar¡ne Shorel¡ne DPA is l5m from e¡ther side of the natural Fuca EA boundary of lhe sea l\¡arine Shorel¡ne DPA refìed actual shorel¡nes based on most current avôilåble data Page 28of401 '^ Refer to Sens¡live Terestrial Ecosystems DPA for gu¡delines
Aquatrc and Terest ial Sens¡live Ec6ystems Data Sourced from Provincial Sens¡tive Eæs)6lems lnventory (1997) - Canadian Wildl¡fe Serv¡ce Saanich The Distr¡cl ol cenlral Saan¡ch assumes no l¡ab¡l¡ty fü Ìhe æcuracy of bôse mapping infomation
þ tJ ut James Central Saanich Official North Saanich lsland Gommunity Plan *;\ I Schedule F: Riparian t Development Permit Areas
t c(
- .i- ì- Legend \ (j I FIRST Riparian Areas NATION \l Streams Ditches --.!*!]: S"nr¡a¡ve Aquatic Ecosystems ,a*. Wetlands and Sensitive Riparian Areas Ponds and Dugouts ----- Riparian Development PermitAreas. a=.
c'Rqis Gârdens Kilometers .sÊåü!D 0 0.4 0.8 1.2 1.6 2
Juan de Fuca EA Page 29of401
.e uæared July, 2008 r 'ì 'RiparEn Development Psmit Areas are designated as 3Om Saanich offsets from r¡parian leatures
Refer to text ior development ærmrt gurdl¡nes
P (¡J Or James Central Saanich Official North Saanich lsland Community Plan
s Map : Development Constraints
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I Legend FIRST fl NATìON Streams ----- D¡tches __. Seasonally lnundated Areas. . Steep Slopes Between 15 and 30%-* ! st""p Slopes Greater than 3o%.. 9:
Kilometers 0 0.4 0.8 1.2 16 2 À "ûô ú Juan de Fuca EA å:-- ! A ."t *-4
Page 30of401 ';O I L,pdated: July, 2008
' lncludes major wetlands and small seasonalLy ¡nundated areas alonq stream/dra¡nage courses " Approx¡mations only. Smaller areas may also have stæp slopes
ts (,è CNGINEERIN6, PÂRKS & CNVIRONMENI DEPARlMENÎ CIlY OF NORTH VANCOUVER T 604 98] 7333 .I¿1 WEST 1 4TH STREET F 604 985 8439 NORTH VANIOUVEß ENG(ôCNV ORG BC / CANADA / V] M 1 H9 CNV ORG
STORMWATER MANAGEMENT One to Two Residential Units
All new development in the City of Nofth Vancouver must provide on property (on-site) stormwater source controls to meet requirements from Metro Vancouver and the Ministry of Environment. This document provides a background on stormwater management and outlines an approach for stormwater management for 1 and 2 Unit developments. The stormwater source controls are "green infrastructure" designed to reduce the effect of development on natural water systems, including our streams and oceans. The goal of source controls is to capture and use rainwater on each property to reduce total runoff and provide for water quality improvement.
Our goal for single family homes is to:
a capture 50% of the 24-hour Mean Annual Rainfall, or 40 mm over 24 hours from all roof,deck, and concrete areas (impervious house surfaces) from the entire site.
a direct (slope) all paving and concrete areas to garden or grassed area, and/or collect in a sump style drain basin (catch basin).
Stormwater source controls can include: rain gardens, infiltration facilities (e.9. rock pits, dry wells, underground chambers), absorbent landscaped areas, etc. These source controls used throughout North American and are well described on a variety of websites. Metro Vancouver developed a series of guidelines available at the following web location:
Metro Vancouver's Sformwater Source Control Design Guidelines, 2012
For 1 Unit and 2 Unit developments, a professionally (e.9. Professional Engineer, Landscape Architect, etc.) prepared stormwater management plan is not required. This document is applicable for single family or duplex developments and provides a simplified approach for a system.
Background on Stormwater Management
Land development and creation of hard impervious surfaces, together with development of storm drainage sewers that discharge to our creeks, have resulted in numerous safety (e.9. erosion and slope stability) and environmental issues (e.9. water quality, pollution, loss of fish habitat, etc.).
The following are common approaches for stormwater source controls applicable for North Vancouver:
1. AbsorbentLandscapes: provision of good on-site soils, compost amended (absorbent) soils, or even planter boxes to contain and slowly release rainwater to the surrounding
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Page 31 of 401 Stormwater Management for 1 Unit and 2 Unit Residential Developments Page l2
ground. Absorbent soil is a blend of organic soil, sand and compost that will infiltrate more water than compact silty soils and slow runoff response more than gravelly soils.
For lawn areas typical "Turf Blend" soils with an organic content of 8% are idealfor good infiltration and water retention. lf the soil is obtained locally (e.9. North Vancouver Transfer Station - Harvest Power soil outlet), some organic soil amender should be added to increase the organic content from about 5% lo 8%.
For garden areas, "Garden Blend" soil should have an organic content of 15o/o, and some organic soil amender could be added to the local Harvest Power product to ensure the 15% organic content.
Thick layers of absorbent soil manage the rainfall that falls on them, but could also take stormwater from patio and roof areas. This could include:
diverting roof water or patio runoff to garden planting beds through a combination of solid and perforated pipe. a dispersing runoff from impervious surfaces in larger grass areas with solid and perforated pipes.
Simple absorbent soil approaches (e.9. not including pumps) could cost as low as $2,500 for about 10 to 15 m2 of area and would offset other landscaping costs.
2 Soil lnfiltration Facilitv: this approach incorporates the idea of underground storage and soil infiltration at one location. These facilities could include rock pits (dry wells) or could be more compact plastic chamber based systems. These systems are used widely in the City:
The lnfiltrator Stone and Pípe Chamber System
Sldew¡ndei.
n¡l¡cr æt
EntiÉ
Typical lnfiltration Chamber Typical Rock Pit Facility
a the rock pit approach is a low-tech version of the dry well, where roof areas are piped to a rock pit where stormwater is stored in the void areas around the rock and infiltrated into the soil below. An overflow pipe would then take excess water to the municipal storm sewer.
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Page 32 of 401 Stormwater Management for 1 Unit and 2 Unit Residential Developments Page l4
5 Green roof and intensive vegetation: decreasing the impact of roof areas directly by incorporating low vegetative mats (extensive green roofs) or with intensive roof or porch level planter based vegetation is usually only done on larger multi-unit developments. This approach involves more sophisticated design of integrated roof systems and providing enough structural capacity for the vegetative system. We recommend seeking professional design expertise for this type of approach, and there maybe limitations to approaches under the building code.
A combination of these approaches can be used for most City building sites; however, some may not be possible due to other site constraints (e.9. infiltration is not usually possible for lots along ravine areas, or areas with shallow bedrock.
Prior to issuance of the building permit, the applicant must submit a stormwater management plan, that shall include:
a a plan (i.e. site plan or schematic), outlining collection, conveyance, and on-site storage and use of all impervious or semi-impervious surfaces;
a a brief description (report) of the approach (see attached outline)
Source Control Design Steps
The following provides an approach for developing an on-site source control plan.
1. Determine total impervious area for your proposed lot:
Table l: Exam Breakdown of Lot Area Slze (m') House Footprint (roof and deck areas) 200 Garage or Coach House 55 Pathways and Patios 20 Grassed Areas 200 Garden Areas 155 Total Lot Size 630
2. Select approaches for source control
Pervious areas (like grass and gardens) should not require additional source controls, especially if a sufficiently deep layer of soil has been used on the property. These areas have the capacity to control stormwater from roofs and other areas. Based on the areas outlined above and a site plan, identify areas for possible source controls.
From the types of systems above and based on the available technical information, select a preferred source control method.
3 Conduct an infiltration test for any proposed soil infiltration approaches (e.9. rain gardens or stormwater - soil infiltration facilities).
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Page 33 of 401 Stormwater Management for I Unit and 2 Unit Residential Developments Page l3
a for a smaller footprint atea, a plastic modular box systems (e.9. Brentwood lndustries Stormtank system available locally from the Emco Corp.) can be used to create a much larger open volume to store water.
These systems depend on the infiltrative capacity of the subsoil and require a balance between impervious area, facility area, and volume. Any infiltration facility must be located 5m away from any building foundation under the building code.
Simple infiltration approaches (e.9. not including pumps) could cost as low as $2,500 to $3,500 for a single family development.
3. Rain Garden: this approach is a combination of absorbent landscaping and soil infiltration. These systems provide a garden area in a gentle depression to collect water from impervious areas. The top garden layer of absorbent soil filters and traps water while supporting a variety of moisture tolerant plants. All the excess water infiltrates through the organic soil layer to an underlying rock pit to store and further infiltrate water. This is a nice blend of the two approached to provide a visually appealing and active garden area, and providing extra ability to store water.
Raingarden - -- Êuqlñ9'tìEflrfi n*ff Sêdon lErËt d lttflrrl - -Er¿€ fi'¿1.1 :fÞlré6 I ûr-Éliil!.Ètf ff- f1rflil^Trrt\ FrsfEÂflrif, I U'¡afEF, C¿'rrcìÍTtc-119 ÉlfF(ll lT{tf¡$É tl
fi$rrrul i¿'r fr*É¡rt¡, bf(Þ tt{Ál¡{ rìL1€É ltfx fr|. 3\tF ü1, ¿Lr1fthT _\ûf. lDflsL srtr|dñ¡çlÉ fttrer¿\fEÞ urþ€EÞrAn \J rtLtâ G 7Æh i"'Ëüfrrf,Ar ?Åî-ilr
Typlcal Rain Garden Schematic
Typical sizing charts and layouts will be available from www.cnv.orq for each of these three types of management facilities.
Simplrrain garden approaches{e.9. not includingrpumps)rould cost¿s low as $2,500 and would offset other landscaping costs.
4. Rainwater Harvestinq: la rge scale rainwater harvesting (larger than normal rain barrels) can be used to manage stormwater too. Harvesting and storing rainwater for non-potable uses (e.9. landscape irrigation, and toilet flushing) are complex systems that are not well supported by current building codes and would require more detailed plans, and input from a professional. These systems are considered "small water systems" and are subject to both health (Vancouver Coastal Health) and Plumbing Code requirements.
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Page 34 of 401 Stormwater Management for 1 Unit and 2 Unit Residential Developments PaEe l5
A typical procedure is outlined in the following steps, and is based on the BC Sewerage System Standard Practice Manual (2007) - Appendix E. This document is available on- line for more information. Alternatively, a geotechnical engineering or materials testing company could be híred to complete the test.
a) dig a test pit (by shovel or by machine) to the depth of possible infiltration or about 1.2 to 1.5 m.
b) the bottom of the test pit should be hand shoveled to about 0.3 m by 0.3 m by 0.3 m (12" by 12" by 12") and cleaned of any loose soil.
c) once dug, the hole should be soaked and filled at least 30 cm (12") deep (if the bottom of the hole is clayey soil, the hole should be soaked for about 4 hours). When the hole has 12.5 cm (5") or less, the procedure should be repeated and filled to 30 cm and allowed to drain to 12.5 cm.
d) to conduct the test, top up the hole to a depth of 15 cm (6") and allow to drain to 12.5 cm (5") and measure the time for infiltration of 2.5 cm (1"). Repeat this test at least two more times or until the last two measurements are within 2 minutes of each other.
e) the design rate is the average of the last two measurements. A useful infiltration rate is mm/hour (e.9. measurement of 20 minutes per 2.5 cm (e.9. 2.5 cm I 20 min x 600) is 75 mm/hour
Take a photograph of the test hole and soil excavated for reference.
4 A simple summary table should then be developed outlining the contributing areas and
i nfiltrative capacity.
Table 2: Exam Breakdown of lm Areas Area Area (m') Area (ft') House Footprint (roof and deck areas) 200 2150 Garage 55 600 Pathways and Patios 20 215 Total lmpervious Area 275 2,965
5. The following table is outlines the size (area) and depth of a rock pit style infiltration stormwater source control, based on a total roof area of 200 m2.
Table 3: Exam Rock Pit Size for 200 m2 Roof Area
Soil Permeability of 2mmlhr Soil Permeability of lOmm/hr Soil Permeability of 50mm/hr
Facility. Minimum Facility Facility^ Minimum Facility Facility^ Minimum Facility Area: (m') Depth (m) Area (m') Depth (m) Area: (m') Depth (m) 17.75 1.2 12.5 1.2 5.5 1.2 32 0.6 18.25 0.6 7.25 0.6 53.5 0.3 24.75 0.3 9.75 0.3
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Page 35 of 401 Stormwater Management for 1 Unit and 2 Unit Residential Developments Page l6
6. Stormwater Source Control Plan Submission
The stormwater source control plan submission should include a short description of the approach:
. document the infiltration test o list the source controls that are proposed o provide the key tables outlining the total water allocation
One source control drawing should be provided. This can be added to a building site plan using a graphics program, word processing program, or by hand. Key elevations should be noted on the plan for:
. 5m setbacks from foundation to any infiltration facility (e.9. rock pit or chamber). . elevation of footing drains (from building plans) . bottom elevation of any source controls o proposed final grade of yard areas . elevation of the storm sewer . all facilities should disperse water through perforated pipes (12mm diameter at 150mm) and shall be piped continuously through the facilities to allow overflow . all facilities should have an observation well (inspection chamber) to allow inspection and maintenance (see typical drawing)
ln the event of questions, City engineering staff can provide a quick "counter" review to assist in plans not developed by professionals or designers.
The following two pages provide a typical example based on the Tables 2 and 3
Other Tools and Resources:
References: õ!------_---t- _- t \rvñu^\rññt- 5 ÐtQuHwatet èuuí(;e^-,,,_-- vulfttut--_t-_- ueö,gu^_^:_-,- vu,ueunes,^__!-r-rt---- ¿v^^/^ t z
Province of British Columbia Stormwater Planning: A Guidebook for British Columbia rmwater/index.htm
lmages sourced from:
http://srrcd.calprog rams/rain-ga rdens/
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Page 36 of 401 Stormwater Management for 1 Unit and 2 Unit Residential Developments Page l7
Example Stormwater Manaqement Plan for I Unit and 2 Unit Facilities
Address: 141 West 14th Street
Proposed Development: 1 Unit House with detached garage
Summa ofl rvious Areas: Area Area (m') House Footprint (roof and deck areas) 200 Garage 55 Pathways and Patios 20 Total lmpervious Area 275
lnfiltratlon Results at Location and lnfiltration Measurement Depth of Rate mm/hr (minutes/inch) measurement 110 1.2 m 13.9 115 1.2 m 13.3 118 1.2 m 12.9 Average: 114.3 13.3 Conversion: 1/[min/inch] x 1524 = [mm/hr]
lnclude photos of soil from the test pit and infiltration test.
Stormwater Management Approach (Source Control): Rock pit infiltration
Facil Dimensions: Facillty and Depth Required Width (m) Length Proposed Gatchment Area (m¡ttr Area 1mz¡ltt (m) Area (m2) (m2) East Rock Pit (100) 1.2 6.25 1.5 4.2 6.3 West Rock Pit (100) 1.2 6.25 2 3.2 6.4 Garage Rock Pit (55) 0.6 5.1 1 5.1 5.1
(1) Available sizing charts from City Hall
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Page 37 of 401 Page 38 of 401 An lnfiltration Rain Garden is a form of biorelention facility designed to have aesthetic appeal as well as a stormwater function Rain gardens are commonly a concave landscaped area where runoff lrom roofs or paving infiltrates inlo deep constructed soils and subsoils below, On subsoils with low infiltration rates, Rain Gardens often have a drain rock reservoir and perforated drain syslem to convey away excess water 1. Tree, Shrub and Groundcover Plantings 2. Growing Medium Minimum 450mm Depth 3. Drain Rock Reservoir 4. Flat Subsoil - scarified 5. Perforated Drain Pipe 150mm Dia. Min. ó. Geotextile Along All Sides of Drain Rock Reservoir 7. Overflow (standpipe or swale) 8. Flow Restrictor Assembly 9. Secondary Overflow lnlet at Catch Basin 10 Outflow Pipe to Storm Drain or Swale System 11 Trench Dams atAll Utility Crossings Full Infiltration Where all inflow is intended to infiltrate into the underlying subsoil. Candidate in sites wlth subsoil permeability > 30mm/hr An overflow for large events is provided by pipe or swale to the slorm drain system.
Page 39 of 401 Page 40 of 401 ln most natural wooded conditions in the GVRD, 90% ot rainfall volume never becomes runoff, but is either soaked into the soils or evaporates / transpirates. Trees, shrubs, grasses, surface organic matter, and soils all play a role.
Winter tree canopies ¡ntercept 1. Crown lnterception 15o/o to 27% oi rainfall. 2. Throughfall and Stemflow 3. Evapotranspiration 4. Soil Water Storage 5. Soil lnfiltralion 6. Surface Vegetation 7. Organics and Compost 8. Soil Life 9. lnterflow 10. Deep Groundwater 11. Water Quality lmprovement 12. lmpermeable Surfaces and Surface Runoff
Page 41 of 401 Page 42 of 401 5t RI CI Lt distribution pipe, infiltration tiench and overflow fo the'storm drainage system (Sump, pipe, ¡ lnfiltration Trench System: A Soakaway Manhole or Dry Well) System includes an inlet a sedimentation manhole, and one or more infiltration shafts with connecting pipes Use of lnfiltration Shaft will be limited by hydro- a) Locate infiltration lrench at least 3m geotechnical condilions in much of GVRD from any building, 1 5m from Limitations of lnfiltration Trench or Soakaway Manholes: property lines, and óm from adjacenl a) To avoid groundwater pollution, do not direct un-trealed polluted runoff to lnfillration Trench or Shaft: in[iltration facilities (or as . Direct clean runoff (roof, non-automobile paving) to lnfiltration Trench or Shaft. recommended by a geotechnical . (roads > 1 parking pollution sources), provide engineer) For polluted runoff 000 vehicles / day, areas, other upstream source conlrol for pollulant reduction prior to release to lnfiltration Trench or Shaft. shaft in areas with footing drains. b) Sump: Provide a lid for periodic b) Use infiltration lrench or only inspection and cleanout lnclude a 1. Grass or Other Planting T-inlet pipe lo trap oils, sediments 2. Finish Grade and debris 3. Growlng Medium Backfill 4. 100mm Dia PVC DR28 Perforated c) lnfiltration Trench: installation of Pipe dislribution pipe and bottom of 5 Light Non-wovèn Polyester to be lf more lhan drainrock level Geolextile c/w Min. 400mm Laps one section of infiltration trench is 50mm Drain Rock or Rock of required, design so lhat underground ó. Equal Porosity rryaler is lemporarily 'ponded' in each infiltration section 7. Maximum Groundwater Elevation 8. Non-polluted Drainage From d) lnstall the lnfiltration Trench in native Building or Terrace ground, and avoid over compaction of the trench sides and bottom, which reduces infiltration e) Observation well for each infiltration trench (optional): vertical standpipe, with perforated sides, and locking lid, to allor¡r the monitoring ol rrvater depth r Soakaway Manholes Systr:m: a) Provide a report from an engineer \/ith experience in geotechn¡cal engineerir-rg including or'ì-sile test data of infiltration rales at the depth of the proposed infiltration The Ø bottom of lhe shaft shall be at least ó00mm above the seasonal high r,vater lable or bedrock, or as Øø recommended by lhe engineer o b) lf steep slopes or drinking water @ Ø wells exisl within 200m horizontally from the proposed Soakaway Manhole, provide a hydro- @. geolechnical report lo analyze sile-specific risks arrd determine Ø setbacks -\ -\ c) Provide a sedimenlalion manhole, and a maximum of two Soakaway Manholes in series, unless olherwise approvecl d) Provide an overflow from the Soakaway Manholc to thc storm dra¡nage syslem or major storm flow path
,,.,-,,r. - : ation Trench & Soakaways metÍovancouver
Stormwater Source Gontrol Design Guidelines 2lJ12 '* ñ æ liltlRC
Detàiled desrgn gurdeIne5 can be found rn the Desrgn Gurdelrnes 201 2 reporl àv¿il¡ble ¿( l?!!w, metrovàncouret org
Page 43 of 401 Page 44 of 401 f __ ¡\ a@- _ _ | __51 DESIGN PRINCIPLES 5L@t __ rGqeE - I Literature suggests swale areas of -f about 10-20% ol upstream impervious area Higher sediment load land uscs require lower ratlos of impervious area to swale area INIIL'TRATION SWALE ¡ Flow to the swale should be kï!l* !rul$*P1è An lnfiltration Swale is a shallow grassed distributed sheel flow, travelling or veqetated channel designed lo capture, through a grassy filter area al the detain and treal stormwater and convey swale verges Provide pre-treatmenl larger flows, lt lakes suface flows from and erosion control lo avoid adjacenl paved surfaces, holds the water sedimentation in the swale behind weirs, and allows it to infiltrate through Édh ü', EÊ¡Á!,!Ê!]¡Q! a soil bed inlo underlying soils The swale Provide a 50mm drop at the edge of r and weir structures provide conveyance for paving to the swale soil surface, to +-----! larger storm events to the storm drain allow for positive drainage and PUN system. Variations on designs include an buildup of road sanding/organic underlying drain rock reservoir, with or matcrials at lhis edge DÊ¡ÀÅ-ÊEtltsü ñ qÁE w¡thoul a perforaled underdrain. r Swale plant¡ng is typically sodded lawn Low volume swales can be Full lnfiltration finished w¡th a combination of grasses, shrub, groundcover and tree Where water enlering the swale is filtered planting through a grass or groundcover layer, and then passes through sandy growing medium r Swale boltom - flat cross seclion. ó00 and a to 2400mm width, .1 -2% longitudinal slope or dished belween weirs r Swale side slopes - 3(horizontal):1 (vertical) maximum, 4:'l or less preferred for maintenance r Weirs to have level top [o spread flows and avoid channelization, keyed in '1 00mm minimum r Maximum ponding level - 150mm Drawdown trme for the maximum surface ponded volume - 24 hours
¡ Trealment soil depth - 300mm desirable, m¡nimum 150mm if design professional calculales adequate pollutant retnoval r Design slormwater conveyance using Manning's formula or werr equations whichever governs with attention to channcl stability during maximum flows
¡ Drain rock reservoir and underdrain may be avoided where infiltration tesls by a qualified professional, taken at the depth of the proposed ¡nfiltration, show an infiltration rate that exceeds the inflow rate
tf atl0na metrovancouver
Stormwater Source Gontrol Design Guidelines 2012
n :i:r. - ñ nilnt.Q
DetÀ¡led desrgn gurdellne5 cðn be found rn lhe a Desrqn Guicielines 201 2 report, avarlàble at v/!vw metrovancouver of g
Page 45 of 401 Page 46 of 401 BNËNTttrOOD STORMTANK MODULE
The Brentwood StormTank Modules provide an economical alternatrve to crushed stone, concrete structures, or pipe chamber storage systems.
FEATURES
. Utilization under most surface covers including impervious and vegetated areas. . Designed to exceed the HS-25 Load Rating. . Modules can be built on site in less than 2 minutes. No extra equipment is required. . Easy inspection and cleaning due to an open module design without internal walls. . Avarlable in18-,24-,30-,33- and 36-inch heights.
APPLICATIONS
. Delention and lnfìltration . Rainwater harvesting . Flood mitigation . Bio-retention
BRENTtilOOtl STOBMTAI{K MODULE SPECIFICATIÍINS
PRODUCT DESGRIPTION
This rugged and lightweight StormTank Module offers the largest void space of any subsurface stormwater storage un¡t on the market. These modules are very simple to assemble and install. They're easily cleaned and their stackable design allows them to manage large volumes of water. The StormTank Modules have been extensively tested and lt demonstrates strength that exceeds the current industry standards.
PROOUCT DETAILS
Addit¡onal details for thîs product are listed below. Scroll down to view all product content. Select the othêr tabs to seè addit¡onal resources related to th¡s product.
PRINT BRENTuJOOII STORMTANK MÍIDUIE CUT SHEET
CI)NTACT OUR EXPERTS
1st June 2016 StormTank Module Propert¡es Properties Metric Imperial
Size 9L4 x 457 x 457 mm 36"x18"x18"
Page 47 of 401 Void Space 95,5olo 95.5o/o
Module Storage 0.18 m3 6.44 cf
Installed Storage 0,26 m3 9.t4 cf
Weight 10 kg 22.7Q lbs
sPECtFrCATt0t{S
Resources menu
Cut Sheet The Brentwood StormTank Modules provide an economical alternative to crushed stone, concrete structures, or pipe chamber storage systems.
PROJECT PROFITES
TECH NÍ)TES
These tech notes have been selected as being the most appropriate for this product. For a list¡ng of all lec¡, noles p/oase see the Resources menu.
f)RAtflIil0S
These drawings have been selected as being the most appropriate for th¡s product. To see all available draw¡ngs please see fhe Resources menu
ültuultultbJ
These brochures have þeen solêcted as being the mosl appropr¡ate for this product. To view all brociures p/ease see the Resources menu.
RECENTTY VIEWED/BELATEÍI PRODUCTS
Page 48 of 401 INTERCEPT THE IVATER b)'using a sr\rale, a shallort ditch n'ith gentl¡- sloping sides. You can also use a French drain, a grar.el-filled trench that rnal'have a perforated pipe at the bottom. New products include the EZ-Drain. rr-hich consists of a perforated pipe and plastic beads encased in a tube of ìandscape fabric. The ric surrounds the pipe like- a sock and prevents dirt from infiltrating and filling up the pipe or the air spaces behveen the beads. Eecause Fre¡rch drains handle ryater that is mor-ing not just ove.r the soil but through it, thev re the best solution for keepíng \\'ater out of a basement.
GRAV E L t------t .I T R ENCH DRAIN I NTERC EPTS tIATER AND LEADS IT At|IAY
--{ GEOTEXTI LE FABR I C
PERFORATED PI PE
IrRLlNi.ll DR¡\ll'l
REPL{,CE IMPERMEABLE STIRFACES such as concrete. r,rith perrneable pavers and gravel. This can be expensive, but it's rvorth eonsidering, especiallf if !'ou're alread.v replacing deteriorated asphalt or concrete.
A ftnal rçord of advic.e is in order before vou start sutnging a picka-x or renting a Bobcat loader. ì'Iany parts of the countn'are enacting strict rules about landscape modifications that affect groundrvater. even o¡r a small scale. \\thile these regulations are more likelS'to apph* if vour house is close to a lake, stream, or seashore. it pavs to check permit requirements no matter where -vou live.
Page 49 of 401 Page 50 of 401
THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH
Minutes of the COMMITTEE OF THE WHOLE Meeting Monday, September 11, 2017 Council Chambers
PRESENT: Mayor Ryan Windsor Councillors Graham, Holman, Jensen, Paltiel and Thompson Patrick Robins, Chief Administrative Officer Liz Cornwell, Corporate Officer Paul Murray, Director of Financial Services Ruth Malli, Interim Manager of Planning & Building Services John Manson, Interim Director of Engineering and Public Works Kyle McStravick, Planner Anita De Medeiros, Recording Secretary
ABSENT: Councillor King
1. CALL TO ORDER
The meeting was called to order at 7:00 p.m.
2. CLOSED MEETING (if required)
3. APPROVAL OF AGENDA
3.1. Agenda of the September 11, 2017 Committee of the Whole Meeting
473.17 MOVED Main Motion: That the agenda of the September 11, 2017 Committee of the Whole Meeting be approved as amended by late items.
474.17 MOVED Amendment Motion: That the main motion be amended by inserting the words "and moving Item No. 6.1 to Item No. 8.1" after the word "items". CARRIED UNANIMOUSLY
Question on Main Motion as Amended:
Page 1 of 10
Page 51 of 401 That the agenda of the September 11, 2017 Committee of the Whole Meeting be approved as amended by late items and moving Item No. 6.1 to Item No. 8.1. CARRIED UNANIMOUSLY
4. PRESENTATIONS AND DELEGATIONS
4.1. Victoria Compost Education Center Marika Smith, Executive Director
The Delegation did not attend the meeting.
475.17 MOVED That the Victoria Compost Education Center Delegation be rescheduled to a future Committee of the Whole Meeting. CARRIED Opposed: Councillor Graham
5. PLANNING & DEVELOPMENT
Councillor Jensen assumed the Chair.
5.1. 7103 West Saanich Road - Development and Development Variance Permit
Report from the Planner dated August 25, 2017.
The Chair invited the applicant to speak. Kyle Schick from Finlayson Bonet Architecture Ltd, #4 - 7855 East Saanich Road, spoke to the application.
476.17 MOVED That the Committee of the Whole recommend that Council authorize issuance of a Development Permit for the proposed exterior facade renovation of the existing shopping centre at 7103 West Saanich Road and new signage subject to: 1. compliance with the plans attached to the report of the Planner dated August 25, 2017 and, 2. tenant fascia signage complying with the restrictions set out in the permit and the requirements of the Land Use Bylaw CARRIED UNANIMOUSLY
477.17 MOVED That the matter of open versus designated parking spaces at shopping centers be a future item of discussion when the Land Use Bylaw is next reviewed. CARRIED Opposed: Mayor Windsor and Councillor Holman
478.17 MOVED
Committee of the Whole Minutes September 11, 2017 Page 2 of 10
Page 52 of 401 That Committee of the Whole recommend that Council further the application to vary Section 43 of the Land Use Bylaw to reduce the required number of parking spaces for the subject property to a total of 105 spaces regardless of tenant occupancy (within the permitted uses of the C-1 zone) by directing staff to undertake the required notification for the Development Variance Permit. CARRIED UNANIMOUSLY
5.2. 483 Dunmora Court - Marine Shoreline Development Permit
Report from the Building Inspector dated August 29, 2017.
The Chair invited the applicant to speak. Martin Whitehead, of Zebra Design, 1161 Newport Avenue, spoke to the application and on question advised that they did not intend to disrupt trees on the property.
479.17 MOVED That the Committee of the Whole recommend that Council authorize issuance of a Marine Shoreline Development Permit for the proposed foreshore trail at 483 Dunmora Court subject to: 1. compliance with the submitted drawings (dated June 7, 2017) with the cottage parking eliminated; 2. compliance with all recommendations contained within the Shoreline Environmental Assessment and Mitigation report by Corvidae Environmental Consulting Inc, including the Erosion and Sediment Control Mitigations; and, 3. if necessary for tree removal, apply for and obtain required permits and submit a replanting plan at a 3:1 ratio CARRIED UNANIMOUSLY
5.3. Brentwood Bay-Navigating the Issue
Report from the Interim Manager of Planning and Building dated September 1, 2017.
The Interim Manager of Planning and Building introduced Miles Mana, and made a presentation.
The Chair invited the public to speak.
Dave Hodgson, retired shipmaster, stated that the main problem in Brentwood Bay is storm drains versus sewage from vessels.
Mike, new citizen of Brentwood Bay, stated that public dock is the most important part of Brentwood Bay.
Tim Knight, 797 Sea Drive, stated that Thetis Island created a moorage committee comprised of boat owners that manages the moorage.
Committee of the Whole Minutes September 11, 2017 Page 3 of 10
Page 53 of 401 Tony Peard, 806 Delamere Road, expressed concerns regarding activities on Brentwood Bay.
480.17 MOVED 1.1 Brentwood Bay Clean-Up: a) That the allocation of staff time and use of municipal equipment (within existing resources) be authorized to assist with the clean-up of Brentwood Bay under the leadership and funding of the Province (removal of unauthorized floats, dock sections) and Transport Canada (removal of derelict/abandoned vessels and mooring buoys that are impeding navigations), commencing in mid to late October 2017. CARRIED Opposed: Councillor Holman
481.17 MOVED b) That a request be submitted to the Capital Regional District (CRD) to waive tipping fees for portions of the clean-up initiative not funded by the Transport Canada Abandoned Boats Program. CARRIED Opposed: Councillor Holman
482.17 MOVED c) That the District continue to work with the Tsartlip First Nation to facilitate the clean-up initiative, including requesting access to the Tsartlip boat launch for directly related purposes. CARRIED Opposed: Councillor Holman
483.17 MOVED 11.2 Designate Sewage Area a) That the District apply to Transport Canada to have Brentwood Bay listed as a Designated Sewage Area under the Vessel Pollution and Dangerous Chemicals Regulations. CARRIED Opposed: Councillor Holman
484.17 MOVED 1.3 Designate Navigation Channels a) That the District work with Transport Canada and the local community to encourage the establishment and marking of designated navigation channels within Brentwood Bay. CARRIED Opposed: Councillor Holman
485.17 MOVED b) That the District work with Transport Canada and the local community to investigate the need for a fourth designated navigation channel into Tod Inlet.
Committee of the Whole Minutes September 11, 2017 Page 4 of 10
Page 54 of 401 CARRIED Opposed: Councillor Holman
486.17 MOVED c) That a letter be sent to Fisheries and Oceans Canada (Canadian Hydrographic Service) to request that the Transport Canada document outlining the navigational lines into Brentwood Bay be added to Chart 3441, with an explanation that this action would help to keep the navigable waterways into Brentwood Bay clear and safe. CARRIED Opposed: Councillor Holman
487.17 MOVED 1.4 Establish Direct Regulatory Authority a) That application be made for a (Nominal Rate) Land Act tenure over the portions of Brentwood Bay that are not already under other privately held Land Act tenures. CARRIED Opposed: Councillor Holman
488.17 MOVED b) That following the experience of other jurisdictions, the District’s Official Community Plan (OCP) and Zoning by-laws be created or amended to limit and designate areas, tenure and conditions for permanent moorings, length of time anchorage is permitted, live-aboards and floats in the portions of Brentwood Bay that are under municipal jurisdiction. CARRIED Opposed: Councillor Holman
489.17 MOVED 1.5 Establish a Management Plan a) That a Management Plan created for the monitoring of the tenure with partner agencies. Further information to be brought back to Council with respect to this recommendation on duration, number, location, standards and regulation. CARRIED Opposed: Councillor Holman
490.17 MOVED b) That the District continue to work with local marinas to establish, promote and monitor facilities for visiting and resident boaters, ensuring access to sewage dumping, garbage disposal and parking facilities. CARRIED Opposed: Councillor Holman
491.17 MOVED
Committee of the Whole Minutes September 11, 2017 Page 5 of 10
Page 55 of 401 c) That the District continue to work on a regional basis with member municipalities of the CRD, BC Parks, the Tsartlip First Nation and the community of Willis Point in the Juan de Fuca electoral area. CARRIED Opposed: Councillor Holman
492.17 MOVED d) That the District continue to work with the existing live aboard and upland communities to understand and consider their needs and options for housing throughout the decision-making process, including the possibility of nominal rate mooring for appropriate vessels (holding tanks required). CARRIED Opposed: Councillor Holman
493.17 MOVED a) That a letter be sent to the Government of Canada in support Bill C-219, tabled by Member of Parliament for Nanaimo-Ladysmith Sheila Malcolmson – an Act to amend the Canadian Shipping Act 2001, aimed at reducing the environmental, economic and navigational hazards to Canadian waterways and coastlines posed by abandoned vessels. CARRIED Opposed: Councillor Holman
494.17 MOVED b) That a letter be sent to the Government of British Columbia to encourage adherence to the 2012 Union of BC Municipalities endorsed resolution to adopt the 'Washington model' for vessel registration and disposal. CARRIED Opposed: Councillor Holman
495.17 MOVED c) That staff utilize inter-governmental relationships with senior government agencies to monitor legislative changes that impact the District’s on-going efforts in Brentwood Bay, and to periodically report changes to Council. CARRIED Opposed: Councillor Holman
496.17 MOVED d) That staff work with senior levels of government, Island Health (VIHA), Tsartlip First Nation and other Capital Regional District members and societies to monitor and address concerns about water quality in Brentwood Bay. CARRIED Opposed: Councillor Holman
497.17 MOVED 1.7 Related Operational Recommendations
Committee of the Whole Minutes September 11, 2017 Page 6 of 10
Page 56 of 401 a) That a communication and signage strategy be prepared to increase public awareness of the prohibition of sewage discharge in the Brentwood Bay area, including the associated environmental impacts. CARRIED Opposed: Councillor Holman
498.17 MOVED b) That the District continue to work with the community to determine and recommend ways to address ongoing parking conflicts in the Brentwood Bay area (consider a parking study, if warranted). CARRIED Opposed: Councillor Holman
499.17 MOVED c) That the District investigate and, if determined appropriate, install higher capacity garbage cans in the Brentwood Bay area. CARRIED Opposed: Councillor Holman
5.4. Residential Infill and Densification Next Steps
Report from the Interim Manager of Current Planning dated August 24, 2017.
500.17 MOVED That the Committee of the Whole recommend Council: 1. Reaffirm its strategic priority to update housing densification and infill policy based on the initial 2012 “Residential Densification Study”, and 2. Authorize staff to prepare a request for proposal for a consultant selection process. CARRIED Opposed: Councillor Holman
5.5. Review of Zoning Limitations for residential homes on A1 Property.
501.17 MOVED That the topic of zoning limitations for residential homes on A1 property be referred to the next Strategic Planning Session. CARRIED Opposed: Mayor Windsor
502.17 MOVED Main Motion: That staff prepare an amendment to the Land Use Bylaw which limits the size of residential homes in A1 Zone to 10,00 sq ft.
503.17 MOVED
Committee of the Whole Minutes September 11, 2017 Page 7 of 10
Page 57 of 401 Motion to Refer: That the main motion be referred to the next Strategic Planning Session for discussion. CARRIED Opposed: Mayor Windsor and Councillor Holman
504.17 MOVED That the topic of B.C. wide approach to limit residential development on ALR land be added to the topics for discussion with the Minister of Agriculture at the 2017 UBCM Convention. DEFEATED Opposed: Mayor Windsor and Councillors Graham, Paltiel and Thomposon
505.17 MOVED That the list of requested topics of discussion with officials at the 2017 UBCM Convention be added to the agenda of the September 18, 2017 Regular Council Meeting. CARRIED Opposed: Councillor Graham
6. COMMUNITY, PROTECTIVE SERVICES & FACILITIES
7. PARKS & RECREATION
8. PUBLIC WORKS & TRANSPORTATION
Councillor Graham assumed the Chair.
8.1. Traffic Safety Concerns
Referred from the July 31, 2017 Regular Council Meeting.
506.17 MOVED AND SECONDED Main Motion: That letters addressed to Mayor and Council regarding traffic issues be forwarded directly to the Traffic Safety Committee and only be added to a Council agenda if needed as determined by staff.
507.17 MOVED Amendment Motion: That the main motion be amended by deleting the words "forwarded directly to the Traffic Safety Committee and only be added to a Council agenda if needed as determined by staff" and replacing them with "added to Council agenda's for information noting they have been forwarded to the Traffic Safety Committee". CARRIED Opposed: Councillor Holman
Committee of the Whole Minutes September 11, 2017 Page 8 of 10
Page 58 of 401
Question on Main Motion as Amended: That letters addressed to Mayor and Council regarding traffic issues be added to Council agenda's for information noting they have been forwarded to the Traffic Safety Committee. CARRIED Opposed: Councillor Holman
508.17 MOVED That staff provide information in place regarding designation of committee structure and point to legislation determining establishment of committee content. DEFEATED Opposed: Mayor Windsor and Councillors Graham, Jensen, Paltiel and Thompson
509.17 MOVED That the divisions of the Committee of the Whole structure be published on the District's website. CARRIED UNANIMOUSLY
9. WATER & WASTE MANAGEMENT
9.1. Expansion of Sewer Collection Area No 1 - Bylaw 1922
Report from the Senior Engineer Technician dated July 19, 2017.
510.17 MOVED That Bylaw No. 1922, 2017 be considered for 3 readings at the September 18, 2017 Regular Council Meeting. CARRIED UNANIMOUSLY
10. ADMINISTRATION & FINANCE
Councillor Thompson assumed the Chair.
10.1. Visual Identity Standards Logo and Coat of Arms
511.17 MOVED That the Visual Idenity Standards Logo and Coat of Arms be referred to the Communications Sub-Committee Meeting to be held September 19, 2017 for consideration. CARRIED UNANIMOUSLY
11. NEW BUSINESS
Committee of the Whole Minutes September 11, 2017 Page 9 of 10
Page 59 of 401 12. ADJOURNMENT
On motion the meeting adjourned at 10:06 p.m.
Liz Cornwell, Corporate Officer Ryan Windsor, Mayor
Committee of the Whole Minutes September 11, 2017 Page 10 of 10
Page 60 of 401 The Corporation of the District of Central Saanich
REGULAR COUNCIL REPORT
For the Regular Council meeting on August 21, 2017
To: Patrick Robins File: 3090-20-6/17 Chief Administrative Officer
From: Kristina DeMedeiros Priority: Strategic Building Inspector Operational
Date: August 03, 2017
Re: 1757 Sean Heights - Development Variance Permit for Signage
RECOMMENDATIONS: That Council, with respect to the requested Development Variance Permit to facilitate the installation of two new facia signs on the property located at 1757 Sean Heights, give notice of intent to consider issuing a Development Variance Permit (DVP) that would increase the allowable fascia sign width from 0.6m to 1.2m.
BACKGROUND: On the 3rd of February, 2014, Council issued a Development Permit (3060-20-7/13) for construction of the Sean Heights business park which included four new industrial buildings on the property. The development permit drawings indicated small individual unit entry signs for each business. Subsequently, the developer requested that Council consider amending the Development Permit to include a new sign master plan. At the meeting on March 7, 2016, Council authorized an amendment to the development permit no. 3060-20-7/13 to allow larger individual fascia signage for each business frontage (see attached), with the following resolution:
That (Resolution 142.16) Council authorize the amendment of Development Permit No. 3060-20-7/13 to include a new sign master plan for the business park located at 1755 Sean Heights.
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 61 of 401 To: Patrick Robins, Chief Administrative Officer August 03, 2017 For: August 21, 2017 Regular Council Re: 1757 Sean Heights - Development Variance Permit for Signage
Proposal Reg Van Lierop, on behalf of Level Ground Trading Ltd., has applied to install two new fascia signs on the upper corner of the north and west elevations of Building C (shown on the site plan) at 1757 Sean Heights. This building is the new home of Level Ground Trading offices, warehouse and small café. While fascia signs are permitted in this zone and identified in the previous Development Permit, the business owner is proposing signs that exceed the maximum dimension permitted under the Land Use Bylaw. The signs will be displayed vertically with a width of 1.2m (4'), which is larger than the bylaw maximum of 0.6m (2'). The overall sign size is proposed to be 1.2m (4') wide by 3m (10') high. The externally lit signs will be constructed of an Alumpanel (aluminum with a composite core) with a digitally printed laminate film.
Site and surrounding area The subject property is a business park on a dead end road, with this particular building nearing completion. It is located at the western end of Sean Heights, on a level lot overlooking the municipal public works yard and the Butler Brothers gravel operation to the north. The subject property is zoned I-1 (Light Industrial), while the properties to the north and west are zoned I-2 (Extraction Industrial). To the south across Verling Avenue are a number of properties zoned Agriculture (A-1), located within the Agricultural Land Reserve (see Context Map attached). The property is within a 5km radius of the Dominion Astrophysical Observatory identified for sensitive lighting design.
DISCUSSION: Staff Comments The proposed signage should be considered in the context of the policies adopted in the Official Community Plan bylaw and the Light Industrial/Arterial Commercial Development Permit Area Guidelines. One of the Fundamental Principles stated in Section 1.2 of the OCP is to "Support Economic Development" including industrial properties. Furthermore, the OCP lists as one of its objective to "support the promotion and use of local businesses" (Section 5.2.1.)
OCP Design Guidelines excerpts: 11.4.5: Guidelines - Signs a) All signs should be architecturally coordinated with the overall design of buildings and landscaping. Multi-unit buildings should have unit signs of compatible size, arrangement and character. b) Fascia type signs (on building surfaces) are encouraged. c) Signs with temporary and changeable lettering are not supported, except where clearly required due to the nature of the business activity. d) Signage should be unobtrusive and should not detract from the form and character of the site or adjacent properties. e) All site signage shall conform to the comprehensive sign plan approved for the site.
Section 64(3) of the Land Use Bylaw states: Fascia signs must not exceed 0.6 metres in vertical dimension if the message is displayed horizontally, or 0.6 metres in horizontal dimension, if the message is displayed vertically.
In this case, the Level Ground Trading sign is designed to display the message vertically, but at 1.2m (4') wide, a variance approval is required to authorize the fascia signs. In general, the
Page 62 of 401 To: Patrick Robins, Chief Administrative Officer August 03, 2017 For: August 21, 2017 Regular Council Re: 1757 Sean Heights - Development Variance Permit for Signage proposed signage is consistent with the sign design guidelines of the Light Industrial Development Permit area, and appears to be of an attractive, high quality design and construction. Given the size and location of the development, and the fact that Level Ground Trading will occupy the entire Building C, there should be no concerns with the sign design in relationship to neighbouring buildings. Installing a sign larger than what is permitted in the Land Use Bylaw will increase the tenant visibility and exposure, which follows the OCP mandate to “support the promotion of local businesses”.
As the subject property is within the 5km Dominion Astrophysical Observatory buffer area, the fascia signs will be lit externally by extending a light out from the top, projecting light onto the front of the sign. The application further indicates that the "light will be shielded to avoid light contamination upward."
Advisory Planning Commission At their regular meeting of the 26th of July, 2017, the Advisory Planning Commission received a staff report with respect to the current application and, after some discussion, passed the following resolution unanimously:
That the Advisory Planning Commission recommend to Council its support for the signage.
CONCLUSION: Subject to public comment, staff recommend that Council consider authorizing the requested DVP for increased fascia sign size to install two fascia signs on the building at 1757 Sean Heights. If supported by Council, staff will undertake the required notification for the Development Variance Permit. Upon issuance of the DVP, the applicant could then proceed with the sign permit and installation.
Respectfully Submitted,
Kristina Demedeiros, RBO Building Inspector
ATTACHMENTS: • Site Context Plan Endorsed by: • Application Documents Chris Hall
Interim Manager of Current Planning
Endorsed by: Ruth Malli Interim Manager, Planning and Building
Administrator’s Recommendation:
Page 63 of 401 To: Patrick Robins, Chief Administrative Officer August 03, 2017 For: August 21, 2017 Regular Council Re: 1757 Sean Heights - Development Variance Permit for Signage
I concur with the recommendation contained in this report. Patrick Robins Chief Administrative Officer
Page 64 of 401 SITE CONTEXTPLAN 1757 Sean Hts
LECEND
SUBJECT SITE
)2 1628
1617 1627
7 SEAN HTS
1759 1763 1779 6598 1588 12 I1 6588
1761 6582 6587
1626 1650 1810 1820 6578
vr_m_n\m 1629 1701 741 1815 1821 6529 6508
6502
6483 6476
6456 6455
6437 6429
6412 BRYN RD 17a Sean Hudwg HILLTOP RD Ix) Page 65 of 401 THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH 1903 Mt Newton Cross Road, Saanichton, B C. VBM 2A9 Phone (250) 544-4209 Fax (250) 652-4131 www centratsaanich ca Development / Development variance permit Application
r the authofity o¡ r¡Ê communw chadef/Locat Govemment Act and the Docs Disclosure of personal information use or d¡scrosure 9at"$-:?!il??
B Development Permlt Oevefoement / varlence Permit O Development & Development Var¡ance perm¡t
Prcfec{lnûo Zon¡ng t7 5 P¿n Y ËlL'rtti (L)+Þ ß,-,ìt,AWt,' (-' L-t
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Appllcant (tf not*mr) L rt¡lZi qÉÞ ìti G \¿Hir 7o k AtYTl H6- C¿¡.>t \l.cr+¿ 5,14 rticlto¡r L v8,n' ( I elepnore Fex emll l_>-e -t.¿? ^c4t¿ y'o-51,f "q 36 R& 6 6)uttv¿t 6pa.rrl. corra Proiect Deûalls EGEüVE Description of existing use/development: t
The Descr¡ption of proposal V Fo G of the Pla nnt rtment
Reasons for requested variance (if applicable): Oúrì. ,PAc ?o9frO 16 tu e /'5 i çN \LxavQt ,6 ru L (u
(use an additional page ¡f necessary) Requircd Documentatlon & Plans Owner Authorlzatlon plans + .2 t, full-size set of 1-11x17 reduced set) l, the owner of the above propefty, hereby authorize and appoint Current Gertlficate of T¡tlo - within the past 30 days RnC VAtt¿rttßcP Slte Profile (Contaminated Sites Regulation) aq as my I understand a Survey Certificafe (BCLS) of all structures & watercourses notice t¡tle .R Site Plan to scale, showing all structures, setbacks, access, The tue & coÌrecÎ. adjacent bu¡lding separation, watercourses, site contours, water supply, storm and sewage disposal, etc. Landscape Plan, { including landscape specifications, screen¡ng, Date fencing, l¡ght¡ng, etc. I Bullding Floor Plans and Elevations (ìdentifying specific finishes) Calculations for s¡te area, coverage, / bldg. area, floor space ratio, Owner (required if not applicant) Date bldg. height, grade, and parking stalls. c Slgnage Details (if applicable). Fees
Minor ¡s def¡ned as any improvements costing $30,000 or less in value; Major ¡s def¡ned as any ¡mprovements, cost¡ng morc than 630,000. Office Use Development Permit Minor tr without Var¡ances $ 300 TOTAL FEES $ O Minor with Variances $ S00 çö0 D Major without Variances $i000 Received By D Major w¡th Variances $i 500 Date
Appl¡cetion/F¡le D Site Profile $50 Number
Development Variance Permit $ 500 t7 0 Variance Notification Sign $80 mo-20-bl 1 March 2016
7 Looo çØ1
Page 66 of 401 The signs will consist of an Alumpanel, (aluminum with a composite core), with a digitally printed laminate film. They will be front lit by extending a light out in front of the sign. The light will be shielded to avoid light contamination upward. Each sign will be 4 feet wide and 10 feet tall for a total for 40 square feet per sign.
111 111 Page 67 of 401 West elevation
The Corpor�.'' ' of the Dist.ict of Cr,:·tt ....r s·� :1ich ·;;·-..·,:�t 1_,,_ ____P _�· ,,�ni '.'.!:j C- � North elevation tr@trflvE 7ili7 î,ìr',,1 1 i: ,i District The CorPorati'^'ì of the J of Central Saanich Å Page 68 of401
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MAY 12 2017
Ïhe Corporatiôn of the D¡str¡cl of Central Saanich Planninq Department
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Page 69 of 401 Fascia sign locations
Page 70 of 401 9EtlE!|! t¡cfisi MAY 12 7s1V t) tN ADD|T|ON To BU|LD|NG B (r755 SEAN HE|GHTS, SHOWN The Cor ''ì of the Distr¡ct BELOW. THE PROPOSED DEVELOPMENT PERMIT AMENDMENT of al Saanich FOR OF LARGER COII/IPAÎ.¡Y BRANOED SIGNAGE Pa ON THE'NSTALIáT'ON BUILDING FACADE IS PROPOSED TO APPLY TO FUTURE BUtLDtNcS C AND D (1753 & 1757 SEAN HETGHTS),
z, SIGN DIMENS]ONS MUST MEET REOUIREMENTS OF CENTRAL 1 SAANICH LAND USE BYLAW NO, 1309 PART 8 SIGN REGULATIONS
3) ILLUMINATED SIGN 8OXES MUST MEET REOUIREMENTS OF THE DISTRICT OF CENTRAL SAANICH AND THE OOMINION OBSERVATORY'S POLICY ON OUTDOOR LIGHT POLLUTION. I l.J II \ CAI.
PROPOSEO SIGN
iiè uNtT 111.1755 rl t\ {9 lôÌ T I' uNrT r09.1755 untt r 755 uNrT 10r-t755 DR ¡NDUSTRIES I TARA PRECISION I F&S UPPER CANADA T T t rssl I I L I I I L 6 rtr trl f, I I F I € tlr _l I rlau r.l a.'r I I TJ -l- ¡ I Page 71 of401 't A- I t itr I il @ @@@ o @ @ @ o@@ I t. I .'b rl i¿t ir) PROPOSED OPTIONAL SIGN LOCATION Jßt Cooþooation of t D,iuLz;ct of Ctntoof Sooruß
August 31,2017 File: 3090-20-6117
Dear Property Owner or Occupant:
Re Development Variance Permit Application - LOT A SECTION 15 RANGE 2E ssD PLAN EPP35525 (1757 SEA/V HrSJ
On behalf of the property owner, Level Ground Trading Co. has applied for a Development Variance for DVP for corporate signage at 1757 Sean Heights. The requested variance is as follows:
dimension of a sign displaying a horizontal message from 0.6 m to 3.0m.
(Please refer to the attached plans)
On August 21, 2017, the District of Central Saanich Council resolved to notify adjacent owners and occupants of its intention to consider issuance of a Development Variance Permit.
A copy of the staff report and draft permit may be inspected at the Central Saanich Municipal Hall, 1903 Mt. Newton Cross Road, Saanichton, BC from Tuesday, Sanfarnlrar 5 t¡| TtoM Ganfamhar 'lQ tî17 Monday through Friday, excluding weekends and statutory holidays, during regular working hours
It is expected that Council will consider the application and any submissions from adjacent residents/owners at its meeting at 7:00 pm. Mondav. September 18. 2017. The entire content of all submissions will be made public and form a part of the public record for this matter. lf you have any questions regarding this application, please contact the Planning
Depa rtmen t at 250-544-4209 .
lnterim Director of Planning & Building Services
cUs¿tl ryry J\louot JV¿wLon Cooto.tQooJ., Sooníoßton, ß.C. zfiq 9)ßoo,t("oo) óoz-4444 Jo*: (z5o) 652-ots5
Page 72 of 401 SITE CONTEXT PLAN 1779 Sean Hts
LEGEND
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Page 75 of 401 EGETVE
the Corporatron of the Drstnct of Central Saanich Planntnq Oepartment
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Page 76 of 401 7L" Co,¡,o,ot;", "f tlrn пobírt "/ Cnúro/ Soo,tL
DEVELOPMENT VARIANCE PERMIT
No. DVP 3090-20-6117 1757 SEAN HEIGHTS
TO SEAN HEIGHTS BUSINESS PARK LTD CiO CITTA CONSTRUCTION LTD PO BOX 370 STN MAIN SOOKE BC VgZ 1G1
(herein called "the Owner")
1 This Development Variance Permit is issued subject to compliance with the provisions of the Land Use Bylaw and all other applicable Bylaws of the Municipality, except as specifically varied by this Permit as follows:
dimension of a sign displaying a horizontal message from 0.6 m to 3.0m.
as shown on the plan attached to this Development Variance Permit.
2 This Development Variance Permit applies to the lands known and described as follows:
Parcel ldentifier: 029-226-139 LOT A SECTION 15 RANGE 2E SSD PLAN EPP35525
(herein called "the Lands")
3 The owner shall substantially commence sign installation within 12 months from the date of issuance of this Permit, in default of which the Permit shall be null and void and of no further force or effect.
4. This Development Variance Permit is subject to the following conditions:
a) That the owner obtain the necessary Building Permit;
b) That any alteration or expansion of the sign would require separate approval by application to the District; and,
c) That the approved variance remains valid until such time as the Level Ground sign is removed or destroyed; at which time the
Page 77 of 401 Development Variance Permit No.
permit shall be null and void and the regulations in the District's Land Use Bylaw shall apply.
5 The terms and conditions contained in this Permit shall enure to the benefit of and be binding upon the owner, their executors, heirs or administrators, successors and assigns as the case may be, or their successors, in title to the land.
6. This Permit is not a Building Permit.
Page 78 of 401 Development Variance Permit No.
AUTHORIZING RESOLUTION PASSED AND ISSUED BY MUNICIPAL COUNCIL ON
APPROVED AND AGREED TO BY THE OWNER:
Signed in the presence of
Witness Sean Heights Business Park Ltd
Address of Witness Print Name
Occupation Date
Witness
Address of Witness Print Narne
Occupation Date
THE CORPORATION OF THE DISTRICT OF GENTRAL SAANICH
Ryan Windsor, Mayor
Liz Cornwell, Corporate Officer
SIGNED THIS DAY OF , 201-.
Page 79 of 401 The Corporation of the District of
Central Saanich
REGULAR COUNCIL REPORT
For the Regular Council meeting on September 18, 2017
To: Patrick Robins File: Chief Administrative Officer
From: Bonnie McKenzie Priority: Strategic Manager of Community Operational Services
Date: September 11, 2017
Re: Historic Buildings Inventory - 958 Grilse Lane
RECOMMENDATIONS: That: "The request received from Ms. Caroline Loughran, for removal of the property located at 958 Grilse Lane from the heritage inventory, be referred to the Advisory Planning Commission for their review and comment, after which Council give consideration of the request and whether any further action is warranted. "
BACKGROUND: In 1987, the Saanich Pioneer Society (the Society), with financial assistance from the province and municipal support, undertook the preparation of the resource entitled the Historic Buildings Inventory of Central Saanich. Since that time, the Society has made the Inventory available to the District as a reference for the community, advisory bodies appointed by Council, Council and staff. The Inventory has no official status, in that, provisions in the Local Government Act/Community Charter pertaining to heritage registry and heritage designation of properties do not apply. The building files of all properties listed on the Inventory have a notation that indicates that they are listed. Upon receipt of a demolition or building permit application for one of the properties in the Inventory, staff are alerted, so consideration may be given to: informing Council and the general public; referring the matter to the Advisory Planning Commission (APC) for its review and comment; assessing the heritage significance of the structure; and/or introducing a heritage designation bylaw (or other protective instrument).
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 80 of 401 To: Patrick Robins, Chief Administrative Officer September 11, 2017 For: September 18, 2017 Regular Council Re: Historic Buildings Inventory - 958 Grilse Lane
The District's practice has been that heritage designation of a property will be considered at the request of the property-owner. Designation has never been imposed on an unwilling owner in Central Saanich.
DISCUSSION: On September 11, 2017, the District received correspondence (Appendix A) from Ms. Caroline Loughran, owner of 958 Grilse Lane, Brentwood Bay. Her property contains a small cottage (circa 1920) that is listed on the Inventory (Appendix B). Although Ms. Loughran has not applied for a demolition permit or building permit, she has indicated her intent to list the property for sale in the near future, therefore prior to listing, Ms. Loughran has requested that the cottage be removed from the Inventory.
Options for Council are: 1) Refer the request to the Advisory Planning Commission (APC) whose role includes reviewing and providing comments to Council on heritage-related matters. Upon receiving the benefit of the APC's review of this request, Council may then make a decision as to whether a heritage assessment should be undertaken and/or heritage designation (or other protective instrument) be considered.
2) Council authorize the removal of the notation associated with the property file for 958 Grilse Lane, which identifies the cottage as being listed on the Historic Buildings Inventory of Central Saanich, and potentially having heritage value. Although the Owner requested the property be removed from the "heritage list", as the Inventory was produced by the Saanich Pioneer's Society, the District is not authorized to modify this document. However, removing the reference to the Inventory from the District's records for 958 Grilse Lane, will have the desired affect. or 3) Do nothing. Council may determine that no action is required at this time, as no demolition or building permit application has been submitted for this property, nor has a heritage designation application request been received from the Owner.
It is staff's recommendation that Council refer the request, for removal of the property located at 958 Grilse Lane from the heritage inventory, to the APC for their review and comment, after which Council give consideration of the matter.
CONCLUSION: As the District has established an Advisory Planning Commission whose responsibilities include review and comment on heritage-related applications, it is recommended that this request for removal of all references to the Historic Buildings Inventory from property records for 958 Grilse Lane be referred to the APC prior to further Council consideration.
ATTACHMENTS: Appendix A - Correspondence received from
Page 81 of 401 To: Patrick Robins, Chief Administrative Officer September 11, 2017 For: September 18, 2017 Regular Council Re: Historic Buildings Inventory - 958 Grilse Lane
Caroline Loughran, dated Sept 11, 2017. I concur with the recommendation Appendix B - Excerpt from the Historic contained in this report Buildings Inventory of Central Saanich, page Liz Cornwell 84. Deputy Chief Administrative Officer
Administrator’s Recommendation: I concur with the recommendation contained in this report. Patrick Robins Chief Administrative Officer
Page 82 of 401 Page 83 of 401 sfo
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Page 84 of 401 The Corporation of the District of
Central Saanich
REGULAR COUNCIL REPORT
For the Regular Council meeting on September 18, 2017
To: Patrick Robins File: Chief Administrative Officer
From: Bonnie McKenzie Priority: Strategic Manager of Community Operational Services
Date: September 01, 2017
Re: Facility Lease - Central Saanich Lions Hall - 6994 East Saanich Road
RECOMMENDATIONS: That the District of Central Saanich enter into a five-year lease with the Central Saanich Lions Club for the property at 6994 East Saanich Road, effective September 1, 2017.
BACKGROUND: In recent weeks, the District received correspondence from the Central Saanich Lions Club (the "Club") expressing interest in re-newing the lease agreement with the District for use of the (district-owned) Central Saanich Lions ("Temperance") Hall, located at 6994 East Saanich Road, for a five-year term. A copy of this correspondence is attached as Appendix A. The existing lease expired on August 31, 2017.
The District has leased the Hall to the Lions Club since 1976. This agreement permits exclusive use of the facility by the Club for a nominal rental rate of $1.00 for the full Term. In exchange, the Club is responsible for all costs associated with operation and maintenance of the facility.
The estimated market value of leasing a space comparable to the Lions Hall is estimated to be $24,400 per year or $122,000 for the 5-year term. In addition, the Club has received tax exemptions on an annual basis, currently valued at +/-$6,200.
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 85 of 401 To: Patrick Robins, Chief Administrative Officer September 01, 2017 For: September 18, 2017 Regular Council Re: Facility Lease - Central Saanich Lions Hall - 6994 East Saanich Road
DISCUSSION: Mr. Bob White, representing the Lions Club, has confirmed that the Club is not seeking any changes to the existing lease. The Club has repaired and maintained the facility diligently over the past 41 years, ensuring its continued service for years to come.
Statutory notice of the District's intent to provide assistance to the Lions Club, in the form of this lease, was published in the Peninsula News Review on August 23 and 30, 2017. A copy of the lease is attached as Appendix B.
CONCLUSION: Given the District's favourable experience, having leased the Lions Hall to the Central Saanich Lions Club for the past 41 years, it is recommended that the Lions Hall Lease Agreement be renewed for a five-year term.
ATTACHMENTS: Appendix A - Correspondence received from I concur with the recommendation the Central Saanich Lions Club, dated June contained in this report 19, 2017. Liz Cornwell Appendix B - Draft copy of lease agreement Deputy Chief Administrative Officer with the Central Saanich Lions Club.
Endorsed by: Paul Murray Director of Financial Services
Administrator’s Recommendation: I concur with the recommendation contained in this report. Patrick Robins Chief Administrative Officer
Page 86 of 401 tretrOVtr
June 19,2017 JUN I I ?0t7 lhc Corporation The Corporation of the District of Central Saanich the Districr of Central saaních^ot 1903 Mount Newton Cross Road,
Saanichton, B.C,
V8M 2A9
DELIVERED BY HAND
Attention M unicipal Clerk
Dear sír;
Renewal of Lease Agreement
Central Saanich Lions Hall - 6994 East Saanich Road Your File no.224O-2Oh3
The premíses lease for our Lions Hall through the central saanich community Services society comes up for term maturity August gt,2077.ln accordance with the lease agreement renewal option on page 2 paragraph 3, we wish to renew the lease for a further 5 years term.
lf you have any questions or comments in this regard please contact the undersigned at telephone 250 652-297 9 or by E-Ma i I at bobwhiteTl0@ gma il.com
Kindly advise when the renewal documents will be available for signing by all parties. Yours truly,
R.c. (Bob)White
Past President
c.c. John Verhagen, president elect
Larry Rhodes, Secretary
\
<-, rf\--
Page 87 of 401
LEASE
THIS AGREEMENT dated for reference September 1, 2017 is
BETWEEN:
DISTRICT OF CENTRAL SANNICH, a municipal corporation incorporated under the Community Charter (British Columbia) and having an address of 1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9. ("Landlord") AND: CENTRAL SAANICH COMMUNITY SERVICE SOCIETY, a society incorporated under the Society Act (British Columbia) under number S0013394 and having an office at 211 - 400 Dupplin Road, Victoria, B.C. V8Z 1B7 ("Tenant"). GIVEN THAT: A. The Landlord is the registered owner in fee simple of the land and improvements located at 6994 East Saanich Road, and legally described as:
PID: 005-585-805 Lot A Section 2 Range 4 East South Saanich District Plan 7838
("Premises");
B. The Landlord through the Central Saanich Heritage Designation Bylaw No. 1191, 1996 has designated the Premises as a municipal heritage site; C. The Tenant is a not for profit society and wishes to lease the Premises, and the Landlord wishes to grant a lease of the Premises to the Tenant, on the terms and conditions set out in this agreement; D. In accordance with section 26 of the Community Charter, S.B.C. 2003, c. 26, the Landlord has published notice in a newspaper of its intention to lease the Premises to the Tenant; E. The Landlord is authorized by section 25 of the Community Charter, to lease the Premises at less than market value and, in accordance with section 24 of the Community Charter, the Landlord has published notice in a newspaper of its intention to provide assistance to the Tenant by leasing the Premises at less than market value.
Page 88 of 401 -2-
THIS AGREEMENT is evidence that in consideration of the mutual promises contained in this Agreement and the payment of $1.00 by the Tenant to the Landlord (the receipt and sufficiency of which the Landlord acknowledges), the parties covenant and agree as follows: 1. Lease of Premises - The Landlord leases the Premises, including the ground surrounding the Hall, to the Tenant ("Lease") for the Term, on the terms and conditions of this Lease and for the purposes set out in this Lease. 2. Term - The term of this Lease is for a period of five (5) years, beginning on September 1, 2017, and expiring on August 31, 2022, subject to renewal or earlier termination pursuant to the terms of this Lease ("Term"). 3. Renewal - If the Tenant wishes to renew this Lease, the Tenant may, by providing notice to the Landlord at least 30 days before the expiry of the Term, request a renewal of this Lease. If, upon receiving such request, the Landlord wishes, in its sole discretion, to accept the requested renewal of this Lease, it will provide notice of acceptance of renewal to the Tenant and upon giving such notice this Lease will be renewed, on the same terms and conditions (including this right of renewal), for a further Term of five (5) years. 4. Rent - The Tenant must pay the Landlord the rent of $1.00 for the Term ("Rent"), to be paid on the first day of the Term.· 5. Purpose - The Tenant must only use and occupy the Premises for the purpose of operating a community hall for the benefit of the residents of the District of Central Saanich, and not make any other use of the Premises without the prior written consent of the Landlord. 6. Tenant's Covenants - The Tenant covenants and agrees with the Landlord: (a) to provide all equipment, furnishings and supplies that may be required to use the Premises for the purposes of this Lease; (b) not to carry on or do or allow to be carried on in the Premises anything that: (i) may be or become a nuisance or annoyance to the Landlord or to the owners, occupiers or users of adjoining lands or to the public, including the accumulation of rubbish or unused personal property of any kind; (ii) increases the hazard of fire or liability of any kind; (iii) increases the premium rate of insurance against loss by fire or liability upon the Premises; (iv) invalidates any policy of insurance for the Premises; or (v) directly or indirectly causes damage to the Premises; (c) not to commit, suffer or permit any willful or voluntary waste, spoil or destruction of the Premises; (d) not to do, suffer or permit any act or neglect that may in any manner directly or indirectly cause injury to the Premises or to any fixtures or appurtenances thereon; (e) to pay all costs and expenses of any kind whatsoever associated with and payable in respect of the Premises, including without limitation, all taxes, levies, charges and assessments, permit and license fees, repair and maintenance costs,
Page 89 of 401 -3-
administration and service fees, telephone, electrical, gas, annual testing of fire/smoke alarm system, water, sewage disposal and other utility charges and payments for work and materials; (f) to pay to the Landlord all goods and services taxes which may be payable in respect of this Lease; (g) to repair and maintain the Premises and all fixtures and appurtenances thereon in a safe, clean and sanitary condition and to take all reasonable precautions to ensure the safety of all persons using the Premises; (h) to keep the areas immediately adjacent to the Premises free of any rubbish and debris originating from the Premises; (i) to carry on and conduct its activities in, on and from the Premises in compliance with any and all laws, statutes, enactments, bylaws, regulations and orders from time to time in force and to obtain all required approvals and permits thereunder and not to do or omit to do anything in, on or from the Premises in contravention thereof; (j) not to erect any sign on the exterior of, or visible from outside, the Premises without the prior written consent of the Landlord; (k) to promptly discharge any builders' lien which may be filed against the title to the Premises relating to any improvements, work or construction that the Tenant undertakes on the Premises and to comply at all times with the Builders Lien Act (British Columbia) in respect of any improvements, work or construction undertaken on the Premises; (l) to permit the Landlord use of the Premises for municipal purposes upon request and at times which are not previously scheduled by the tenant or invitees, and at no cost to the District. The Landlord will provide notice to the Tenant of such occasions as early as practicable; and (m) to permit the Landlord use of the Premises if the Landlord considers there to be a present or imminent event, calamity or circumstance that: (i) is caused by accident, fire, explosion, technical failure or by the forces of nature, and; (ii) requires prompt coordination of action or special regulation of persons or property to protect the health, safety or welfare of a person or to limit damage to property; (an "Emergency"). The Landlord will provide notice to the Tenant of an Emergency as early as practicable. 7. Net Lease - Without limiting any other provisions in this Lease, the Tenant agrees that this Lease is absolutely net to the Landlord and the Tenant must promptly pay when due on its own account and without any variation, set-off, or deduction all amounts, charges, costs, duties, expenses, fees, levies, rates, sums and taxes and increases in any way relating to the Premises and that to the extent any such amounts remain unpaid after they come due, such amounts shall be deemed as Rent and may be collected by the Landlord as Rent.
Page 90 of 401 -4-
8. Lease Not In Registrable Form - The Tenant acknowledges and agrees that the Landlord is under no obligation to at any time deliver this Lease or any instrument creating this Lease to the Tenant in a form registrable under the Land Title Act (British Columbia). 9. Tenant's Representations and Warranties - The Tenant represents and warrants that the Tenant: (a) is a not for profit society validly incorporated and in good standing under the laws of British Columbia and does not conduct its activities with a view to obtaining, and does not distribute, profit or financial gain for its members; (b) has the power and capacity to enter into and carry out the obligations under this Lease; and (c) has completed all necessary resolutions and other preconditions to the validity of this Lease. 10. Acknowledgment and Agreements of the Tenant - The Tenant acknowledges and agrees that: (a) the Premises are a designated municipal heritage site; (b) the Landlord has given no representations or warranties with respect to the Premises including, without limitation, with respect to the suitability of the Premises for the Tenant's intended use for the Premises; (c) the Tenant leases the Premises on an as is basis and the Landlord has not made any representations, warranties or agreements as to the environmental condition of the Premises; and (d) it is the sole responsibility of the Tenant to satisfy itself with respect to the environmental conditions of the Premises including, without limitation, by conducting any reports, tests, investigations, studies, audits and other inquiries as the Tenant, in its sole discretion, considers necessary in order to satisfy itself as to the environmental condition of the Premises. (e) an Integrated Pest Management Policy is an important component in environmental stewardship of all public lands and facilities within the District of Central Saanich through the application of best management practices and acknowledges that the Landlord has adopted the Integrated Pest Management Policy and the Central Saanich Pesticide Use Control Bylaw, No. 1688, 2010; (f) before implementing pest control strategies, the Tenant will give consideration to conducting them through an Integrated Pest Management approach by giving preference to available ecologically responsible methods of non-pesticide alternatives when considering the use of pesticides on the Premises, and without limiting the generality of the foregoing, give consideration to conducting pest control strategies in a manner consistent with the Landlord's Integrated Pest Management Policy and the Central Saanich Pesticide Use Control Bylaw No. 1688, 2010; and (g) the Tenant must adhere to any applicable Provincial (Integrated Pest Management Act (British Columbia)) and Federal laws and regulations respecting pest control.
Page 91 of 401 -5-
11. Routine Repair and Maintenance - The Tenant must keep the Premises, and all fixtures and appurtenances thereon, in good repair consistent with standards of repair generally accepted in British Columbia with respect to comparable premises and subject to Section 12, and the Tenant is responsible for and must do all routine maintenance and repairs, and annual/periodic equipment or system testing/servicing with respect to the Premises necessary for the Tenant's use, occupation and operation of the Premises and upon written notice from the Landlord the Tenant must make such repairs as are required by the Landlord in the notice. At the end of the Term, the Tenant must surrender the Premises to the Landlord in good repair, excepting reasonable wear and tear. 12. Tenant Alterations - The Tenant must not make any improvements, extensions, installations, alternations, additions or renovations to the Premises, or alter the existing state of the Premises in any way, unless they are made in accordance with the Central Saanich Heritage Designation Bylaw No. 1191, 1996, and including receipt of written authorization from the Landlord permitting the proposed building alterations. 13. Minimum Work Standards - The Tenant must ensure that any repairs or work with respect to the Premises done by or on behalf of the Tenant pursuant to sections 11 or 12: (a) do not affect any structural or foundation elements of the Premises; (b) meet or exceed the standards of materials and construction employed in the original construction of the Premises; and (c) comply with all applicable laws, statutes, enactments, regulations, bylaws and orders from time to time in force, including the applicable building code and bylaws of the District of Central Saanich. 14. Insurance Requirements - The Tenant must, at its sole expense, obtain and maintain during the Term: (a) comprehensive general liability insurance providing coverage for death, bodily injury, property loss and damage, and all other losses, arising out of or in connection with the operations, use and occupation of the Premises in an amount of not less than $5,000,000.00 per occurrence (or such greater reasonable amount as the Landlord may require from time to time), which insurance shall include the Landlord, Tenant members and Tenant volunteers as additional insured, shall protect the Landlord in respect of claims by the Tenant as if the Landlord were separately insured, and shall contain an extension for non-owned automobile liability insurance (SPF 6); (b) "all risks" insurance, for replacement cost, on all improvements from time to time making up part of the Premises and all of the Tenant's fixtures and personal property in the Premises; (c) in its own name or through its contractor, during the course of construction of any improvement on or in the Premises: (i) insurance protecting both the Tenant and the Landlord against claims for personal injury, death or property damage arising from any accident or occurrence upon, in or about the Premises and from any causes, including the risks associated with the construction of the improvement, and to the
Page 92 of 401 -6-
amount reasonably satisfactory to the Landlord; (ii) "all risks" insurance protecting the Tenant and the Landlord, from loss or damage to the Premises and any building materials in the Premises from time to time during construction in respect of fire, earthquake and all other perils customarily included in the usual all risks builders' risk form of policy applicable to similar properties during construction and effected in B.C. by prudent owners, to the full insurable value thereof at all times and in any event in an amount sufficient to prevent the Landlord and the Tenant from being deemed co-insurer; and (d) any other form or forms of insurance that the Landlord may reasonably require from time to time in amounts and for perils against which a prudent tenant acting reasonably would protect itself in similar circumstances. 15. Insurance Policies - All policies of insurance required to be taken out by the Tenant must be with companies satisfactory to the Landlord and must: (a) name the Landlord as an additional insured; (b) include that the Landlord is protected notwithstanding any act, neglect or misrepresentation by the Tenant which might otherwise result in the avoidance of a claim and that such policies are not affected or invalidated by any act, omission or negligence of any third party which is not within the knowledge or control of the insureds; (c) be issued by an insurance company entitled to carry on the business of insurance under the laws of British Columbia; (d) be primary and non-contributing with respect to any policies carried by the Landlord and that any coverage carried by the Landlord is in excess coverage; (e) not be cancelled or altered without the insurer providing the Landlord with 30 clear days written notice stating when such cancellation is to be effective; (f) be maintained for a period of 12 months per occurrence; (g) not include a deductible greater than $5,000.00 per occurrence; (h) include a cross liability clause; and (i) be on other terms acceptable to the Landlord, acting reasonably. 16. Insurance Certificates -The Tenant must obtain all required insurance at its sole expense and must, at least 14 days before the commencement of the Term and promptly upon the Landlord's request at such other times during the Term, provide the Landlord with certificates of insurance confirming the placement and maintenance of the insurance. The Tenant will provide a certificate of the insurance required under section 15(c) to the Landlord before commencing construction of any improvements on or to the Premises. 17. Landlord May Insure - If the Tenant fails to insure as required, the Landlord may, after 30 days notice to the Tenant, effect the insurance in the name and at the expense of the Tenant and the Tenant must repay the Landlord all costs reasonably incurred by the Landlord within 21 days of receipt of an invoice. For clarity, the Landlord has no obligation to insure the Premises during the Term.
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18. Quiet Possession - The Landlord covenants and agrees with the Tenant to permit the Tenant, so long as the Tenant is not in default of the Tenant's obligations under this Lease, to peaceably possess and enjoy the Premises for the Term, without interference or disturbance from the Landlord or those claiming by, from or under the Landlord except for the Landlord's express rights under this Lease to enter the Premises. 19. Indemnity- The Tenant must indemnify and save harmless the Landlord and its elected and appointed officials, officers, employees, agents, successors and assigns, from any and all liabilities, actions, damages, claims, losses, costs and expenses whatsoever (including without limitation, the full amount of all legal fees, costs, charges and expenses whatsoever) in any way directly or indirectly arising from the occupation, activities or actions of the Tenant in, on or from the Premises or anything done or not done or maintained by the Tenant. 20. Survival of Indemnities - The obligations of the Tenant under section 20 survive the expiry or earlier termination of this Lease. 21. Permission to Enter - The Landlord or its authorized representative may enter the Premises at all reasonable times for the purposes of inspection of the Premises and the Tenant's compliance with this Lease. The Tenant shall provide the Landlord with keys to the facility. 22. Ownership of Improvements at Termination - At the expiration of the Term or earlier termination of this Lease, any improvements, extensions, installations, alterations, renovations or additions to the Premises, whether done by or on behalf of the Tenant or not, are forfeited to and become the permanent property of the Landlord. 23. State of Premises at Termination - If the Tenant fails to leave the Premises in a condition required by this Lease, the Landlord may do so on behalf of the Tenant and the Tenant must, on demand, compensate the Landlord for all costs incurred by the Landlord. 24. No Assignment or Sublease - The Tenant must not assign the Tenant's interest in this Lease or sublet the Premises or any part of the Premises without the prior written consent of the Landlord, nor may the Tenant charge, mortgage or encumber or purport to charge, mortgage or encumber the Tenant's interest in the Premises or this Lease without the prior written consent of the Landlord. The Landlord may withhold such consents for any reason whatsoever. If the Landlord consents to a sublease of the Premises or any part of the Premises, the Landlord may grant such approval on condition that the Tenant and the proposed sublessee execute a sublease agreement in a form satisfactory to the Landlord.· 25. Short-Term Rentals of the Premises - The parties agree that the Tenant may rent the Premises to members of the public on a short-term basis for such uses as do not conflict with the purposes of this Lease, provided that at all times the Tenant is fully responsible to the Landlord under this Lease, and the Tenant is solely responsible for booking all rentals of the Premises, and for ensuring security of the Premises. 26. Termination Due to Default- If and whenever (a) the Term or any of the goods or chattels in the Premises are at any time seized or
Page 94 of 401 -8-
taken in execution or attachment by any creditor of the Tenant or under bill of sale or chattel mortgage; (b) a writ of execution issues against the goods and chattels of the Tenant; (c) the Tenant makes any assignment for the benefit of creditors or becomes insolvent or bankrupt; (d) proceedings are begun to wind up the Tenant; (e) the Tenant ceases to be a society in good standing under the Society Act; (f) the Tenant is in default in the payment of any amount payable under this Lease and the default continues for 30 days after written notice by the Landlord to the Tenant; (g) the Premises, or any part of them, are destroyed or damaged by any cause so that in the opinion of the Landlord the Premises are no longer reasonably fit for use by the Tenant for the purposes set out in this Lease for any period of time in excess of 60 days; (h) the Tenant does not fully observe, perform and keep each and every term, covenant, agreement, stipulation, obligation, condition and provision of this Lease to be observed, performed and kept by the Tenant, and persists in such default for 30 days after written notice by the Landlord; or (i) the Tenant vacates or abandons the Premises or uses or permits or suffers the use of the Premises for any purpose other than the purposes permitted by this Lease, and such default persists for 5 days after written notice by the Landlord, then the Landlord may, at its option, terminate this Lease and the Term then becomes immediately forfeited and void and the Tenant must immediately cease all use and occupation of the Premises and must vacate and deliver up possession of the Premises and the Landlord may without notice or any form of legal process and without any adherence to public law duties or procedural fairness or the principles of natural justice, forthwith re-enter the Premises and repossess and enjoy the same. 27. Holding Over- If the Tenant continues to occupy the Premises with the written consent of the Landlord after the expiration of the Term or earlier termination of this Lease, then, without any further written agreement, the Tenant shall be a monthly lessee paying monthly rent in an amount determined by the Landlord and subject always to the other provisions in this Lease insofar as the same are applicable to a month to month tenancy and a tenancy from year to year shall not be created by implication of law, and nothing shall preclude the Landlord from taking action for recovery of possession of the Premises. 28. Distress - If and whenever the Tenant is in default of the payment of any money, including Rent, whether expressly reserved by this Lease or deemed as Rent, the Landlord may without notice or any form of legal process whatsoever, enter the Premises and seize, remove and sell the Tenant's goods, chattels and equipment and seize, remove, and sell any goods, chattels and equipment at any place to which the Tenant or any other person may have removed them in the same manner as if they had remained and been distrained in the Premises, notwithstanding any rule of law or equity to the contrary, and the Tenant
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hereby waives and renounces the benefit of any present or future statute or law limiting or eliminating the Landlord's right of distress. 29. Remedies Cumulative - No reference to or exercise of any specific right or remedy by the Landlord prejudices or precludes the Landlord from any other remedy, whether allowed at law or in equity or expressly provided for in this Lease. No such remedy is exclusive or dependent upon any other such remedy, but the Landlord may from time to time exercise any one or more of such remedies independently or in combination. 30. No Joint Venture - Nothing contained in this Lease creates the relationship of principal and agent or of partnership, joint venture or business enterprise or entity between the parties or gives the Tenant any power or authority to bind the Landlord in any way. 31. Interpretation - In this Lease: (a) reference to the singular includes a reference to the plural and vice versa, unless the context requires otherwise; (b) a particular numbered section or lettered Schedule is a reference to the correspondingly numbered section or lettered Schedule of this Lease; (c) an "enactment" is a reference to an enactment as that term is defined in the (d) Interpretation Act (British Columbia) of the day this Lease is made; (e) any enactment is a reference to that enactment as amended, revised, consolidated or replaced; (f) section headings are inserted for ease of reference and are not to be used in interpreting this Lease; (g) a party is a reference to a party to this Lease; (h) time is of the essence; (i) where the word "including" is followed by a list, the contents of the list shall not circumscribe the generality of the expression immediately preceding the word "including"; and (j) a reference to a party is deemed to include the heirs, executors, administrators, successors, assigns, servants, employees, agents, contractors, elected and appointed officials, officers, directors, licensees and invitees of such party where the context so requires and allows. 32. Notices - Where any notice, request, direction or other communication (any of which is a notice) must be given or made by a party under the Lease, it must be in writing and is effective if delivered in person, sent by registered mail addressed to the party for whom it is intended at the address set forth above in the Lease or sent by fax, to the Landlord at fax number (250) 652-0135 or to the Tenant at 211 - 400 Dupplin Road, as the case may be, provided that any notice to the Landlord must be to the attention of the Municipal Clerk. Any notice is deemed to have been given if delivered in person, when delivered; if by registered mail, when the postal receipt is acknowledged by the other party; and, if by fax, when transmitted. The address or fax number of a party may be changed by notice in the manner set out in this provision.
Page 96 of 401 -10-
33. Mediation - If a dispute arises between the parties relating to this Lease, or arising out of this Lease, the parties agree to use the following procedure as a condition precedent to any party pursuing other available remedies: (a) either party may notify the other by notice of the existence of a dispute and a desire to resolve the dispute by mediation; (b) a meeting will be held promptly between the parties, attended by individuals with decision-making authority regarding the dispute, to attempt in good faith to negotiate a resolution of the dispute; (c) if, within 14 days after such meeting or such further period as is agreeable to the parties, the parties have not succeeded in negotiating a resolution of the dispute, they agree to submit the dispute to mediation and to bear equally the costs of mediation; (d) the parties will jointly appoint a mutually acceptable mediator, seeking assistance from the British Columbia International Commercial Arbitration Centre, if they have been unable to agree upon such appointment within 20 days following the conclusion of the negotiation period; (e) the parties agree to participate in good faith in the mediation and negotiations related thereto for a period of 30 days following appointment of the mediator, or for such longer period as the parties may agree. If the parties are not successful in resolving the dispute through mediation, or if the mediation has not commenced within 90 days following the delivery of the Notice, then the parties are at liberty to seek legal remedies; and (f) the costs of mediation will be shared equally between the parties. Costs will not include costs incurred by a party for representation by counsel. 34. No Effect on Laws or Powers - Nothing contained or implied herein prejudices or affects the Landlord's rights and powers in the exercise of its functions pursuant to the Community Charter or its rights and powers under any enactment to the extent the same are applicable to the Premises all of which may be fully and effectively exercised in relation to the Premises as if this Lease had not been fully executed and delivered. 35. Landlord Discretion - Wherever in this Lease the approval or consent of the Landlord is required, some act or thing is to be done to the Landlord's satisfaction, the Landlord is entitled to form an opinion, or the Landlord is given the sole discretion: (a) the relevant provision is not deemed to have been fulfilled or waived unless the approval, consent, opinion or expression of satisfaction is in writing signed by the Landlord or its authorized representative; (b) the approval, consent, opinion or satisfaction is in the discretion of the Landlord, acting reasonably; and (c) the sole discretion of the Landlord is deemed to be the sole, absolute and unfettered discretion of the Landlord. 36. Severance - If any portion of this Lease is held invalid by a court of competent jurisdiction, the invalid portion shall be severed and the decision that it is invalid will not affect the validity of the remainder of the Lease.
Page 97 of 401 -11-
37. No Public Law Duty- Whenever in this Lease the Landlord is required or entitled at its discretion to consider granting any consent or approval, or is entitled to exercise any option to determine any matter, or to take any action or remedy including, without limiting the generality of the foregoing, the termination of this Lease and the re-entering of the Premises, the Landlord may do so in accordance with the contractual provisions of this Lease and no public law duty of procedural fairness or principle of natural justice shall have any application. 38. Binding on Successors - This Lease enures to the benefit of and is binding upon the parties and their respective successors and assigns, notwithstanding any rule of law or equity to the contrary. 39. Law of British Columbia - This Lease must be construed according to the laws of the Province of British Columbia. 40. Whole Agreement - The provisions in this Lease constitute the whole of the agreement between the parties and supersede all previous communications, representations, warranties, covenants and agreements, whether verbal or written, between the parties with respect to the subject matter of the Lease. 41. Waiver or Non-Action - Waiver by the Landlord of any breach of any term, covenant or condition of this Lease by the Tenant must not be deemed to be a waiver of any subsequent default by the Tenant. Failure by the Landlord to take any action in respect of any breach of any term, covenant or condition of this Lease by the Tenant must not be deemed to be a waiver of such term, covenant or condition.
Page 98 of 401 -12-
As evidence of their intention to be bound by all of the terms and conditions of this Agreement, each party has duly executed this Agreement on the dates below.
The DISTRICT OF CENTRAL SAANICH by its authorized signatories: ) ) ) ) ) Mayor: Ryan Windsor ) C/S ) ) ) Corporate Officer: Liz Cornwell ) )
Date executed:
The CENTRAL SAANICH COMMUNITY SERVICE SOCIETY by its authorized signatories: ) ) ) ) ) Name: John Verhagen, President ) ) ) C/S ) ) Name: Robert White, Past President ) ) ) Date executed:
Page 99 of 401 The Corporation of the District of Central Saanich
REGULAR COUNCIL REPORT
For the Regular Council meeting on September 18, 2017
To: Patrick Robins File: 1970-03 Chief Administrative Officer
From: Chris Paine Priority: Strategic Manager of Finance Operational
Date: September 11, 2017
Re: 2018 Permissive Tax Exemptions
RECOMMENDATIONS: That Council consider the two applications for permissive tax exemptions.
BACKGROUND: Under Section 224 of the Community Charter, Council may provide tax exemptions for land, improvements or both through a bylaw for a period not exceeding 10 years. Permissive tax exemptions bylaws must be adopted by October 31, 2017 to be effective for the 2018 tax year. A bylaw requires a minimum of two Council meetings to be adopted.
Tax Exemption Cycle In October of 2016, Council adopted bylaws 1898 and 1900, which provided three-year exemptions for non-profit organizations and places of public worship. Accordingly, Council does not need to enact a bylaw to provide exemptions to these organizations for the remaining years (2018-2019). These organizations have completed a streamlined renewal application certifying that property use remains substantially the same as when the multi-year exemptions were approved.
The bylaws exempt 23 properties (19 organizations) from municipal as well as provincial, regional, transit and other property taxes. The estimated value of all property taxes exempted in 2018 is $426,000, $243,000 of which is municipal. Please see attached.
1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135
Page 100 of 401 To: Patrick Robins, Chief Administrative Officer September 11, 2017 For: September 18, 2017 Regular Council Re: 2018 Permissive Tax Exemptions
The next exemption cycle will be 2020 - 2022 and multi-year exemptions will be reconsidered in fall of 2019.
DISCUSSION: New Applications The District has also received permissive tax exemption applications from two new organizations.
Applicant Existing taxes Tax Impact Greater Victoria Housing Society $ 3,800 0.03% North and South Agricultural Society 30,000 0.20%
Total $ 33,800 0.23%
Greater Victoria Housing Society, 7247 West Saanich Rd - The Society has applied for an exemption on a portion of 7247 West Saanich Rd. The property is currently privately owned and is being subdivided. Once the new lot is purchased, the Society plans to build a 40 unit affordable housing apartment building on the site. Planned construction will begin in 2018 and finish in 2019.
Should Council wish to provide an exemption to the Society, the exemptions would be structured to be effective for the 2018 and 2019 tax years so that the renewal would align with our current three-year applicants. A bylaw can be prepared that is conditional on the property being owned by the Society. Should the property not be subdivided nor owned by the Society by December 31, 2017 - the exemption would not be effective for the 2018 tax year.
A permissive tax exemption would also exempt the Society from regional, provincial and other property taxes. As a result, the total estimated value of the exemption is $28,000 for 2018 and $42,000 in 2019. Municipal estimated taxes foregone is $15,000 for 2018 and $23,000 for 2019. The escalating value of the exemption represents the expected construction progress of the 40 unit building.
Although the total value of the municipal property tax exemption is estimated to be $15,000, only $3,800 would be lost from existing tax revenue. The remaining foregone taxes would be from the constructed building.
North and South Saanich Agricultural Society - 1528 Stelly's Cross Rd (Saanich Fair Grounds) - The North and South Saanich Agricultural Society had been recipients of a partial permissive tax exemption up to and including 2016. The exemption was phased out gradually from 2008 until 2016. In 2017, the Society did not receive an exemption. Prior to the phase-out, the exemption was capped at $425,000 of class 8 property, which was roughly valued at $9,000 in municipal taxes.
The Society's property is currently assessed at over $4M and the applicants have requested a full exemption estimated to be $52,000. The estimated value of the foregone municipal taxes would be $30,000.
Page 101 of 401 To: Patrick Robins, Chief Administrative Officer September 11, 2017 For: September 18, 2017 Regular Council Re: 2018 Permissive Tax Exemptions
The Society has provided a number of examples of similar properties with full tax exemptions and included financial statements. Applications are assessed on their merit by Council as they are received. Council has a number of options related to this application. For example:
1. Status Quo, no exemption - there would be no impact to tax revenues 2. Restore historical exemption capped at $425,000 of assessed value- this would reduce existing municipal tax revenues by $4,000 and provide total tax relief to the applicant in the amount of $5,500 3. Provide a full tax exemption - this would reduce existing municipal tax revenues by $30,000 (0.2%) and provide total tax relief to the applicant in the amount of $52,000
CONCLUSION: This was the first year that the District used the multi-year exemption approach approved in 2016. The new approach greatly streamlined the process and predictability for applicants. Council retains oversight over the permissive program and future exemption terms will likely be harmonized with Council terms.
Council has historically approved exemptions on a case by case basis as applications are received. Should Council wish to approve either of the above applications, the next step will be the preparation of an exemption bylaw for Council consideration in October.
Approving both applications as requested would reduce municipal property tax revenues by approximately $7 or the equivalent of 0.35% to the average homeowner. This would be reflected in the 2018 budget and be offset by either cost reductions, other revenues or a property tax increase.
Respectfully submitted,
Christopher Paine, CPA, CGA Manager of Finance
ATTACHMENTS: 1. Schedule of exemptions approved in Endorsed by: bylaws 1898 and 1900 Paul Murray 2. Permissive tax exemption application, Director of Financial Services Greater Victoria Housing Society 3. Permissive tax exemption application, North and South Agricultural Society Administrator’s Recommendation: I concur with the recommendation contained in this report. Patrick Robins Chief Administrative Officer
Page 102 of 401 Charitable, Philanthropic and Non Profit
2017 2018 2019 Saanich Historical Artifacts Society 23,441 24,613 25,844 35-0802.050 7321 Lochside Drive Central Saanich Lions Club Hall 6,678 7,011 7,362 34-0834.000 6994 Central Saanich Road Central Saanich Senior Citizens Assoc. 45,193 47,453 49,826 31-1289.090 1225 Clarke Road Central Saanich Lawn Bowling Club 8,230 8,641 9,073 23-0353.000 1800 Hovey Road Brentwood Community Club 11,657 12,240 12,852 31-1289.011 7082 Wallace Drive
Beacon Community Assoc. (Brentwood House) 15,860 16,653 17,486 31-1247.000 1167 Stelly’s Cross Road Beacon Community Assoc. (Sluggett House) 14,929 15,675 16,459 31-1321.000 1336 Marchant Road South Vancouver Island Zone Housing Soc. 131,342 137,909 144,804 23-0365.040 7601 East Saanich Road The Farmlands Trust Society 846 884 928 360522.000 8073 Old V & S Road Boys and Girls Club 5,635 5,916 6,212 31-1287.031 1233 Clarke Road Victoria Association For Community Living 3,536 3,713 3,898 23-0271.040 1867 Jeffree Road Victoria Association For Community Living 3,492 3,667 3,850 31-1368.020 1166 Marin Park Drive Victoria Association For Community Living 4,409 4,629 4,861 34-0888.061 2476 Wilcox Terrace Society of Saint Vincent de Paul 22,504 23,629 24,810 34-0440.190 6761 Kirkpatrick Crescent Total 297,747 312,634 328,266
Page 103 of 401 Places of Worship
2017 2018 2019 Anglican Synod Diocese of BC (St. Stephen’s) 22-1075.010 7921 St. Stephen’s Road 29,444 30,916 32,462 Bishop of Victoria (Our Lady of the Assumption) 22-1574.010 7742 West Saanich Road 10,583 11,113 11,668 Jehovah’s Witness Congregation 23-0249.030 8151 East Saanich Road 954 1,002 1,052 Victoria Hindu Parishad 23-0309.000 1934 Cultra Ave 5,102 5,357 5,625 Anglican Synod Diocese of BC (St. Mary’s) 23-0338.000 1973 Cultra Ave 23,789 24,978 26,227 Centennial Fellowship Baptist Church 23-0359.030 7577 Wallace Drive 12,763 13,401 14,071 Friendship Community Church 23-0543.020 7820 Central Saanich Road 12,726 13,362 14,030 Saanichton Bible Fellowship 23-0559.030 2159 Mt. Newton X Road 7,969 8,368 8,786 Shady Creek United Church 34-0615.001 7180 East Saanich Road 5,939 6,236 6,548 Total 109,269 114,733 120,469
Page 104 of 401 Page 105 of 401 Page 106 of 401 Page 107 of 401 Page 108 of 401 Page 109 of 401 Page 110 of 401
Financial Statements of
GREATER VICTORIA HOUSING SOCIETY
Year ended December 31, 2016
Page 111 of 401
KPMG LLP St. Andrew’s Square II 800-730 View Street Victoria BC V8W 3Y7 Canada Telephone (250) 480-3500 Fax (250) 480-3539
INDEPENDENT AUDITORS’ REPORT
To the Directors of Greater Victoria Housing Society Report on the Financial Statements
We have audited the accompanying financial statements of Greater Victoria Housing Society, which comprise the statement of financial position as at December 31, 2016, and the statements of operations and changes in fund balances and cash flows for the year then ended, and notes, comprising a summary of significant accounting policies and other explanatory information. The financial statements have been prepared by management based on the financial reporting provisions of the agreements between Greater Victoria Housing Society and Canada Mortgage and Housing Corporation (“CMHC”) and British Columbia Housing Management Commission (“BCHMC”).
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation of these financial statements in accordance with the financial reporting provisions of the agreements with CMHC and BCHMC, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditor’s Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on our judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, we consider internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained in our audit is sufficient and appropriate to provide a basis for our audit opinion.
KPMG LLP is a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. KPMG Canada provides services to KPMG LLP. 1
Page 112 of 401 Greater Victoria Housing Society Page 2
Opinion
In our opinion, the financial statements as at December 31, 2016, and for the year then ended are prepared, in all material respects, in accordance with the financial reporting provisions of the agreements between Greater Victoria Housing Society and CMHC and BCHMC.
Basis of Accounting and Restriction on Use
Without modifying our opinion, we draw attention to note 1(a) to the financial statements, which describes the basis of accounting. The financial statements are prepared to assist Greater Victoria Housing Society to comply with the reporting provisions of the agreements referred to above. As a result, the financial statements may not be suitable for another purpose.
Our report is intended solely for the Directors of Greater Victoria Housing Society, CMHC and BCHMC and should not be used by parties other than the Directors of Greater Victoria Housing Society, CMHC or BCHMC. Report on Other Legal and Regulatory Requirements
As required by the Societies Act (British Columbia), we report that, in our opinion, the accounting policies applied in preparing and presenting the financial statements have been applied on a basis consistent with that of the preceding year.
Chartered Professional Accountants date Victoria, Canada
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Page 113 of 401
GREATER VICTORIA HOUSING SOCIETY Statement of Financial Position
December 31, 2016, with comparative information for 2015
2016 2015
Assets Current assets: Cash $ 1,237,629 $ 775,704 Cash held in trust (note 2) 30,976 30,976 Accounts receivable 91,435 544,871 Prepaid expenses 52,858 71,083 1,412,898 1,422,634 Replacement Reserve Fund: Cash 344,942 377,186 Short-term investments and term deposits 1,888,703 1,654,834 Capital assets (note 4) 42,845,038 44,136,316
$ 46,491,581 $ 47,590,970
Liabilities Current liabilities: Accrued mortgage interest payable $ 83,043 $ 88,515 Accounts payable and accrued liabilities 567,581 564,056 Current portion of mortgages payable 1,760,377 1,735,798 Deferred revenue 171,436 199,771 2,582,437 2,588,140 Mortgages payable (note 5) 31,906,396 33,708,318 Forgivable loan – Dahli Place (note 6) 500,000 500,000 Forgivable loan – Pembroke Mews (note 7) 413,333 453,333 Loans payable – Townley Lodge (note 8) 310,000 2,584 Loan payable – Grafton Lodge (note 9) 146,042 157,185 35,858,208 37,409,560 Fund Balances Operating Fund: Deficit (675,677) (683,014) Externally restricted 555,787 513,406 Internally restricted (note 10) 5,181 - (114,709) (169,608) Capital Fund: Invested in capital assets 8,396,090 8,200,651 Externally restricted 118,347 118,347 8,514,437 8,318,998 Replacement Reserve Fund 2,233,645 2,032,020 10,633,373 10,181,410 Contingency (notes 6, 7 and 11(b)) Commitments (notes 6 and 7)
$ 46,491,581 $ 47,590,970
See accompanying notes to financial statements.
Approved on Behalf of the Board:
Director Director
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Page 114 of 401 GREATER VICTORIA HOUSING SOCIETY Statement of Operations and Changes in Fund Balances
Year ended December 31, 2016, with comparative information for 2015
Restricted Funds Replacement Total Total Operating Fund Capital Fund Reserve Fund 2016 2015 (Schedule 1) (Schedule 2) Revenue: Tenant rent contributions$ 4,370,457 $ - $ - $ 4,370,457 $ 4,004,765 Rent supplements (note 11(a)) 1,620,511 - - 1,620,511 1,724,835 Interest reduction grants (note 11(a)) 43,505 - - 43,505 43,505 Island Health services paid by tenants 74,631 - - 74,631 66,360 Island Health subsidy 150,309 - - 150,309 140,378 Laundry 88,582 - - 88,582 80,808 Heat and light recovery 35,092 - - 35,092 34,860 Cable recovery 208,443 - - 208,443 196,324 Investment income 11,161 15,009 26,170 122,304 Loan forgiveness - Pembroke Mews (note 7) - 40,000 - 40,000 40,000 Replacement reserve contribution from BCHMC - - 113,087 113,087 307,007 Interest in joint venture with GVRDS (note 3) - - - - 71,598 Unrealized gain (loss) on investments - - 74,966 74,966 (100,112) Other 281,249 47,137 8,895 337,281 317,012 6,883,940 87,137 211,957 7,183,034 7,049,644
Expenses: Amortization 1,751,599 - - 1,751,599 1,395,070 Mortgage interest 1,029,371 - - 1,029,371 943,784 Janitor - maintenance salaries 719,725 - - 719,725 698,561 Administration 616,582 - - 616,582 647,375 Heat, hydro and hot water 445,427 - - 445,427 439,900 Maintenance 356,623 - - 356,623 321,021 Replacement Reserve expenditures - - 324,393 324,393 572,783 Property taxes 254,935 - - 254,935 227,563 Water 248,183 - - 248,183 207,889 Cablevision 203,239 - - 203,239 195,655 Island Health expenses 201,558 - - 201,558 201,493 Garbage 166,022 - - 166,022 150,098 Insurance 159,057 - - 159,057 194,018 Other 93,973 - - 93,973 101,347 Audit and legal 38,784 - - 38,784 64,550 Consultant fees 37,842 - - 37,842 55,468 Capital improvements 16,124 - - 16,124 35,837 Land lease - - - - 18,414 Replacement Reserve allocation 319,369 - (319,369) - - Contribution to joint venture with GVRDS - - - - 1,250 6,658,413 - 5,024 6,663,437 6,472,076
Excess of revenue over expenses, before the following 225,527 87,137 206,933 519,597 577,568 Dissolution of joint venture with GVRDS - - - - 704,305 Recovery (repayment) of surplus (deficit) (note 11(b)) (67,634) - - (67,634) 180,100
Excess of revenue over expenses 157,893 87,137 206,933 451,963 1,461,973
Fund balances, beginning of year (169,608) 8,318,998 2,032,020 10,181,410 8,719,437 Interfund transfers: Capital - amortization, principal payments, purchases (108,302) 108,302 - - - BC Housing replacement reserve review adjustments (8,949) - 8,949 - - Replacement reserve fund transfer for expenditures 14,257 - (14,257) - -
Fund balances, end of year$ (114,709) $ 8,514,437 $ 2,233,645 $ 10,633,373 $ 10,181,410
See accompanying notes to financial statements.
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Page 115 of 401 GREATER VICTORIA HOUSING SOCIETY Statement of Cash Flows
Year ended December 31, 2016, with comparative information for 2015
2016 2015
Cash provided by (used in):
Operations: Excess of revenue over expenses: Operating Fund$ 157,893 $ 1,356,980 Capital Fund 87,137 50,000 Replacement Reserve Fund 206,933 54,993 Items not involving cash: Amortization of capital assets 1,751,599 1,395,070 Loan forgiveness - Pembroke Mews (40,000) (40,000) Unrealized (gain) loss on investments (74,966) 100,112 Dissolution of joint venture with GVRDS - (704,305) Change in non-cash operating working capital: Accounts receivable 453,436 (434,633) Prepaid expenses 18,225 79,591 Accrued mortgage interest payable (5,472) 31,239 Accounts payable and accrued liabilities 3,525 88,122 Due to GVRDS - (190,322) Deferred revenue (28,335) 10,639 2,529,975 1,797,486
Investing activities: Purchase of capital assets (460,321) (7,493,694) Proceeds on dissolution of joint venture with GVRDS - 52,825 Investment in joint venture with GVRDS - (71,598) (Increase) decrease in investments (158,903) 278,731 (619,224) (7,233,736)
Financing activities: Principal repayments on mortgages (1,918,144) (1,514,120) Increase in mortgages 140,801 6,998,347 Increase in loans payable 296,273 - (1,481,070) 5,484,227 Increase in cash 429,681 47,977
Cash, beginning of the year $1,183,866 1,135,889
Cash, end of year$ 1,613,547 $ 1,183,866
Comprised of: Cash $ 1,237,629 $ 775,704 Cash held in trust 30,976 30,976 Replacement reserve fund cash 344,942 377,186
$ 1,613,547 $ 1,183,866
See accompanying notes to financial statements.
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Page 116 of 401
GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
Greater Victoria Housing Society (the “Society”) is incorporated under the Society Act (British Columbia) and its principal activity is to provide subsidized and low cost rental housing to low income households. The Society is a registered charity under the Income Tax Act.
The financial statements are prepared in accordance with Canadian accounting standards for not-for-profit organizations in Part III of the CPA Canada Handbook except for the requirements in the Society’s agreements with Canada Mortgage and Housing Corporation and British Columbia Housing Management Commission as described in the basis of accounting note 1(a) below.
1. Significant accounting policies: (a) Basis of accounting: These financial statements have been prepared in accordance with the significant accounting policies set out below in order to comply with the financial reporting criteria in the Society’s agreements with the Canada Mortgage and Housing Corporation (“CMHC”) and the British Columbia Housing Management Commission (“BCHMC”). The basis of accounting used in these financial statements materially differs from Canadian accounting standards for not-for- profit organizations because: (i) Amortization is not provided on prepaid land leases, buildings, and furniture and equipment over the estimated useful lives of these assets but rather at a rate equal to the annual principal reduction of the related mortgages with the exception of the land lease on Grafton Lodge and the assets owned directly in the Society. (ii) Capital assets purchased from the Replacement Reserve Fund are charged against the replacement fund rather than being capitalized on the statement of financial position and amortized over their estimated useful lives. (iii) Building renovation costs and capital assets are charged to operations in the year the expenditure is incurred rather than being capitalized and amortized over their estimated useful lives unless an exception is granted by BCHMC. (iv) A reserve for future capital replacements is appropriated annually from operations and recorded as an expense. (v) Forgivable loans are recognized as liabilities in the year the funds are received and amortized over the forgiveness term or upon confirmation from CMHC rather than being recognized as grant revenue when entitled to receipt of the loan.
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Page 117 of 401
GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
1. Significant accounting policies (continued): (b) Fund accounting: The Society follows the restricted fund method of accounting for contributions. Accordingly, the transactions of the Society are recorded in three funds as follows: (i) Operating Fund: The Operating Fund accounts for the Society’s assets, liabilities and transactions relating to the ongoing rental and non-rental operations. (ii) Capital Fund: The Capital Fund accounts for the Society’s investment in capital assets and related financial activities. (iii) Replacement Reserve Fund: In accordance with the provision of the agreements with CMHC and BCHMC, a Replacement Reserve Fund has been established for each building to pay for the replacement of worn-out capital equipment and certain painting expenditures. The provision to this Fund is an annual charge against rental operations. (c) Financial instruments: Financial instruments are recorded at fair value on initial recognition. Investments that are quoted in an active market are subsequently measured at fair value and all changes in the fair value are recognized in excess (deficiency) of revenue over expenses in the period incurred. All other financial instruments are subsequently recorded at cost or amortized cost, unless management has elected to carry the instruments at fair value. There are no other financial instruments designated to be carried at fair value. Transaction costs incurred on the acquisition of financial instruments measured subsequently at fair value are expensed as incurred. All other financial instruments are adjusted by transaction costs incurred on acquisition and financing costs, which are amortized using the straight-line method. Financial assets are assessed for impairment on an annual basis at the end of the fiscal year if there are indicators of impairment. If there is an indicator of impairment, the Society determines if there is a significant adverse change in the expected amount or timing of future cash flows from the financial asset. If there is a significant adverse change in the expected cash flows, the carrying value of the financial asset is reduced to the highest of the present value of the expected cash flows, the amount that could be realized from selling the financial asset or the amount the Society expects to realize by exercising its right to any collateral. If events and circumstances reverse in a future period, an impairment loss will be reversed to the extent of the improvement, not exceeding the initial carrying value.
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Page 118 of 401
GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
1. Significant accounting policies (continued): (d) Capital assets: (i) Land, prepaid land leases, landscaping and site improvements, buildings, furniture and equipment are recorded at cost less accumulated amortization. (ii) Amortization: Amortization on prepaid land leases, buildings and furniture and equipment is provided at an amount equal to the annual principal reduction of the related mortgages with the exception of the land lease on Grafton Lodge. Amortization on leasehold improvements is provided over the term of the lease. Amortization on laundry equipment is provided over the estimated useful life of the equipment of 12 years. Amortization expense is recorded in the Operating Fund. (iii) Construction in progress is not amortized until the asset is put into use. When a capital asset no longer contributes to the Society’s ability to provide services, its carrying amount is written down to its residual amount. (e) Investment in joint venture: The investment in the joint venture with Greater Victoria Rental Development Society was accounted for using the equity method of accounting. Under the equity method the original cost of the investment was adjusted for the Society’s share of the joint venture’s subsequent earnings and losses. The accounting policies of the joint venture were consistent with those adopted by the Society. On May 1, 2015 the joint venture was dissolved (see note 3). (f) Revenue recognition: Unrestricted contributions are recognized as revenue of the Operating Fund in the year received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Restricted contributions related to general operations are recognized as revenue of the Operating Fund in the year in which the related expenses are incurred. All other restricted contributions are recognized as revenues of the appropriate restricted fund in the year received or receivable.
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Page 119 of 401
GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
1. Significant accounting policies (continued): (g) Allocation of expenses: The Society allocates certain of its office, audit and legal and administration/maintenance salary and benefit expenses proportionately across the buildings based on the total number of units in each building. (h) Use of estimates: The preparation of the financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and expense during the period. Actual results could differ from these estimates.
2. Cash held in trust: Cash held in trust is held by BCHMC for the payment of construction costs for Dahli Place. Any remaining funds after the payout of the construction costs will be used to reduce the mortgage payable for Dahli Place.
3. Investment in joint venture with Greater Victoria Rental Development Society (“GVRDS”): Until May 1, 2015 the Society was a partner in a joint venture with GVRDS, an unrelated society with a different board of directors, to purchase property and develop affordable rental housing. The joint venture operated two affordable housing buildings on Gorge Road East. The Society accounted for its 50% share of the joint venture using the equity method of accounting. On May 1, 2015, the joint venture with GVRDS was dissolved. Upon dissolution of the joint venture, the Society acquired the Dahli Place land and building valued at $13,043,950, the related mortgage of $10,200,000 and related forgivable loan of $500,000. The Society paid $158,500 at the time of dissolution and received cash proceeds on dissolution of $52,825. The result on dissolution of the joint venture of $704,305 was recorded as revenue in the statement of operations in 2015.
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
4. Capital assets: 2016 2015 Accumulated Cost amortization Net Net
Balmoral Garden Court: Land lease prepaid for 60 years $ 298,959 101,199 197,760 211,902 Building 5,282,374 1,788,114 3,494,260 3,744,134 5,581,333 1,889,313 3,692,020 3,956,036 Brentwood Bay: Development in progress 42,193 - 42,193 - 42,193 - 42,193 - Campbell Lodge: Land 2,452,727 - 2,452,727 2,452,727 Building 2,517,895 556,067 1,961,828 2,005,933 Furniture and equipment 95,697 21,134 74,563 76,239 Landscaping and site improvement 21,290 - 21,290 21,290 5,087,609 577,201 4,510,408 4,556,189 Colwood Lodge: Land 1,273,304 - 1,273,304 1,273,304 Building 1,673,113 1,277,519 395,594 481,498 Furniture and equipment 55,492 42,371 13,121 15,970 3,001,909 1,319,890 1,682,019 1,770,772 Constance Court: Land 500,565 - 500,565 500,565 Land lease prepaid for 60 years - - - - Building 3,440,970 1,855,057 1,585,913 1,743,586 Furniture and equipment 79,144 42,667 36,477 40,104 4,020,679 1,897,724 2,122,955 2,284,255 Dahli Place: Land 2,734,179 - 2,734,179 2,734,179 Building 10,309,771 250,842 10,058,929 10,237,002 13,043,950 250,842 12,793,108 12,971,181 Dowler Lodge: Land 818,159 - 818,159 818,159 Land lease prepaid for 60 years - - - - Building 3,674,753 2,374,835 1,299,918 1,472,677 Furniture and equipment 1,367 883 484 548 4,494,279 2,375,718 2,118,561 2,291,384 Esquimalt Lions' Lodge: Land 73,459 - 73,459 73,459 Building 759,999 406,167 353,832 531,171 Furniture and equipment 32,835 17,549 15,286 22,948 Elevated walkway 45,420 24,273 21,147 31,745 911,713 447,989 463,724 659,323 Forest Heights: Land 892,961 - 892,961 892,961 Building 1,183,637 290,775 892,862 919,028 2,076,598 290,775 1,785,823 1,811,989
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
4. Capital assets (continued):
2016 2015 Accumulated Cost amortization Net Net
Grafton Lodge: Land lease prepaid for 35 years 345,600 105,300 240,300 251,100 Building 3,553,238 896,578 2,656,660 2,726,766 Furniture and equipment 18,457 18,457 - - 3,917,295 1,020,335 2,896,960 2,977,866 Goldstream: Development in progress 31,291 - 31,291 -
Nigel Square: Land lease prepaid for 60 years 301,240 124,003 177,237 193,040 Building 1,290,578 531,258 759,320 827,022 Development in progress 10,409 - 10,409 - 1,602,227 655,261 946,966 1,020,062 Pembroke Mews: Land 799,243 - 799,243 799,243 Building 2,346,499 149,845 2,196,654 2,230,144 Equipment 93,548 5,975 87,573 88,908 3,239,290 155,820 3,083,470 3,118,295 Sitkum Lodge: Land 1,564,797 - 1,564,797 1,564,797 Building 3,937,351 2,912,352 1,024,999 1,211,000 Furniture and equipment 73,192 54,138 19,054 22,512 5,575,340 2,966,490 2,608,850 2,798,309 Sutcliffe Court: Land 140,801 - 140,801 - Building 197,144 27,973 169,171 193,343 337,945 27,973 309,972 193,343 Tillicum Terrace: Land 870,232 - 870,232 870,232 Land lease prepaid for 60 years - - - - Building 3,213,988 1,231,633 1,982,355 2,142,264 4,084,220 1,231,633 2,852,587 3,012,496 Townley Lodge: Land 11,388 - 11,388 11,388 Building 385,466 167,449 218,017 233,530 Furniture and equipment 18,295 7,947 10,348 11,084 Redevelopment in progress 389,371 - 389,371 153,745 804,520 175,396 629,124 409,747 Society: Leasehold improvement 162,633 44,228 118,405 133,189 Laundry equipment 183,338 26,736 156,602 171,880 345,971 70,964 275,007 305,069
$ 58,198,362 15,353,354 42,845,038 44,136,316
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
5. Mortgages payable: 2016 2015
Balmoral Garden Court: 2.81% Mortgage with CMHC, due September 1, 2023 payable $30,933 per month to include principal and interest $ 3,692,041 $ 3,956,060 Campbell Lodge: 8% Mortgage with CMHC, due June 1, 2028, payable $9,808 per month to include principal and interest 888,758 934,539 Campbell Lodge: 2.19% Mortgage with MCAP, due March 1, 2025, payable $10,612 per month to include principal and interest 2,321,066 2,396,915 Colwood Lodge: 3.54% Mortgage with CMHC, due July 1, 2018, payable $7,968 per month to include principal and interest 146,986 235,739 Colwood Lodge: 2.19% Mortgage with MCAP, due March 1, 2025 payable $5,067 per month to include principal and interest 1,214,423 1,248,344 Constance Court: 2.25% Mortgage with the CMHC, due December 1, 2021, payable $16,955 per month to include principal and interest 1,794,180 1,955,480 Constance Court: 2.19% Mortgage with MCAP, due March 1, 2025, payable $959 per month to include principal and interest 271,937 277,448 Dahli Place: 2.76% Mortgage with MCAP, due July 1, 2025, payable $37,814 per month to include principal and interest 9,949,158 10,127,231 Dowler Lodge: 3.68% Mortgage with CHMC, due December 1, 2018, payable $18,904 per month to include principal and interest 1,384,625 1,557,448 Dowler Lodge: 2.19% Mortgage with MCAP due March 1, 2025 payable $2,619 per month to include principal and interest 695,587 711,656 Esquimalt Lions' Lodge: 7.63% Mortgage with CMHC, due June 1, 2023, payable $2,849 per month to include principal and interest - 195,599 Forest Heights: 3.45% Mortgage with Vancity, due November 13, 2020, payable $4,281 per month to include principal and interest 721,395 747,561 Grafton Lodge: 3.43% Mortgage with MCAP, due April 1, 2024 payable $12,718 per month to include principal and interest 2,384,497 2,454,603 Nigel Square: 2.93% Mortgage with CMHC, due August 1, 2021, payable $9,343 per month to include principal and interest 936,555 1,020,060 Pembroke Mews: 3.19% Mortgage with TD Canada Trust, due March 1, 2022 payable $7,688 per month to include principal and interest 1,794,181 1,829,005
Carried forward 28,195,389 29,647,688
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
5. Mortgages payable (continued):
2016 2015
Balance brought forward 28,195,389 29,647,688
Sitkum Lodge: 2.71% Mortgage with CMHC, due February 1, 2019, payable $16,982 per month to include principal and interest 428,532 617,993 Sitkum Lodge: 3.26% Mortgage with TD Canada Trust, due February 1, 2022 payable $2,855 per month to include principal and interest 410,161 430,785 Sitkum Lodge: 2.19% Mortgage with MCAP, due March 1, 2025 payable $6,394 per month to include principal and interest 1,488,853 1,532,604 Sutcliffe Court: 1.3% Mortgage with CMHC, due August 1, 2023, payable $2,212 per month to include principal and interest 169,408 193,579 Sutcliffe Court: 2.41% Mortgage with Peoples Trust, due May 1, 2026, payable $536 per month to include principal and interest 139,001 - Tillicum Terrace: 3.68% Mortgage with CMHC, due December 1, 2018, payable $20,737 per month to include principal and interest 2,347,432 2,507,340 Tillicum Terrace: 2.19% Mortgage with MCAP, due March 1, 2025, payable $1,720 per month to include principal and interest 487,997 497,878 Townley Lodge: 5.88% Mortgage with CMHC, due July 1, 2017, payable $898 per month to include principal and interest - 16,249 33,666,773 35,444,116 Current portion of long-term debt 1,760,377 1,735,798 $ 31,906,396 $ 33,708,318
During the year the Society repaid the entire outstanding balances of the mortgages payable for Esquimalt Lions Lodge and Townley Lodge. Principal due within each of the next five years on the mortgages is approximately as follows:
Assuming no Assuming mortgage mortgage renewal renewal
2017 $ 1,761,406 $ 1,761,406 2018 4,802,427 1,775,576 2019 970,620 1,601,632 2020 1,230,844 1,615,588 2021 1,226,172 1,623,773
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
6. Forgivable loan - Dahli Place: BCHMC provided the Society with a grant of $500,000 for Dahli Place. If the Society uses the land for the intended purpose as required by BCHMC, the loan will be forgiven 1/25 each year, commencing in the 11th year.
7. Forgivable loan – Pembroke Mews:
2016 2015
Loan payable to CMHC (Residential Rehabilitation Assistance Program “RRAP”) $ 413,333 $ 453,333
The RRAP loan payable to CMHC is authorized up to $600,000, of which $600,000 has been drawn. The loan terms state that the loan will be forgiven if the Society continues to charge rents in accordance with the approved post-RRAP rents and limit subsequent rental increases. The forgivable loan will be earned over 15 years from the first day of the month, following the final advance of the loan funds. The final loan advance was received in April 2012 and accordingly loan forgiveness of $40,000 (2015 - $40,000) has been recognized as of December 31, 2016 ($40,000 per year). If the Society is in default of any of the loan terms it will be required to repay the loan including interest at 6.75%.
8. Loans payable – Townley Lodge: 2016 2015
Loan payable to CMHC - Seed Loan $ 10,000 $ 2,584 Loan payable to CMHC - Proposal Development Funding 100,000 - Loan payable to Vancity - Pre-development Funds 200,000 -
$ 310,000 $ 2,584
During the year, the Society obtained financing for the Townley Lodge redevelopment project in the form of a $10,000 Seed loan from CMHC. The loan is to be repaid at the time of capital financing for the project. There are no stated interest terms associated with the loan. CMHC provided the Society with a Proposal Development Funding Loan in the amount of $100,000 to be used towards the Townley redevelopment project. The funding is in the form of an interest free repayable loan. A portion of the loan varying from 20 - 100% will be forgiven if certain conditions are met. The loan, less the forgivable portion, is to be repaid at the time of construction financing. The Vancity Pre-Development Funds loan bears interest at 2% and is repayable on demand.
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
9. Loan payable - Grafton Lodge:
The Society is required to commence repaying this amount representing repayable assistance for Grafton Lodge in the year following the fiscal year in which the aggregate of the rents payable by non-rent geared to income tenants exceeds the aggregate of the economic rent occupied by non- rent geared to income tenants. The repayment criteria were met in 2015 therefore the Society began repaying this amount in 2016. The Society is required to pay interest at bank prime rate on the repayable assistance upon commencement of the repayment. Interest of $4,049 (2015 - nil) was paid on the repayable assistance during the year. The Society repaid $11,143 (2015 - nil) of the repayable assistance during the year.
10. Internally restricted: The Society’s Board of Directors has internally restricted $5,181 (2015 - nil) of the Society’s operating fund balance for working capital and future rental accommodation projects. The internally restricted amounts consist of the net operating fund balance of Forest Heights and the Society’s operating fund balance (“Other” fund per Schedule 1), which are not associated with BCHMC or CMHC operating agreements. The internally restricted amounts are not to be used for any other purpose without approval by the Board of Directors.
11. Rent supplements and interest reduction grants: (a) Rent supplements received are either contributed jointly by CMHC and BCHMC or funded wholly by BCHMC. All supplements received are administered through the BCHMC. Interest reduction grants are received for Colwood and Sitkum Lodges from CMHC to subsidize interest payments in excess of 2% per annum, calculated on the approved capital costs. (b) In accordance with the arrangements with BCHMC, surpluses created in Colwood and Sitkum Lodges are refundable, firstly to BCHMC up to the rent supplements contributed and, secondly, to CMHC. Surpluses created in Balmoral Court, Dowler Lodge, Constance Court, Nigel Square, Sutcliffe Court and Tillicum Terrace are refundable only to BCHMC. Any deficits created in these projects are funded by BCHMC. The financial statement reviews for the Society’s 2015 fiscal year were finalized by BCHMC in fiscal 2016 and accordingly recorded in the Society’s financial statements.
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
12. Financial risks and concentration of credit risk: (a) Market risk: Market price risk is the risk that the value of an instrument will fluctuate as a result of changes in market prices, whether those changes are caused by factors specific to an individual investment, its issuer or all factors affecting all instruments traded in the market. As all of the Society’s investments in the Replacement Reserve Fund are carried at fair value with fair value changes recognized in the statement of operations, all changes in market conditions will directly result in an increase or decrease in fund balances. Market price risk is managed by the Society’s investment manager through construction of a diversified portfolio of instruments traded on various markets and across various industries. The Society is not exposed to currency risk as all financial instruments are held in Canadian dollars. There has been no change to the risk exposures from 2015. (b) Liquidity risk: Liquidity risk is the risk that the Society will be unable to fulfill its obligations on a timely basis or at a reasonable cost. The Society manages its liquidity risk by monitoring its operating requirements. The Society prepares budget and cash forecasts to ensure it has sufficient funds to fulfill its obligations. There has been no change to the risk exposures from 2015. (c) Credit risk: Credit risk refers to the risk that a counterparty may default on its contractual obligations resulting in a financial loss. The Society is exposed to credit risk with respect to the accounts receivable. The Society assesses, on a continuous basis, accounts receivable and provides for any amounts that are not collectible in the allowance for doubtful accounts. There has been no change to the risk exposures from 2015. (d) Interest rate risk: The Society’s exposure to interest rate risk relates to its current and future anticipated borrowings. The Society has interest bearing mortgages and loans which are subject to interest rate adjustments upon maturity. Fixed-interest instruments subject the Society to a fair value risk while floating-rate instruments subject it to a cash flow risk. Further details about the fixed rate mortgages and loans are included in note 5. There has been no change to the risk exposures from 2015.
13. Interest income and interest expense: Interest income during 2016 totaled $11,348 (2015 - $41,502). Interest expense on long term debt during 2016 totaled $1,029,371 (2015 - $943,784).
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GREATER VICTORIA HOUSING SOCIETY Notes to Financial Statements
Year ended December 31, 2016
14. Accounts payable and accrued liabilities: Included in accounts payable and accrued liabilities are government remittances payable of $30,349 (2015 - $43,689), which includes amounts payable for payroll deductions, workers’ compensation, and medical service plan premiums.
15. Employee and contractor remuneration: The BC Societies Act came into effect on November 28, 2016. The Act has a requirement for the disclosure in the financial statements of the remuneration of directors, employees and contractors for financial statements prepared after November 28, 2016. For employee and contractor remuneration the requirement is to disclose amounts paid to individuals whose remuneration was greater than $75,000. For the fiscal year ending December 31, 2016, the Society paid remuneration of $262,300 to 3 employees, each of whom received total annual remuneration of $75,000 or greater.
16. Comparative information: Certain comparative information has been reclassified to conform to the presentation adopted in the current year.
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Page 128 of 401 GREATER VICTORIA HOUSING SOCIETY Schedule of Operations Schedule 1 - page 1 of 2
Year ended December 31, 2016, with comparative information for 2015
2016Balmoral Court 2015 2016 Campbell Lodge 2015 2016 Colwood Lodge 2015 2016 Constance Court 2015 2016 Dahli Place 2015 2016 Dowler Lodge 2015 Esquimalt 2016 Lion's 2015 Lodge 2016 Forest Heights 2015 2016 Grafton Lodg 2015e
Revenue: Tenant rent contributions$ 418,536 $ 396,248 $ 482,606 $ 474,580 $ 229,509 $ 229,292 $ 227,981 $ 219,204 $ 824,357 $ 549,548 $ 283,875 $ 284,350 $ 319,926 $ 320,680 $ 166,333 $ 165,243 250,268 $ 239,880 Rent supplements (note 11(a)) 330,086 372,024 152,465 171,781 83,756 88,405 152,681 178,763 - - 226,939 237,891 - - - - 65,886 78,026 Interest reduction grants (note 11(a)) - - - - 21,150 21,150 ------Island Health services paid by tenants ------74,631 66,360 Island Health subsidy ------150,309 140,378 Laundry 13,763 12,907 8,381 8,385 4,835 4,679 4,705 5,482 6,701 3,892 5,610 5,431 7,300 6,452 2,153 1,972 2,293 3,180 Heat and light recovery - - 15,562 15,470 7,768 7,735 ------Cable recovery - - 40,961 39,279 20,944 19,647 21,604 20,445 - - 27,668 26,142 31,251 29,956 - - 15,637 15,151 Investment income - 103 - 139 - 101 - - - 134 - 100 - - 692 664 - - Interest in joint venture with GVRDS (note 3) ------Unrealized gain (loss) on investments ------Other 5,730 3,797 1,830 1,355 3,315 2,765 1,910 2,434 28,356 19,218 2,150 2,260 2,415 1,287 2,705 3,840 1,530 2,120 768,115 785,079 701,805 710,989 371,277 373,774 408,881 426,328 859,414 572,792 546,242 556,174 360,892 358,375 171,883 171,719 560,554 545,095
Expenses: Amortization 264,016 256,784 45,781 42,327 88,753 85,697 161,299 157,744 178,073 72,770 172,823 166,654 195,599 18,730 26,166 22,720 80,906 78,562 Mortgage interest 106,716 114,003 123,131 119,329 33,508 32,674 47,935 50,595 275,394 160,851 68,921 72,839 10,784 15,493 25,546 35,266 86,426 84,734 Janitor - maintenance salaries 79,599 79,237 84,254 86,535 49,185 47,271 38,428 42,961 62,888 44,436 66,505 61,564 80,202 79,569 18,120 16,618 31,684 33,116 Administration 57,093 57,018 74,042 74,942 39,964 40,823 39,866 39,058 51,580 35,876 51,280 50,940 57,502 59,366 11,573 15,946 28,615 29,513 Heat, hydro and hot water 42,969 56,105 77,267 75,784 41,105 43,185 19,347 19,280 26,295 18,318 32,718 30,553 37,288 32,696 9,271 10,923 32,449 35,211 Maintenance 41,790 37,867 37,088 36,999 17,040 21,311 23,438 21,467 24,807 16,420 27,353 25,982 26,080 15,483 17,245 11,669 27,876 21,958 Replacement Reserve allocation 53,280 53,280 25,918 25,918 12,000 12,000 6,240 6,240 40,800 27,200 23,760 23,760 30,000 28,878 20,000 20,000 - - Property taxes 35,997 35,095 34,784 33,838 18,917 17,741 17,465 16,759 31,064 6,400 31,625 31,958 - - 10,585 10,709 4,906 4,861 Water 33,800 24,047 26,135 22,857 9,285 8,513 11,086 12,624 20,328 8,212 23,360 18,399 10,034 9,808 7,582 7,337 6,488 6,227 Cablevision - - 39,061 38,467 20,106 19,799 21,984 20,561 - - 26,298 25,905 30,902 30,416 - - 15,451 15,075 Island Health expenses ------201,558 201,493 Garbage 20,231 21,085 15,275 17,135 10,824 10,575 8,967 8,840 15,246 8,062 11,454 10,299 16,942 13,720 7,218 5,449 9,623 9,312 Insurance 16,094 19,194 18,705 22,314 9,332 13,166 11,593 13,626 17,133 17,394 16,201 19,237 11,407 16,208 3,947 5,176 9,414 10,981 Other 1,587 712 490 644 477 251 232 1,070 9,781 307 298 552 748 2,142 3,381 79 398 523 Audit and legal 3,517 2,892 4,344 3,411 2,460 1,873 4,203 1,873 3,437 2,919 3,135 2,385 3,686 2,645 1,197 589 1,743 1,299 Consultant fees 922 195 1,198 255 645 135 645 135 837 2,603 830 175 930 204 186 61 465 102 Capital improvements - 35,837 954 ------Land lease - - - 8,614 - 3,567 ------Contribution to joint venture with GVRDS - 125 - 162 - 88 - 88 - 112 - 112 - 125 - 25 - 62 757,611 793,476 608,427 609,531 353,601 358,669 412,728 412,921 757,663 421,880 556,561 541,314 512,104 325,483 162,017 162,567 538,002 533,029
Excess (deficiency) of revenue over expenses before the following 10,504 (8,397) 93,378 101,458 17,676 15,105 (3,847) 13,407 101,751 150,912 (10,319) 14,860 (151,212) 32,892 9,866 9,152 22,552 12,066
Dissolution of joint venture with GVRDS ------Recovery (repayment) of deficit (surplus) (note 11(b)) (37,243) 49,263 (1,037) - 6,972 13,340 (11,451) 18,410 - - (18,136) 25,759 ------Adjustment of prior year's revenue and expenses funded by the Society 45,640 36,426 - - (22,077) 2,185 (1,956) 16,785 - - 3,276 21,682 ------Excess (deficiency) of revenue over expenses 18,901 77,292 92,341 101,458 2,571 30,630 (17,254) 48,602 101,751 150,912 (25,179) 62,301 (151,212) 32,892 9,866 9,152 22,552 12,066
Fund balance, beginning of year (8,397) (85,689) (106,009) (141,803) (9,943) (15,613) 9,351 (35,195) 150,912 - 3,035 (47,441) 141,376 108,484 (34,558) (43,710) (19,781) (42,647)
Interfund transfers: Operating - Joint Venture ------Capital - amortization, principal payments, purchases - - (75,849) (55,812) (33,921) (24,960) (5,511) (4,056) - - (16,070) (11,825) - - - - 10,800 10,800 BC Housing replacement reserve review adjustments - - - (9,852) ------Replacement reserve fund transfer for expenditures 14,257 ------
Fund balance, end of year$ 24,761 $ (8,397) $ (89,517) $ (106,009) $ (41,293) $ (9,943) $ (13,414) $ 9,351 $ 252,663 $ 150,912 $ (38,214) $ 3,035 $ (9,836) $ 141,376 $ (24,692) $ (34,558) $ 13,571 $ (19,781) Page 129of 401
18 GREATER VICTORIA HOUSING SOCIETY Schedule of Operations Schedule 1 - page 2 of 2
Year ended December 31, 2016, with comparative information for 2015
Nigel2016 Square 2015 2016 Pembroke 2015 Sitkum2016 Lodge 2015Sutcliffe 2016 Court 2015 Tillicum 2016 Terrace 2015 Townley 2016 Lodge 2015 Joint Venture 2016 with GVRDS 2015 2016 Other 2015 2016 Total 2015
Revenue: Tenant rent contributions 108,920 $ 113,938 214,968 $ 211,155 $ 357,621 $ 355,849 $ 50,212 $ 12,057 $ 265,228 $ 263,606 170,117 $ 169,135 $ - $ - $ - $ - $ 4,370,457 $ 4,004,765 Rent supplements (note 11(a)) 94,848 93,041 - - 236,775 260,362 46,005 8,853 231,070 235,689 ------1,620,511 1,724,835 Interest reduction grants (note 11(a)) - - - - 22,355 22,355 ------43,505 43,505 Island Health services paid by tenants ------74,631 66,360 Island Health subsidy ------150,309 140,378 Laundry - - 1,920 1,272 10,070 9,390 - - 2,430 2,998 3,143 3,311 - - 15,278 11,457 88,582 80,808 Heat and light recovery - - - - 11,532 11,625 - - 230 30 ------35,092 34,860 Cable recovery - - - - 30,752 29,526 4,320 1,050 - - 15,306 15,128 - - - - 208,443 196,324 Investment income (37) - - - - 113 - - - 87 - - - - 10,506 48,596 11,161 50,037 Interest in joint venture with GVRDS (note 3) ------71,598 - - - 71,598 Unrealized gain (loss) on investments ------(3,274) - (3,274) Other 175 5,927 363 2,075 2,965 2,245 - - 9,647 3,315 2,129 1,850 - - 216,029 210,533 281,249 265,021 203,906 212,906 217,251 214,502 672,070 691,465 100,537 21,960 508,605 505,725 190,695 189,424 - 71,598 241,813 267,312 6,883,940 6,675,217
Expenses: Amortization 83,505 81,120 34,825 33,740 189,461 184,438 24,172 3,801 159,909 154,210 16,249 9,531 - - 30,062 26,242 1,751,599 1,395,070 Mortgage interest 28,524 30,923 57,384 58,526 60,506 61,471 4,585 1,068 99,269 103,468 742 1,271 - - - 1,273 1,029,371 943,784 Janitor - maintenance salaries 16,233 16,392 20,406 20,796 71,736 74,693 8,134 1,845 56,237 53,567 37,302 39,983 - - (1,188) (22) 719,725 698,561 Administration 11,460 11,255 17,176 17,482 56,967 59,042 5,708 1,634 39,928 41,258 28,669 29,436 - - 45,159 83,786 616,582 647,375 Heat, hydro and hot water 1,088 1,542 5,699 7,515 84,377 74,684 9,027 2,724 18,798 20,684 7,729 10,696 - - - - 445,427 439,900 Maintenance 11,446 13,356 20,814 21,577 24,606 29,695 9,211 2,745 36,568 30,595 10,539 13,121 - - 722 776 356,623 321,021 Replacement Reserve allocation 12,960 12,960 16,000 16,000 18,000 18,000 1,731 433 37,080 37,080 21,600 21,600 - - - - 319,369 303,349 Property taxes 15,595 25,781 24 24 26,129 25,540 7,854 - 19,990 18,857 ------254,935 227,563 Water 17,989 16,851 6,317 4,351 33,519 29,719 3,574 789 29,541 28,341 9,145 9,814 - - - - 248,183 207,889 Cablevision - - - - 29,394 28,932 4,101 902 95 - 15,847 15,598 - - - - 203,239 195,655 Island Health expenses ------201,558 201,493 Garbage 8,177 6,952 5,485 5,303 12,029 11,377 1,176 294 13,615 12,776 9,760 8,919 - - - - 166,022 150,098 Insurance 5,557 7,570 1,005 1,117 17,061 20,329 2,530 743 12,162 17,436 6,916 9,527 - - - - 159,057 194,018 Other 211 142 520 88 972 1,886 33 131 276 634 556 424 - - 74,013 91,762 93,973 101,347 Audit and legal 870 643 995 849 3,773 2,645 877 260 2,310 2,075 1,843 1,312 - - 394 36,880 38,784 64,550 Consultant fees 184 40 279 61 922 2,200 92 - 645 140 465 102 - - 28,597 49,060 37,842 55,468 Capital improvements ------15,170 - 16,124 35,837 Land lease - - - - - 6,233 ------18,414 Contribution to joint venture with GVRDS - 25 - 38 - 125 - 13 - 88 - 62 - - - - - 1,250 213,799 225,552 186,929 187,467 629,452 631,009 82,805 17,382 526,423 521,209 167,362 171,396 - - 192,929 289,757 6,658,413 6,202,642
Excess (deficiency) of revenue over expenses before the following (9,893) (12,646) 30,322 27,035 42,618 60,456 17,732 4,578 (17,818) (15,484) 23,333 18,028 - 71,598 48,884 (22,445) 225,527 472,575
Dissolution of joint venture with GVRDS ------704,305 - 704,305 Recovery (repayment) of deficit (surplus) (note 11(b)) 9,947 19,301 - - (16,647) 32,571 (2,580) - 2,541 21,456 ------(67,634) 180,100 Adjustment of prior year's revenue and expenses funded by the Society 2,699 8,811 - - 43,809 (14,834) (1,998) - 12,943 27,024 - - - - (82,336) (98,079) - - Excess (deficiency) of revenue over expenses 2,753 15,466 30,322 27,035 69,780 78,193 13,154 4,578 (2,334) 32,996 23,333 18,028 - 71,598 (33,452) 583,781 157,893 1,356,980
Fund balance, beginning of year (12,646) (28,112) 71,822 44,787 (464,563) (510,563) 4,578 - (22,761) (48,480) 132,332 114,304 - 1,462,371 (4,356) 716,052 (169,608) 1,446,745
Interfund transfers: Operating - Joint Venture ------(1,533,969) - 1,533,969 - - Capital - amortization, principal payments, purchases - - - - (43,751) (32,193) (1,800) - (9,881) (7,277) - - - - 67,681 (2,838,158) (108,302) (2,963,481) BC Housing replacement reserve review adjustments ------(8,949) ------(8,949) (9,852) Replacement reserve fund transfer for expenditures ------14,257 -
Fund balance, end of year$ (9,893) $ (12,646) $ 102,144 $ 71,822 $ (438,534) $ (464,563) $ 6,983 $ 4,578 $ (34,976) $ (22,761) $ 155,665 $ 132,332 $ - $ - $ 29,873 $ (4,356) $ (114,709) $ (169,608) Page 130of 401
19
GREATER VICTORIA HOUSING SOCIETY Changes in Replacement Reserve Fund Schedule 2
Year ended December 31, 2016
Balance at BC Housing Contributions Contribution Unrealized Balance at December 31, review from BCHMC from Investment gain (loss) on December 31, 2015 adjustments and other Operating Fund income Expenditures investments 2016
Balmoral $ 90,695 $ - $ 90,328 $ 53,280 $ 1,703 $ 68,853 $ - $ 152,896 Campbell Lodge 14,965 - 954 25,918 398 32,252 - 9,983 Colwood Lodge 186,019 - 18,731 12,000 1,341 33,238 - 184,853 Constance Court 300,143 - - 6,240 1,746 19,037 - 289,092 Dahli Place 59,454 - - 40,800 576 7,138 - 93,692 Dowler Lodge 65,229 - - 23,760 595 21,961 - 67,623 Esquimalt Lions Lodge 329,008 - 3,074 30,000 2,208 49,295 - 314,995 Forest Heights 3,798 - - 20,000 165 6,946 - 17,017 Grafton Lodge 416,316 - - - 2,286 9,523 - 409,079 Nigel Square 1,705 - - 12,960 133 10,158 - 4,640 Pembroke Mews 54,753 - - 16,000 394 2,666 - 68,481 Sitkum Lodge 149,146 - - 18,000 999 18,935 - 149,210 Sutcliffe Court 5,443 8,949 8,895 1,731 43 753 - 24,308 Tillicum Terrace 55,181 - - 37,080 659 30,571 - 62,349 Townley Lodge 293,864 - - 21,600 1,763 13,067 - 304,160 Unrealized gain on investments 6,301 - - - - - 74,966 81,267 $ 2,032,020 $ 8,949 $ 121,982 $ 319,369 $ 15,009 $ 324,393 $ 74,966 $ 2,233,645
Page 131of 401
20
GREATER VICTORIA HOUSING SOCIETY Changes in Replacement Reserve Fund Schedule 2
Year ended December 31, 2015
Balance at BC Housing Contributions Contribution Unrealized Balance at December 31, review from BCHMC from Investment gain (loss) on December 31, 2014 adjustments and other Operating Fund income Expenditures investments 2015
Balmoral $ 103,981 $ - $ 250,129 $ 53,280 $ 17,589 $ 334,284 $ - $ 90,695 Campbell Lodge (14,035) 9,852 10,820 25,918 979 18,569 - 14,965 Colwood Lodge 169,127 - 34,678 12,000 5,966 35,752 - 186,019 Constance Court 297,423 - 959 6,240 7,509 11,988 - 300,143 Dahli Place - - 36,991 27,200 776 5,513 - 59,454 Dowler Lodge 56,268 - 1,919 23,760 2,397 19,115 - 65,229 Esquimalt Lions Lodge 309,620 - - 28,878 8,453 17,943 - 329,008 Forest Heights (6,453) - - 20,000 566 10,315 - 3,798 Grafton Lodge 417,609 - 3,113 - 10,327 14,733 - 416,316 Nigel Square 6,409 - - 12,960 900 18,564 - 1,705 Pembroke Mews 39,119 - - 16,000 1,348 1,714 - 54,753 Sitkum Lodge 143,974 - 5,389 18,000 4,508 22,725 - 149,146 Sutcliffe Court - - 5,000 433 10 - - 5,443 Tillicum Terrace 63,686 - - 37,080 3,555 49,140 - 55,181 Townley Lodge 277,308 - - 21,600 7,384 12,428 - 293,864 Unrealized gain on investments 103,139 - - - - - (96,838) 6,301 $ 1,967,175 $ 9,852 $ 348,998 $ 303,349 $ 72,267 $ 572,783 $ (96,838) $ 2,032,020
Page 132of 401
21 THE DISTRICT OF CENTRAL SAANICH Permissive Tax Exemption Application
Permissive Tax Exemption Applications are due by 4:30 p.m. on the 3"‘Friday in September each year:
In person to: The Corporation of the District of Central Saanich 1903 Mount Newton Cross Road Saanichton, BC V8M 2A9
Or by email to: municipalha||@csaanich.ca
Exemptions are applied to the taxes of the following year and are subject to the availability of sufficient funding within the District’s Annual Operating Budget.
Exemptions are generally intended for qualified “not for profit" organizations which provide a direct benefit to the community. Further information and a copy of the District's Permissive Taxation policy are available online at wvvw.centra|saanich.ca
Further information may also be obtained by contacting the Director of Financial Services at telephone 544 4207. Application:
Pursuant to Section 224 of the Community Charter: I’ FRANK EDGELL of 8164 WOOD\/\/YNTERRACE Name Street Address
SAAMCHTON Telephone No. ( 250 )727‘1555 or City/T own
certify THAT: DIRECTOR (Chair, Administration Committee) 1. I am the of the Position Currently Held Within Organization NORTH AND SQUTHSAANICHAGRICULTURAL SOCIETY Name of Corporation, Association, Society or Organization
have knowledge of the facts hereinafter detailed with respect to the following property for which a tax exemption is being applied for:
1528 STELLY‘S CROSS ROAD, SAANICHTON, V8M 188 A1 AND A3 22-0036-01o Property Address Property Zoning Tax Roll/Folio No.
LOT A, Plan V|P22102, SECTION 9, RANGE 1E, SOUTH SAANICH DISTRICT, PID O00-623-954 Legal Description of Property
Page 133 of 401 ORGANIZATIONINFORMATION
Full name or title of organization NORTH AND SOUTH SAANICH AG.R|(".l.. ll TI IRAI ROCIFTY
Mailing address of the organization (including postal code) 1528 STELLY‘SCROSS ROAD, SAANICHTON, B.C V8M 1S8
Registered Non-Profit Organization? 8) Yes
BNO
Religious or Church property? [3 Yes
Registered Charity? D Yes Charity Number
®No
Name and phone number of two other officials in organization (i.e. Pastor, President, Manager, etc.)
Name: CLARA KNIGHT (ii) Name SUSY CHUNG-SMITH
Title PRESIDENT Tit|e; DIRECTOR (CHAIR, FINANCE COMMITTEE)
Day Phone No 250-888-9144 Day Phone No 250 661-5841
SAME Night Phone No Night Phone No. SAME
The lands are registered in the name of:
NORTH AND SOUTH SAANICHAGRICULTURALSOCIETY
(in the case of a Society, Corporation, Association, and if this is the first year an exemption has been applied for, I in i? f Ti I
This exemption is claimed under the Community Charter, Section 224, pursuant to Subsection 2 as the organization is (please indicate the relevant designation for eligibility) Section 224 (2) (a) land and improvements are owned by a not for profit incorporated Societv
Page 134 of 401 USE OF PROPERTY INFORMATION
10. The gross floor area of the building: EXCLUDING THE HORSE STABLES AND IMPLEMENTSHED THERE X|MATELY 77,320 SQUARE FEET, INCLUDING THE MAINBUILDINGOF 20,000 11. Number of parking spaces: SQUARE FEET. PLEASE REFER TO SITE PLAN FOR MORE DETAIL.
Gravel: 150 Blacktop 50 Undeveloped UNLIII/I:I'?iEDFOR LARGE EVENTS
12. What is the principal use of the property? THE ANNUALLABOUR DAY WEEKEND FALL FAIR WHICH IS FOCUSED ON SUSTAINABLE AGRICULTURE AND RELATED AGRICULTURAL ACTIVITIES ON THE SAANICH PENINSULA. THE FALL FAIR HAS BEEN HELDANNUALLYFOR THE PAST 149 YEARS WHICH MAKES IT THE LONGEST CONTINUOUSLY OPERATING FALL FAIR IN WESTERN CANADA. _ I - - n I - K n n n - n CATTLE, HORSES, SWINE, POULTRY, SHEEP, GOATS, LLAMAS,ALPACAS, DONKEYS, MULES, RABBITS, ETC), PLUS 4 H ACTIVITIES FOR YOUTH ON THE SAANICH PENINSULA, AND THE PRODUCTION AND MARKETINGOF LOCAL AGRICULTURAL PRODUCTS SUCH AS Ml:A I, Vl:Gl: |ABLl:S, GRAINS, FORAGE, HONEY AND WINE THE ANNUALCHRISTMAS CRAFT SHOW PROVIDES A VENUE FOR THE EXTENSIVE CRAFT INDUSTRY
13. Is any part of the building or of the property used or rented by commercial or private operators or by any group other than your organization? If yes, provide details including percentage of building/property allocated to this use.
NO. ONLY TEMPORARY RENTAL USES SUCH AS ELECTIONS B.C. AND ELECTIONS CANADA, AND OCCASIONAL MOVIE SETS. OTHER USES ARE ACCOMMODATED ON A DAILYFEE BASIS OR FREE RAL WORKSHOPS, ETC.
14. We require a current site plan of the property indicating the grounds and buildings and their uses. This would include buildings, storage buildings, walkways, parking lot, playgrounds, bush areas, etc. Show all dimensions.
15. Does anyone live in the buildings? YES Ifyes, how many people? ONE CARETAKER
16. Square footage of living area 1.001SQUARE FEET
17. Has there been any change in the status or use of the buildings or property in the last 12 months? N0 fyes, please explain briefly
Page 135 of 401 INFORMATIONON THE SERVICES PROVIDED BY THE ORGANIZATION
18. Please provide details of other activities on your property; Such as daycare centers, catering and hail rental, thrift shop. The following information is required for each activity:
PLEASE REFER TO ATTACHMENT" TABLE 1" - LIST OF TYPICALANNUALEVENTS
19. (a) Describe your organization’s non-profit activities.
IN MOST CASES TO KEEP RENTALS AFFORDABLE, RENT IS CHARGED COMMENSURATE WITH THE COST A I AL.-. . IILL ALL A A .A- A A OALCoL ACTITIES,NDAGRICUTRALWORSHOPI' ' ' ALTHOUGHRENTALSAND FEES ARE ANNUALLYREVIEWED AND ARE BEING INCREASED WHERE THE MARKET PERMITS, ovERALL REVENUES ARE NOT ADEQUATE TO COVERMAJORREPAIRS TO BUILDINGS AND ASSOCIATED INFRASTRUCTURE CoSTs. THE BUILDINGSARE NOW 20 YEARS OLD AND SIGNIFICANT
THE ANNUAL FALL FAIR GATE RECEIPTS ARE THE MAINREVENUE SOURCE IN SUPPORT OF THE NoN OR WEATHER AT FAIR TIME. POOR WEATHER DRAMATICALLYREDUCES GATE RECEIPTS AND HENCE OPERATING FUNDS FOR THE ENSUING YEAR
(b) Describe how your organization is accessible to the general public. For example — is access to Services restricted to members? NOT RESTRICTED. SERVICES ARE PROVIDED TO THE COMMUNITY AT LARGE
(C) Provide usage statistics byjurisdiction. ie. % use by District of Central Saanich residents % use by residents outside of District of Central Saanich
APPROXIMATELY 50 - 50 RESIDENTS OUTSIDE CENTRAL SAANICH ARE PREDOMINANTLY FROM THE SAANICH PENINSULA
20. Other activities which may be pertinent to your application (attach a separate page if necessary):
IM
Page 136 of 401 21. compEete the following additionalquestions:
(i) Every buitding on the lands is in use and continues to be set aside for public worship or fora Church Hall.YES No
(ii) For a manse or a buiiding of similar kind
is g_t_Jt_used in association with the place of public worship
is used for pubiic worship; and an exemption is claimed for the land and improvement.
ifthe manse or a buiidlng is used for pubiic worship, specify what area of the building and the square footage.
Note: Manses may be considered ifthey are used for Sunday School.Bible Class, etc., but not for office, eiders meetings. storage or residential purposes.
Ellgggg JEN-JIFQL 10'?’ FRANK S§%CTDR I-Prrho Appticants Name :E S Witness Name
SUSY CHUNG-§M|TH.DIHEEDTOR 7fm.J/ Applicants Signature Witness Signature
DATE: AUGUST 31, 2017 DA‘;'E; AUGUST 31‘ 2917 NQEEELI
(1) The personal information on this form is cottected for the purpose of an operating program of the District of Central Saanich as noted in Section 26(0) of the Freedom of Information and Privacy Act. if you have any questions about the coltection and use of this information, piease the Services at 250-544-420?
Page 137 of 401 <
$a_$&x£« D3 CS» - >§.%_s+w_,\:9 max.
F Page 138 of 401 August 31, 2017 Mayor and Council, District of Central Saanich Re: Permissive Tax Exemption Application — North and South Saanich Agricultural Societv The North and South Saanich Agricultural Society is a non-profit organization with a mission to promote sustainable agriculture. The Society has a member ship of 237 people and employs a small permanent staff of only five people. Most of the work required to maintain the facilities and deliver services is done on a volunteer basis by the membership. The Fall Fair put on by the North and South Saanich Agricultural Society is now in its 149th year, which makes it the oldest continuously operating agricultural fair in Western Canada. The Society contributes to the betterment the local community in following way: The concessions at our annual three day Fall Fair are primarily held by non-profit service groups, or charitable organizations. These groups rely heavily on volunteers to run their programs. Many of these organizations generate enough revenue during the Fall Fair to fund most of their public service projects. Our support for the agricultural community is evident throughout the year. The Country Market utilizes a large field and parking area during the summer months giving many small farmers the opportunity to display and sell their products. During the Fall Fair we provide space at no charge to the Direct Farm Market group of local farmers. Localyouth involved with 4-H use our facilities on a year around basis at no charge. They are also a prominent part of the Fall Fair. We frequently make our facilities available to third parties at little or no charge. For example, we have hostedmany memorial services for local citizens. TheCentral Saanich Volunteer Fire department has used our buildings and grounds for practice and for events such as the annual Firemen’s Banquet. The emergency preparedness group makes use of our facilities, which are also available in the event of an actual emergency. We are diligent in our efforts to educate the general public on the importance of agriculture and the positive impact it has on our lives. For many people the Saanich Fair is their only direct exposure to the farming community. Along with the Municipality of Central Saanich we hope to continue to showcase and demonstrate the significance of agriculture in our local economy, and its positive contribution to the quality of life on the Saanich Peninsula. The attached Table 1 lists the number and type of events which occur at the Saanich Fair Grounds during a typical year. As well as agricultural events and workshops there is a good cross section of activities that benefit local residents of Central Saanich and people throughout the Saanich Peninsula. Page 139 of 401 Page 140 of 401 Page 141 of 401 Page 142 of 401 Page 2 Saanich Fair Comparative Income Statement Actual Actual 11/01/2015 to 11/01/2016 to 10/31/2016 08/25/2017 Difference Membership - Family 90.00 80 00 10.00 Membership - Junior 1,279.00 25 00 1,254.00 Membership revenue 0 00 1,560 00 -1,560.00 Total Membership revenue 3,044 00 1,665.00 1,379.00 Advertising - Corporate 0.00 578.00 -578.00 Craft Fair 28,373.10 28,737.38 -364 28 General/Sundry Income 0 12 440 52 -440 40 House Rental Revenue 4,200.00 3,069.26 1,130.74 Coffee Service 200.28 793.15 -592.87 Interest Revenue - general fund 1,434.23 -400.69 1,834.92 Interest Revenue - contingency f... 3,176 99 -782 47 3,959.46 Strawberry Dance Revenue 0.00 3,351.43 -3,351.43 NSF cheques/charges 20.00 19.00 1.00 TOTAL GENERAL REVENUE 210.515 97 265,381 63 -54,865.66 FARM REVENUE Property Lease Revenue 4,300.00 2,866.67 433 33 TOTAL FARM REVENUE 4,300.00 2,866.67 433 33 GRANTS & DONATIONS REVE... Donations and sponsors 103,977 83 2,719 75 101,258.08 Municipal Tax Grant/Exemption 1,549.74 0.00 1,549.74 TOTAL GRANTS 8: DONATION... 105.527.57 719 75 102,807.82 TOTAL REVENUE 924.709.13 381,106.91 543,602.22 EXPENSE DIRECT FAIR COSTS Added Attractions other- FAIR 0 00 -900.00 900.00 Added Attractions -recurring - FA . 7,450.00 0 00 7,450.00 Advertising Expense - FAIR 27,226.91 1,492 21 25,734.70 Appreciation Expense - FAIR 0 00 75.85 -75.85 Catalogue Expense - FAIR 8,554.50 7,994 86 559.64 Commercial electrical - FAIR 4,077 48 0.00 4,077.48 Contest Expense - FAIR 265 03 99 38 165.65 Department Expenses - FAIR 3,831.77 766 94 3,064.83 Display Expense - FAIR 1.150 00 0 00 1,150.00 Entertainment - Common Costs 21,886.23 -11.20 21,897.43 Entertainment Exp sponsored -- -6,500 00 0 00 -6,500.00 Entertainment Exp - Stage - FAIR 43,190 14 28,212 30 14,977.84 Total Entertainment Expenses 58,576 37 28,201 10 30,375.27 Fencing Rental Expense - FAIR 5,420 00 0.00 5,420.00 First Aid Att. Expense - FAIR 1,222.41 0.00 1,222.41 Garbage collectors - FAIR 1,567 50 0.00 1,567.50 Garbage Expense - FAIR 1,928.25 0 00 1,928 25 Gate contractors - FAIR 8,130 70 0 O0 8,130.70 Gate Expense - FAIR 1,024 36 717 12 307.24 Gate - online fees 128 17 0.00 128.17 Golf Cart Expense - Fair 5,463.83 0.00 5,463.83 Grain & Hay Expense - FAIR 2,602.52 0.00 2,602.52 Janitorial Expense FAIR 10,136.71 0 00 10,136 71 Judges - accomodation - FAIR 1,578.11 0.00 1,578.11 Judges Fees/Expenses - FAIR 6,489.96 493.75 5,996.21 Judges Travel Expenses - FAIR 2,103.66 391 25 1,712.41 Kidz Zone Expenses - FAIR 5,054 94 0 O0 5,054 94 Meal Voucher Expense - FAIR 1,551.16 0 O0 1,551.16 Meal Vouchers - 4-H 770.00 0 00 770.00 Miscellaneous-FAIR 1,117.82 834 33 283.49 Office Expense - FAIR 532 24 39.68 492.56 Parking Expenses— FAIR 12,241.42 0.00 12,241.42 Page 143 of 401 Page 144 of 401 Page 145 of 401 Page 146 of 401 Page 147 of 401 OBARA & COMPANY 3.tf;?i:,'§ CHARTEREDPROFESSIONALACCOUNTANTS €'t:3';e£§T9“ 250-333-7379 Fax: 250-381-0808 INDEPENDENTAUDITOR'S REPORT To the Directors of North & South Saanich Agricultural Society We have audited the accompanying financial statements of North & South Saanich Agricultural Society, which comprise the statement of financial position as at October 31, 2016 and the statements of revenues and expenditures, changes in net assets and cash flow for the year then ended, and a summary of significant accounting policies and other explanatory information. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified audit opinion. (continues) 2‘a' 3.’ -§§-?1l.'- CHARTERED ~- - -- PROFESSIONAL ‘ ACCOUNTANTS Page 148 of 401 Independent Auditor's Report to the Directors of North & South Saanich Agricultural Society (continued) Basis for Qualified Opinion In common with many not-for-profit organizations, North & South Saanich Agricultural Society derives revenue from fundraising activities the completeness of which is not susceptible to satisfactory audit verification. Accordingly, verification of these revenues was limitedto the amounts recorded in the records of North & South Saanich Agricultural Society. Therefore, we were not able to determine whether any adjustments might be necessary to fundraising revenue, excess of revenues over expenses, and cash flows from operations for the year ended October 31, 2016, current assets and net assets as at October 31, 2016. Qualified Opinion In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion paragraph, the financial statements present fairly, in all material respects, the financial position of North South Saanich Agricultural Society as at October 31, 2016 and the results of its operations and its cash flow for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations. Report on Other Legal and Regulatory Requirements As required by the Society Act (British Columbia), we report that, in our opinion, the accounting policies applied in preparing and presenting the financial statements in accordance with Canadian accounting standards for non-for-profit organizations have been applied on a basis consistent with that of the preceding year n Obamr Victoria, B.C. '. February 23, 2017 Chartered Professional Accountants Page 149 of 401 Page 150 of 401 Page 151 of 401 NORTH & SOUTH SAANICH AGRICULTURAL SOCIETY Statement of Revenues and Expenditures Year Ended October 31, 2016 2016 2015 REVENUES Advertising - corporate $ $ 1,000 Craft fair (Note 9) 28,373 27,100 Donations and sponsors 103,978 Fair receipts (Schedule 1) 602,181 536,998 Farm receipts 4,300 4,204 Interest 4,611 9,110 Memberships 3,044 2,065 Miscellaneous 20 346 Rent 174,468 166,160 920,975 746,983 EXPENSES Accounting and audit 13,266 10,672 Advertising and promotion 482 1,904 Amortization 156,547 155,732 Bad debts 245 Bank charges 5,416 4,087 Consulting fees 2,000 Conventions and other fairs 4,715 2,829 Craft fair expenses (Note 9) 6,865 6,267 Donations 1,000 1,000 Fair expenditures (Schedule 1) 270,998 258,580 Insurance 37,359 33,913 Legal fees 2,023 3,522 Licences and dues 2,186 2,429 Miscellaneous 686 1,002 Office and sundry 9,216 10,142 Property appraisal 2,855 Property taxes (Note 10) 46,905 47,623 Repairs and maintenance 96,250 73,896 Utilities and telephone 41,327 55,749 Wages and benefits 233.370 218,612 928,611 893,059 DEFICIENCY OF REVENUES OVER EXPENSES FROM OPERATIONS (7,636) (146,076) OTHER INCOME Loss on disposal of capital assets (4,356) DEFICIENCY OF REVENUES OVER EXPENSES $ (7,636) $ (150, 432) See notes to financial statements OBARA & COMPANY CHARTEREDPROFESSIONALACCOUNTANT S Page 152 of 401 Page 153 of 401 NORTH & SOUTH SAANICH AGRICULTURAL SOCIETY Statement of Cash Flow Year Ended October 31, 2016 2016 2015 OPERATING ACTIVITIES Deficiency of revenues over expenses $ (7,636) $ (150,432) Items not affecting cash: Amortization of capital assets 156,547 155,732 Loss on disposal of capital assets 4,356 143,911 9,656 Changes in non-cash working capital: Accounts receivable 16,599 (9,961) Interest receivable 634 1,211 Inventory 940 1,225 Accounts payable and accrued liabilities 10,739 15,635 Deferred income 457 3,254 Prepaid expenses (224) (1,753) Goods and services tax payable (7,724) (633) Provincial sales tax payable (recoverable) 595 Wages and employee deductions payable 3,095 (6,490) Scholarships and awards payable (2,035) (35) 23.076 7.503 Cash flow from operating activities 171 937 17159 INVESTING ACTIVITIES Purchase of capital assets (235,233) (10,565) Proceeds on disposal of capital assets 1,429 Cash flow used by investing activities (235,233) (9,136) INCREASE (DECREASE) IN CASH FLOW (113,246) 3,023 Cash - beginning of year 317,433 309,410 CASH - END OF YEAR $ 704,137 $ 317,433 CASH CONSISTS OF: Cash 6 75,270 $ 417,433 Temporary investments 228,917 - Long term Investments 400,000 400,000 $ 704,137 $ 317,433 See notes to financial statements OBARA & COMPANY CHARTEREDPROFESSIONALACCOUNTANT S i 1 f Page 154 of 401 Page 155 of 401 Page 156 of 401 Page 157 of 401 NORTH & SOUTH SAANICH AGRICULTURAL SOCIETY Notes to Financial Statements Year Ended October 31, 2016 SAANICHFRUIT GROWERS BOOK FUND 2016 2015 Saanich Fruit Grower Book Fund $ 24,000 $ Accrued interest 29 $ 24.029 $ These funds are held in trust, under agreement dated August 16, 2016, with the Saanich Fruit Growers Association, for the purpose of paying the costs and expenses incurred in the producing and printing of 1,000 copies of a book on the agricultural history of the Saanich Peninsula. In Octobe 2019, the North and South Saanich Agricultural Society will receive 200 copies, to distributer at the pleasure of the Society. Any income from book sales beyond distribution costs willbe donated to the Society. The Society willprovide space at the 2019 Saanich Fair, for the initial launch of the book. Al proceeds from any sales willbe remitted to the Society, for the Society's own purposes. l CAPITAL ASSETS 2016 2015 Cost Accumulated Net book Net book amortization value value Land $ 651,553 $ $ 651,553 $ 651,553 Building improvements 4,529,338 789,220 3,740,118 3,618,483 Appliances 4,037 2,549 1,488 1,860 Furniture 4,891 2,455 2,436 3,045 Office computers and equipment 6,222 2,819 3,403 3,126 Signage 2,135 1,348 787 984 Tools and equipment 36,083 12.003 24,080 16,128 $ 5,234,259 $ 810,394 $ 4,423,865 $ 4,295,179 OBARA & COMPANY CHARTEREDPROFESSIONALACCOUNTANT S Page 158 of 401 NORTH & SOUTH SAANICH AGRICULTURAL SOCIETY Notes to Financial Statements Year Ended October 31, 2016 CAPITALASSET ADDITIONS 2016 2015 Agriplex re-roofing $ 186,186 $ Beef Barn drainage 16,975 Chariot waxing machine 7,742 Computer for main office 800 Computers for computerized entries 545 Gallery re-roofing 68,650 Hedge trimmer 441 Husqvarna lawn sweeper 428 Husqvarna wheeled trimmer 481 Portable water tank 3,318 Printer and computerized Fair Entries 458 TR3 Rake 8,192 Toro lawn mower - 750 Trimmer with attachments - 832 $ 285,233 $ 10,565 CRAFT FAIR 2016 2015 Admissions $ 4,996 $ 4,670 Concessions 4,633 4,373 Table rentals 18,744 18,057 Subtotal 28,373 27,100 Less expenditures (6,865) (6,267) Net receipts $ 21,508 $ 20,833 The Craft Fair is held annually in late November. Therefore the income presented for 2016 was earned at the Craft Fair held in November 2015 and the 2015 income was earned in November of 2014. 10. PFIOPEFITY TAXES Property taxes are presented net of any permissive tax exemptions 2016 2015 Property taxes $ 48,455 $ 49,407 Permissive tax exemption (1,550) (1 .784) $ 46,905 $ 47,623 OBARA & COMPANY CHARTERED PROFESSIONALACCOUNTANT S I Page 159 of 401 Page 160 of 401 The Corporation of the District of Central Saanich REGULAR COUNCIL REPORT For the Regular Council meeting on September 18, 2017 To: Patrick Robins File: ENG00347 From: John Manson Priority: Strategic Interim Director of Engineering Operational and Public Works Date: September 12, 2017 Re: Marigold Lands Development Soil Removal Permit RECOMMENDATIONS: That Council authorize the issuance of a soil removal permit for a volume of 11,200 cubic meters of soil from the Marigold Lands development site. BACKGROUND: The District has received an application from Marigold Lands Ltd. for removal of soil required for the development work associated with the subdivision of 7874 and 7940 Lochside Drive (Marigold Lands) under DP No. 3060-20-2/17 authorized by Council resolution on 5 June 2017. The application consists of 11,200 cubic meters of native soil to be removed from the site and deposited on the adjacent Highway 17 right-of way for construction of a landscaping berm. The Ministry of Transportation and Infrastructure have issued a permit for deposit of the soil and berm construction. The permit application, landscape drawings, supporting engineering reports and MOTI permit are attached as Appendix “A” to this memorandum. DISCUSSION: As presented in the application, the transportation of soil over public roadways is not required. The excavated material will be resulting largely from the excavation of an underground parking structure in the first phase of development. Placement, handling and environmental mitigation 1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135 Page 161 of 401 To: Patrick Robins, September 12, 2017 For: September 18, 2017 Regular Council Re: Marigold Lands Development Soil Removal Permit of the soil transport and berm construction have been considered and will be conducted under the supervision and guidance of the consulting professional on the project. Subject to issuance of the permit, construction on the berm would commence in October 2017 for completion by June 2019. Public Notification: Section 6 of Bylaw 1544 requires Council consideration of any permit application in excess of 1000 cubic meters of soil per 12 months be conducted after public notification as required in Section 8 of the Bylaw which states: “Before Council considers any application under section 6, notice in writing of such an application must be mailed to every registered owner of a parcel that lies within 100m of the perimeter of the parcel that is subject to the to the application or such greater distance as the Engineer may specify based on the anticipated impact of the proposed soil deposit or removal. The applicant must also post a sign on the parcel in compliance with Schedule “G”. Signage installation and a mail notification have been completed accordingly. Public have been invited to provide input into this soil removal permit at the September 18th meeting of Council. CONCLUSION: The issuance of a soil removal permit for this application is consistent with the provisions of the Soil Removal and Deposit Bylaw 2006, No 1544. Staff have prepared the permit for issuance in accordance with the conditions of the Soil Removal and Deposit Bylaw 2006, No. 1544. Administrator’s Recommendation: I concur with the recommendation contained in this report. Patrick Robins Chief Administrative Officer Page 162 of 401 Appendix "A" DISTRICT OF CENTRAL SAANICH SOIL REMOVAT OR DEPOSIT PERMIT APPLICAT¡ON þplicant lnformation (fìlled out by applk;ant) Name of applicant Jordan Mann on behalf of MARIGOLD LANDS LTD. (if company, hs€rt company name and ildivijual represenlalive applyirg on behalf of cornpany) Applícant's address 4098 Lochside Drive Applicant's telephone number 250.479.8283 Applicant's fax number (if available) 250.479.9552 Applicant's email address (if available) [email protected] l¿nd ldentifi cation lnformation Legal description of Soil removal Location PID: 001493-967 & PID: 00ê113-346 Municipal address 7874 & 7940 Lochside Drive Legal descrlpton of Soil Deposit Location Highway 17 Berm, located adjacent to the V\lest property boundary with PID: 001-093-967 & PID: 006-11.}.ffi Municipal address L¡nd Orrnerchip of Soil Removal Location Registered owner MARIGOLD I-ANDS LTD. Address of owner 4098 Lochside Dn've Lease holder fif appricaue) Address of lease holder (if apprcabb) Land Ownership of Soil Deposit Location Registered owner Mínistry of Transportation and lnfrastructure Address of owner Saanich Area Ofüce f24O4ÆO Chatterton Way, Victoria, BC V8X 5J2 Lease holder (if appricabte) Address of lease holder (if appricaue) Page 163 of 401 2 Soil Removal or Depos¡t lnformatlon Prepared by Professlonal Eng ineer: Peter Ferguson, P.Eng Type of Male¡ial Quantity Location Estimated quantity of Soil 1) to be removed native soil -1 1,200 m3 7874 &7940 Lochside Drive 2) to be depoaited native soil 2.250 m3 Berm along Highway 17 Estimate prepared by: and seel Date July 10,2O17 Professional Engi nee/s Reports Attached, as part of this Application, are the following reports: Permit (MOTI Permit/File 1) to Construct Number 2017-02635), Nikki Berube, dated April 27,2017 (Title) (Author) (Date) z',) 3) I, as on my own behdf, or as authorized signatory of the applicant (print cúrpary nam€), make this Application I confim that the applkxnt has the authorfty to remove or deposit Soil on this land. Declared day of 2olÊ Page 164 of 401 PermiUFile Number; 2017-02635 Ministry of fünsporation Office: Saanich Area Office gffio andInfi:suuauæ PERMIT TO GONSTRUCT, USE, AND MAINTAIN WORKS WITHIN THE RIGHT.OF.WAY OF A PROVINGIAL PUBLIC HIGHWAY PURSUANT TO TRANSPORTATION ACT AND/OR THE INDUSTRIAL ROADS ACT AND'OR THE MOTOR VEHICLE AGT AND'OR AS DEFINED IN THE NISGA'A FINAL AGREEMENT AND THE NISGA'A FINAL AGREEMENT ACT. BETWEEN The Minister of Transportation and lnfrastruclure Saanich Area Offce 2404460 Chatterton Way Victoda, Brítish Columbia VBX 5J2 Ganada fihe Minister') AND: tulanþld Lands Ltd 4098 Locfiside Drive V¡ctoria, British Golumbia VBX 2CB Canada CIhe Permifüe) WHEREAS: A. The Minister has the authority to grant perm¡ts fur the auxiliary use of highway rþht of way, whicf¡ authodty is puæuant to bolh the Transportalion Aci and tt¡g lndusùial Roads Act, the Motor Vehide Act, as defined in the Nisga'a Fina! Agreement and the Nisga'a Final Agreement Act; B. The Permittee has requested the Minister to issue a permit pursuant to this authoÉty for üte following purpose: The installalion, op€taüon, and maintenance of a berm at the former Marigold Nursery location at7874 &794fl Lochside Drive locaùed on tñe eastslde of Highuray 17, nortlr of Mount Netrton XRoad from June 2017 lo June 2019 inclusive; as per application ülædm17n4n6 and submitted decign drawing. C. The Minister is prepaled to issue a permit on cerlain terms and conditions; ACCORDINGLY, the Minisler hereby grants to the Permittee a permit for the Use (as hercinater defined) of hþhway right of way on the following terms and conditions: 1. That the construction and maintenance of the said works is canied out to the satisfaction of the Regional Director, Transportaüon. 2. That, before opening up any highway or intarfering wfth any public work, intimation in writing of the intention to do so must be given to the Dildc-t Otrcíal at least seven days before the work is begun. 3. That any peson appointed by the Regional Direclor, Transportation, for the purpose shall have free access to all pails ofthe works for the purpose of inspecting the same. 4. That the construdion of the said works shall be commenced June 2017 and shall be poseculed with due diligence and to the satr'sfaction of the Regional Director, Transportation, and shall be completed on or bebre the end of June 2019. 5. (a) The highway must at all times be kept open to trafic. The roadway must be completely restored for t¡affic as soon as póssible. At all times the permittee must safeguard the traveling public. (b) That, unless wÍth the consent of üre Regional Diæc{or, Transportation, no more than furty-five (45) metres of pipe'track or other excavation in any public highway is to be kept open at one time. Page 1 of3 Page 165 of 401 PermiUFile Numbec 2017-02635 BRITISH Ministry of fünsponation Office: Saanich Area Ofüce g CourMgle and InÊesmraure (c) All excavation work must be canied out in accordance with ûre BC Occupational Healh and Safety Regulation. Care shall be taken to protect edjacent property. (d) That all excavations shall be caretully back-filled with suitable material, which is to be tamped into place, and that the permittee shall restore the surface of the road and shoulders and ditches at his own expense. All surpius material is to be removed from the Provincial Grown lands, or deposited where and as required by the District Ofrcial of the Ministy of Transportation and lntastructure- The permittee is financially responsible fur any maintenance works required on iaid ditcfr for a period of one year. The Ministy will carry out the necessary remedial work and ínvoice the permittee monthly. (e) The pipeline crossing installation is to be placed by dñlling and (or) jacJ All pipelines of non-rigid material, i.e., plastic or copper, of any diameter, shall be cased, or embedded in sand. The inside diameter of lhe casing-pipe shall be at least 25 percent larger than the oulside diameter of the pipeline. The casing- pipe shall be installed with an even bearing througlrout its lengrth, and in sucfr a manner so as to prevent leakage, except through the vents. The top of the casing-pipe, or the pipeline where casing is not required, shall be located as directed by the District Off'cial, and shall in no case be less than 1 .2 metres below the surface of the highrvay and not less than 75 cnr beiow the highway ditcÌres. Pipelines must not obstruct drainaç struciures or ditches or ¡nterÞre with trafic on the highway or with highway ma¡ntenance. o. That where lhe work for whicfr permission is hereby granted comes in contad with any bridge, cr¡lvert, ditctr, or other existing work, such existing work must be properly maintained and supported in such manner as not to interfere with its proper functiãn during the construclion of the new wo¡k, and on the completion of the new work the bridge, q.¡lvert, ditch, or othèr existing work interfered with shall be completely restored to its original good condition. 7. That when n€cessary all excavations, materials, or other ohstruclions are to be effcienüy fenced, lit, and watched, and at all times every possible precaution is to be taken to ensure lhe saËty of the public. L That the person or persons for whom these works are being construc{ed, or by whom these works are maintained, shall at all times accept full responsibility for any aca'dent that may occr¡r or damage that may be done to any person or property uhatsoever caused diredly or indirectly by these works, and shall save harmless and keep indem-nifed the Ciowh frõm ail daims and demands whatsoever in respect of the works. 9. That the permíssion herein gnanted to use and maintain the works is only granted for such times as the land or public work in, upon, or over which the said works are construded is under the jurisdicfion of the Minister of Transportration and lnfrastr¡aure. This permission is not to be construed as being granted for all time, and shall not be deemed to vest in the permittee any right, tiüe or interesl whatsoever in or to lhe lands upon which the works are corf,struc.ted. Should tÌre lands afiecied at any time be induded within that of an incorporated municipality or city, this permission shall become voirJ, unless the works are õn a hþhway duly dassified as an arterial hþhway pursuant to Section ¡15 of the Transportation Act. 10. Thal after receiving notice in writing of the intentíon on the part of the Provincial Govemmentto conslruct, extend, alter, or improve any public work, the person or persons responsible fur the maintenance of the works for wtrich permission is hereby granted shall within six weeks move or alter such work at his or their orvn e;eense to sucfr new positions or in sudr manner as may be necessitated by the construction, extension, alteration, or improvement proposed to be carried out by the Provincial Govemment. 11 That vuftile reasonable care will be taken on the part of the Povíncial Govemmentto do as little damage as poss¡ble to any private work in the carryingout of the constructíon, extension, afterations, improvement, repair, or inaintenance of any public work adjacent thereto, lie Provinc¡al Govemment can accÊpt no responsÍbility for any kind of sucfi damage. 12. That the permission hereby granted to construcl, use, and maintain work is granted without prejudice to the provisions of the Transportation Act, or other Ac'ts goveming Crown lands and public works or úreir use by the public. 13. That this permission shall be in force only during such time as the said works are operated and maintained by the applicants, to the entire satisfaction of the Regional Director, Transpolation. 14. That the Ministry will not be responsible fur grade changes on accesses caused by reconstnrction of any Provincial highrrray, Page 2 of 3 Page 166 of 401 PermÍUFile Number: 20't7-02635 BRITISH Minisry offün¡porørion Office: Saanich Area Office COTUMgIR and Infüsructure 15. This permit is valid only for the specific works stated herein, Any alterations or additions must be covered by a separate permit. 16. This permit may be canceled, at the discretion of the Minister, without recourse, should the permittee fail to comply with all the terms of lhe permit. Thirty days'notice will be given before cancellation. 17. \Men the requirements of the Ministry necessitate use of the said lands for Provincial purposes, at lhe discretion of the Minister, this permit may be canceled. '18. That these works shall be identified with this permit number in a manner satisfadory to the District Official of the Ministry of Transportation and lnfrastructure. 19. As a condition of this permit, the permittee unconditionally agrees with the Ministry of Transportat¡on and lnfrastructure that the permittee is the prime contrac{or or will appoint a qualified prime contractor, as described in Section I 18 of the Worfters Gompensation Ad, for the purposes of the work described by this permit, at the work location described in this permit, and that the permittee or designated prime contractorwill observe and perform all of the duties and obligations which fall to be discharged by the prime contractor pursuant to the Workers Compensation Act and the Ocurpational Health and Safety Regulation. 20. The permittee is advised and acknowledges that the following hazards may be present at the work location and need to be consideæd in co-ordinatjng site safety: overhead hazards, part¡qJlarly electrical or telecommunications lines; buried utilities, particularly electrical, telecommunication, and gas lines; traffc, danger trees, falling rocks, and sharp or infectious litter. 21. Any works within the Ministry right-of-way that fall wihin the scope of "engineering" under the Engineers and Geoscientists Act will be performed by a Professional Engineer, and shall comply with this Ministry's 'Engineer of Record and Field Review Guidelines'. The Guidelínes can be viewed on the Minisfry's website at http:/fonarv.th.gov.bc.calpublications/Circ¡.,¡lars/All/T_Circr2009/t0ê09.pdf 22. The permittee is responsible fur prevenling the introduction and spread of noxious uæeds on the highway right-of-way as defined by the British Columbia Weed Control Ad and Weed Contd Regulation. 23. The Permittee shall be responsible for the preservation during construction of all geodetic benchmarks, survey monuments and property markers on the right-of-way. The Permittee shall use, at no expense to the Min¡sùy, a Brifsh Columbia Land Surveyor to replace any survey monu[]ents destroyed or damaged as a result of the Permittee's negligence. At locations where constuc{ion wo¡k will cover or destroy such markers, the Permittee shall not move or remove them until written dircdion is received ftom the Ministry Representative. 24. The Permittee shall ensure all equipment working on or hauling material on to and ftom the Site does not damage or deposit material onto any part of an existing roadway. Materials spilled onto the public roadlyays or driveurays opened to public trafic shall be deaned up immediately. The Permittee has the tull responsibility to repair any damage to existing highways, local roads and driveways caused by Íts construction equipment and/or operalions. 25. The Permittee shall, at his cost, supply, erect, and maintain standard traffic contol devices in accordance with lhe Ministry of Transportalion and lnfrastructure Trafic Control Manual br Works on Roadlvays and Ocarpational Heallh and Safety Regulation. 26. All unsuitable material and inorganic debris shall be removed from the projec{ area. All surplus or unsuÍtable organic waste and debris shall be removed from lhe site unless its cornplete buming is appmved by the Designated Ministy Ofñci¡¡l ín compliance with the B.C. Open Buming Smoke Cont¡ol regulation. 27. Sites are to be reseeded to standards set oul in Section 757, Standard Specifications fur Highway Conslruction. The rights granted to the Permittee in this permit are to be exercised only for the purpose as defined in Recital B on page L Dated at Victorie Britîsh Columbia, this 27 day of Aoril 2017 On Behalf the Mínister Page 3 of3 Page 167 of 401 Page 168 of 401 ¡)| McElhanney Memorandum TO: District of Central Saanich FROM: McElhanney Consulting Services Ltd. 1903 Mount Newton Cross Road #500-3960 Quadra Street Saanichton, BC Victoría, BC V8M 249 V8X 4A3 ATTN: Yvan Sylvestre DATE: August 24,2017 McElhanney File No.: 15-385 (L0) RE: MARIGOTD LANDS ADDITIONAL INFORMATION FOR SOIL REMOVAT OR DEPOSIT PERMIT As per the District's requirements for a Soil Removal or Deposit Permit Application, please find the following additional information: 1) Drawing C2,0 (attached) -includes relevant features such as roads, draínage systems, etc. -includes existing ground contours are also shown. -includes approximate location of buílding excavation for underground parkade. -does not include any on-site buildings (for clarity) as any onsite buildings are to be removed as part of the demolition procedure. -includes general erosion and sediment control measures to be implemented by the contractor. Note: the contractor is to provide an Erosion and Sediment Control Plan prior to construction (to be approved by the engineer). This plan will be based on the contractor's proposed phasing of the work, staging areas, etc. 2) Landscape Berm drawing L1-.01 (attached) The Landscape drawing notes the proposed finished ground contours of the berm after construction completion as well as proposed plantings. The proposed slope on the west side of the berm is 3H:1V whereas the proposed slope on the east side of the berm is 2,5H:1V. It should be noted that the water main must be relocated on-site prior to beginning construction of the existing 150mm diameter water main on the Highway. 3) Geotechnical letter regarding proposed Berm (attached) Ryzuk Geotechnical has reviewed the proposed berm design and provided a Field Memo. 4l The on-site excavation will remove soil from the project site and dispose material directly onto the adjacent Highway in order to build the berm, Since no trucking on existing public roads will be required, a Traffic Management Plan should not be required for the soil removal and deposit. Suite 500, 3960 Quadra St Tel 250 3709221 Victoria BC Fax2503709223 Canada V8X 443 www.mcelhanney.com/mcsl Page 169 of 401 ,t McElhanney S) The proposed construction schedule relative to berm construction is as follows: Beginning of Construction: September 2OL7 Excavation for Parkade: October 2017 Berm Construction start: October 2017 Berm Construction ¡ncluding plantings complete: June 2019 Note that the construction completion date of the berm is as per the permit issued by Ministry of Transportation a nd lnfrastructure. Bark mulch / silt fencing, hydroseeding etc. in the berm area will remain in place until ultimate planting and landscape signoff is obtained. lf you require any further information, please do not hesitate to contact me. q Sen neer Page 170 of 401 art tÊ o o 1g q !ì z t6 E Ë83ËË ! ll- o >ç È (\ : frt ¡ É. f ì U ?R o OJ c o o E ä åååi J OJ råÍt ¡ ¡¡ Cs o 3 i tâ1 o rlil o ul .o oo zô , U2 ¡È d I ti qt çç å¡iÍ * 's! g J ÈE oÉ=4 è 5i!Ë I øo Y = I¿ z o I F >>- ^/ r.- rLooz ffim z oÉ. Ë;iE:; LL ciEåE ã ;õã5-6. ¡òÃ..?" ? ¡*Ë9r Þ åc€èiv¡! !ËEråããu ;ËiiãsiB- tj ¡ËË!ËËi:: li I EÉEF;içËå Þ9 5 ¡b E ¡? !¡l gÈ ¡tt" ¿l L-l ã äãa, 4 tr_-.l ä z Eel Ëãfl --T- ßóg EËå et¡É iE :Eil iå l5;Èe3: I å á l*g- !ÈË gp.'É ã I È , é ËÉiEsEE Í i9.eF'i I g9b¡;åË 4 B *lelÍcr "¡cltËã - ffi ãÈúëËls I rtuEiià ë :!!:äËE @ Rirå ãp, ãã:;;9;t 9 lt ¡l iÉ8Fs¡ä: .t;, tË lt 33 Ë: lt ll ru Ð tr .ËR ålì ï s¡E å!Ë ô ¡åã Ële ç¡5 åp: Èq! HiF ¿Ë? zË'4 d9ìl 85 frÍà i Page 171 of 401 -s tz o lí o >€ f i å E-: . 1: - j j ; i.; ! :: : ^i -_.'-l= 3 z j: ð ; i i ,V ' z i: :: a.- :r : r:l' ¡=,.) i: :; j:ii :¡!iìi ¡ 9 e -:i ! ¡ :; -*;:¡ . !; :.': i. !4 .':'i ' j; ::;iÉ : t: :1ì " = ; -=i! li-i: :; :i;i-i: Ìr;-.ii : !i ;;i¡i:í¡ i:¡!;!^ i:-:i;iri i i:: 9Z ';1j :¡rr :,;i ¡jtlÈi¡;l:. t7 g:.'i!.¡;.1 ::lY. lliÄ:i: :rl ff ,iiiri,li:;!:, 1:¡il! il.i: ãR: ir"ai ;i; ii;"'.i;¡i ! úi i¡€i : ð. " : -l -iH I 9! a9 é; Þ: I z I U !l tlEi --l -& ì ¡ Hr Êl ; ëie Ei; si, (, al Page 172 of 401 28 Crease Avenue RYZUK GEOTECHNICAL Vicloria, B.C, v8z 1s3 ENGINEERING & MATERIALS TESTING 3!a Tel: 250-475-313.1 Fax: 250-475-361 1 E-mail / Fax Memo mail@ryzuk,com Project No: 8-8397-1 Project: Proposed Multi-Use Developmenl - 7894 &7490 Lochside Drive - Central Saanich, BC Client: Marigold Lands Ltd, Contact: Jordan Mann Email / Fax No: [email protected] Date: Augusl22,2017 Copy to: Email / Fax: Copy to Email / Fax: Nelhan Dunllop - lV'lcElhanney [email protected] Paul de G.eeff [email protected] Mel¡ssa Um melissa@md¡design.ca Proposed Berm Review: As requested, we have reviewed the design of the proposed berm to be used for sediment control and grade change along the western edge of the site. This review is based on the drawing provided to us by Murdoch de Greef lnc. on August 21,2017. Based on our review of the design geotechnically considered aspects include, general slope stabilities, potential migration of fines, stability of the retaining wall and potential for inducing settlement. Our associated comments are included herein and all work has been carried out in accordance with and is subject to the previously provided Terms of Engagement. Based on the provided drawings, the designed slopes varyfrom 2.5H:1Vto 3H:1V. As such, provided fill material consists of approved granular material or brown clay/till are used along with appropriate filter media (geotextile) where needed, slope stability will be maintained and erosion of fines will not be of concern. The noted retaining wallwill be taller than1.2 m, meaning thatdetailed engineering analysis willbe required but given the anticipated height of the wall, its construction is considered feasible. Finally, given the slopes of the berm and the anticipated soils on the western edge of the site (hard brown clay over glacial till and bedrock) we do not expect the zone of influence of the berm to induce significant settlement below the highway, We trust the preceding is suitable for your purposes at present, however if you have any questions with respect to the above, please contact us. Yours truly, tESs Ryzuk Geotechnical ! { I OF L ,,t ¿1 L/:'f i li ,!17 ne dre, P. Eng Project Engineer The above doe.t not const¡tule upproval to proceed wilh the notecl work if the work is perceived to be an exffo to the Contract. can only be authorized by lhe Conlracl lvfanager. Page 173 of 401 Page 174 of 401 The Corporation of the District of Central Saanich REGULAR COUNCIL REPORT For the Regular Council meeting on September 18, 2017 To: Mayor and Council File: 620-20 From: Patrick Robins Priority: Strategic Chief Administrative Officer Operational Date: September 06, 2017 Re: Organizational Capacity Review RECOMMENDATIONS: That council 1. Adopt the operational Performance Standards Dashboard for each of the municipal departments; 2. Confirm an initial 6 month trial assessment of the Dashboard; and 3. Refer the service adjustment recommendations to the strategic and financial planning processes. BACKGROUND: Based upon a 2016 Strategic Priority, the municipality has now completed a comprehensive Organizational Capacity Review ("OCR") spanning the last 18 months that engaged all municipal departments and staff (with the exception of the Police Service) in the inventorying and documenting of the current services; providing recommendations for service adjustment strategies to continually improve service excellence; and developing baseline standards that can be monitored, reported and adjusted over time in response to community service expectations, council priorities and service excellence. The terms of reference adopted by council in 2016 to undertake the OCR included: 1. The District’s key business areas are aligned with future needs of the community; 1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135 Page 175 of 401 To: Mayor and Council, September 06, 2017 For: September 18, 2017 Regular Council Re: Organizational Capacity Review 2. Operational activities are demonstrably efficient, effective, and make appropriate use of resources; 3. Staffing levels are appropriate for the current and future level of service demand; 4. Organizational structure provides efficient and effective service delivery; 5. Assisting in informing current and future strategic and financial plans; and 6. Employee culture contributes to the overall organization success. This staff report is accompanied by a comprehensive report by the municipality's consultant Dr. Gordon McIntosh. Dr. McIntosh provided the facilitation services for an industry leading practice "bottom up" engagement of all District staff. Staff involvement was crucial in the formulation of baseline information that is the basis for the recommendations coming from the OCR. Staff should be commended for their perseverance during this lengthy process and their resolve to participate in and establish service excellence. Based upon the pilot OCR within the Planning and Building Services in 2016 (council previously received that report in December 2016), similar processes (with refinements based on the pilot completed) were undertaken in the Administration, Finance and Information Technology, Engineering and Public Works and Fire departments. Given the time that has elapsed since the December 2016 report, the Planning and Building Services department review has been updated. In addition to the work completed by each of the District departments, surveys of other BC local governments, with populations between 10,000 and 25,000 were asked to provide response to a series of questions determining their experiences with volumes and types of service provision, cycle times (i.e. standards) and organizational capacity. As the undertaking of the OCR is a leading practice, survey participation and results vary. Although the survey results do not provide definitive comparisons of service level and delivery among Central Saanich peers, they do offer some context and relativity establishing, where possible, if Central Saanich was below, average or above average with the peer group in service delivery. One of the principle objectives of the work that has been undertaken under the OCR was to determine to the extent that current staff capacity exists to deliver on the myriad of community services and to identify strategies that could be used to adjust the service provision, increase capacity to meet current service levels and/or determine additional efficient and effective means of delivering on council established services. DISCUSSION: The OCR process has produced an overall capacity assessment, a comprehensive inventory of services delivered by five municipal departments (excluding including police service), a relative comparison to peer local governments in B.C. and a set of potential service delivery adjustments. Capacity Assessment: The Districts overall capacity is generally on average compared to other peer local government survey respondents. A number of "pinch" points and service areas where staff capacity is challenged were also observed. The Executive Summary report by Dr. McIntosh includes a summary of these. Page 176 of 401 To: Mayor and Council, September 06, 2017 For: September 18, 2017 Regular Council Re: Organizational Capacity Review This suggests that the District is in a reasonable position to provide the identified levels of service shown in the dashboards. From this base assessment, administration proposes to provide a regular capacity update during the annual budgeting process that will summarize current capacity and address emerging capacity pinch points or areas for further attention (e.g. additional resourcing or service adjustment). During each year, should council modify department service levels, introduce new policy and/or alter the adopted dashboard standards, staff capacity will continue to be reassessed and any impacts or adjustments identified for Council consideration. Service Inventory: An important tool developed from the OCR is the establishment of a service benchmarks, standards and indicators dashboard which is recommended for approval. Much of the consultants recommended dashboard measures have been incorporated and refined within the Mid-year Report received by council in June and will be fully incorporated in the Annual Report and annual financial planning documents. This dashboard can be measured, monitored and adjusted over time. It provides a means to assess service levels, activities and provide additional transparency. An initial sixth-month trial period is proposed to pilot the information and report out to council on its effectiveness. Further refinement over the longer term will permit the ability to adapt for changing service standards considered by council from time to time, the introduction of new services, ease of recording and reporting and relevance of monitoring data to ensure meaningful information is reported. At the six-month check-in Council can also determine if there are other areas of attention that have not been prioritized during the OCR process. Service Delivery Adjustments: The service delivery adjustment recommendations within the consultants report include those that are operational and those requiring further council consideration. Operational adjustments will be reviewed by each department with the expectation that they will be either: • incorporated into work plans where they may require council input (e.g. corporate policy adoption or budget consideration), • require consideration as a strategic priority, or be • incorporated into current operational capacity as priorities allow. Where operational adjustment recommendations are incorporated into annual work plans they will continue to be reported within the annual and mid-year reports for each department under key service activities as usual. This work will provide a sound footing for our efforts to build a continuous improvement service excellence workforce culture. CONCLUSION: Appendix 'A' includes defined key activities and related performance indices for council's adoption. These form the basis for evaluating the electiveness of service delivery standards in each of the departments. They will require ongoing review to ensure relevance and where data collection is determined to provide no value and is not useful, these indicators would be Page 177 of 401 To: Mayor and Council, September 06, 2017 For: September 18, 2017 Regular Council Re: Organizational Capacity Review modified, deleted and/or replaced by council to better reflect the monitoring of service delivery standards. Appendix 'B' attached sets out the OCR consultant recommendations for governance (council) consideration. All of these are currently being addressed and staff reporting to council will follow to advance the related item's policies, bylaws or governance decisions. Respectfully submitted, Patrick Robins Chief Administrative Officer ATTACHMENTS: Appendix 'A' - Operations Performance Endorsed by: Standards Dashboard Chris Vrabel Appendix 'B' - Governance Service Fire Chief Adjustments Summary Organizational Capacity Review Executive Summary I concur with the recommendation Organizational Capacity Review Department contained in this report Reports Liz Cornwell Deputy Chief Administrative Officer Endorsed by: Paul Murray Director of Financial Services Endorsed by: Ruth Malli Interim Manager, Planning and Building Endorsed by: John Manson Interim Director of Engineering and Public Works Page 178 of 401 ORGANIZATIONAL CAPACITY REVIEW GOVERNANCE SERVICE ADJUSTMENTS – COUNCIL Fire Service 1. Response Time Currently being undertaken via Fire Chief comprehensive service review Staff report November 2018 2. Fire & Rescue Bylaw update Currently being undertaken via Fire Chief comprehensive service review 3. Peninsula Emergency Measures Organization Currently being undertaken via Fire Chief comprehensive service review Engineering/Public Works 1. Infrastructure Master Plans Continued infrastructure assessment and refinement of infrastructure score card Finance 1. Update Fees & Charges Currently being developed at the staff level Corporate‐Wide 1. Review Service Levels Part of recommendations within September 11, 2017 staff report for adoption of service levels and standards 2. Staffing Levels Workforce capacity summary will be produced and incorporated each year in budget Appendix ‘B’ September 16, 2017 Page 179 of 401 ORGANIZATIONAL CAPACITY REVIEW: Executive Summary Page 180 of 401 1. Overview INTRODUCTION Amidst increased public expectations and dwindling resources, proactive local governments are investigating ways to ensure service expectations match organizational capacity. The District of Central Saanich Council identified an Organizational Capacity Review as one of its top five strategic priorities in 2016. To address this priority, management issued a Request for Proposals to complete a ‘pilot’ Organizational Capacity Review (OCR) of one department ‐ Planning and Building Service. Gordon McIntosh was retained to engage staff in exploring ways to maximize service effectiveness and efficiency for the pilot and subsequently all Departments. OBJECTIVES The stated aims of the Organizational Capacity Review (OCR) to achieve affective, efficient and great customer service were: 1. The District’s key service areas are aligned with needs of the community 2. Services are demonstrably efficient and effective 3. Staffing levels are appropriate for the current and future level of service demand 4. Organizational structure promotes efficient and effective service delivery 5. Service profiles inform current and future strategic and financial plans 6. Employee culture contributes to service and organizational success DELIVERABLES The key products from the OCR process are contained in the following reports for OCR: Planning & Building Services, OCR: Public Works & Engineering Services, OCR: Fire & Rescue Services, and Finance, Administration & Information Technology (& Corporate): • Create a list of services and activities ‐ Service Inventory • Assess services to identify service topics for exploration • Explore adjustment possibilities to address service topics) • Suggest adjustment actions compatible with existing capacity • Compare expectations with peer practices – Services Survey • Articulate indicators to monitor service delivery – Dashboard KEY ACTIVITIES Key milestones in the OCR process generally included: • Inventory Session ‐ functions and key services with service expectations • Assessment Session ‐ service delivery assessment to arrive a service topics • Possibilities Session ‐ service adjustment options • Action Session ‐ prioritized service adjustment targets • Report Back Session ‐ staff provide further input and feedback • Draft Documentation & Survey Results ‐ draft report • Council Update ‐ review outcomes and recommendations GUIDING PRINCIPLES The following aims guided this design of this organizational review process: • Help staff to explore ways to sustain current levels of services • Compare services over time or with other compatible service providers • Identify strategies for current service, new programs and operational strategies • Investigate ways to achieve efficiencies and workload balance • Develop a methodology that can be replicated by staff in the future 2 Page 181 of 401 LIMITATIONS The report is limited in scope to conclusions and recommendations based on information received from staff rather than in depth investigations of operations. As well, survey data interpretation is without detailed analysis of explanatory factors to simply determine the District’s location within a range among peers STEPS The OCR process is depicted in the following display: . Services Inventory ‐ activities and services with service expectations . Service Review ‐ ‘what works well’ and ‘areas for attention’ and culminates with the identification of service topics for further analysis. . Service Adjustment Possibilities ‐ options such as alternate delivery, technology, different standards, revenue alternatives and process refinements . Organizational Capacity ‐ reality check to determine service adjustment as short term ‘NOW’ or planned as ‘NEXT’ Service Adjustment Targets . Implementation responsibility is designated as: Council ‐ require political attention Systemic ‐ impact more than one function or department Operational ‐ pursue within staff operational plans . Regular Check‐ins are conducted using the Service Dashboard REPORT OUTLINE This report contains the following: 2. Key Observations based on staff input and ‘peer’ municipal study 3. Key Recommendations with all recommendations contained in Appendix 1 4. Key Service Indicators with the complete dashboard as Appendix 2 5. Key Service Excellence Actions with Operational Strategy Charts as Appendix 3 3 Page 182 of 401 2. Key OBSERVATIONS The Organizational Service Review involved a methodology that resulted in the creation of inventories of services, identification of service topics to explore, development of service adjustment possibilities, and determination of short term service adjustment actions for ten (10) District functions. Eighty‐four (84) services were reviewed to arrive at 103 service topics that were explored and resulted in 161 service adjustment possibilities filtered through a ‘reality check’ to arrive at 71 service adjustment actions for implementation. OCR OUTPUTS FUNCTION SERVICES TOPICS POSSIBILITIES ACTIONS Planning, Building Inspection, Bylaw 26 31 14 14 Enforcement & Community Services Public Works & Engineering 23 23 51 15 Fire & Rescue 12 26 34 17 Finance, Administration, IT (& Corporate) 23 23 62 17 TOTAL 84 103 161 63 METHODOLOGY The District’s Organizational Capacity Review (OCR) was a ‘ground‐level’ undertaking (versus external audit) to obtain staff’s insights to enhance service excellence. Some general observations include: It is important for Council to commit to the service adjustment actions designated for political attention. This will signal the significance of staff input and sustain the service excellence effort beyond a ‘review’. It is important to ‘close the loop’ on the disposition of the reports. Likewise, this effort will re‐enforce management’s regard for staff input and to the service excellence effort. To entrench service excellence as part of the corporate culture, the OCR should be updated prior to the annual budget process and within the District’s strategic priority setting process. The Operational Strategic Chart (Appendix 3) is a companion document to the District’s Strategic Priority Chart for this purpose. The survey of ‘peer’ municipalities was useful for some services and not others. There are some service areas where potential respondents were not willing or able to respond. This suggests that the District’s survey effort is ‘leading edge’ work and it should continue to participate in the LGMA benchmarking effort to garner future information. Another option to obtain information is one‐on‐one inquiry. This approach worked very well in the ‘pilot’ study through a facilitated peer session. It is suggested that hosting sessions with peers is a useful means to obtain best practice ideas for targeted service topics. A key output is the Services Dashboard that must be simple to use to garner external insights for service excellence. Over the next year, the success indicators should be monitored to determine which ones are easy to collect data for and are useful. 4 Page 183 of 401 FUNCTIONS The following key observation and conclusions are based on staff input and survey results. Fire Services The universal benchmark for fire services is response time. The District’s challenge in this regard drive the following key observations: Consistent 10‐minute response must be given top priority by Council Service levels need updating in the District’s Fire Services Bylaw Ultimately, Council needs to look at staff level options Parks Parks and open space maintenance is primarily judged on aesthetic perspectives (vs. acreage). Such qualitative expectations require consideration of: Emerging consequences of the ‘No Pesticide’ policy on the work program Unintended impact of park or facility design and transfer of volunteer projects Future park use to ensure quality user experience and natural preservation Utilities Water and waste water services are all about reliability. System problems or failures are critical to avoid: Inventory of spare parts and pumps to quickly respond to system problems System updates to avoid increased frequency of maintenance and repairs CRD trunk assessment to ensure maintenance capacity upon transfer from the CRD Roads Roads, sidewalks and ditches involve safety imperatives as well as aesthetic considerations. Primary concerns revolve around: Frequency of inspections or capacity to achieve policy expectations Infrastructure updates to avoid increased frequency of maintenance and repairs Public Works (General) Some cross‐cutting themes for parks, roads and utilities include: Third party protocols to ensure requests are not disruptive to scheduled work Equipment downtime reduction through adequate staffing and spare parts Defined service levels are required to guide organizational effort and resources allocations Engineering Application and project management are directly linked to community development. As construction activity increases mechanism are needed to: Applicant self‐help and processing options to address peak period demands Construction project management options to address peak period demands Asset management planning is essential to effectively manage future staff capacity Finance The focus for financial services is proactive thinking about organizational sustainability. Consequently, the areas for attention are systemic involving all District functions such as: User fee review to ensure enhanced and fair cost recovery Accurate asset inventory as a basis for long term capital and cash flow planning Administration The key to administration is a seamless support system for political and operational activities. Some areas for attention include (most items raised were transferred to the corporate category): Timely Council agenda package preparation One stop service portal at and efficiencies for the front counter Integrated record system for comprehensive data and easy access Information Technology 5 Page 184 of 401 Software and hardware are critical to maximize service efficiency and effectiveness. Changing organizational needs and technological innovations require: Police support review to ensure capacity to serve all District needs Help desk request volume decrease to ensure time for system maintenance GIS system is addressed in the Corporate section Planning Long range planning and development management are important for growth management. However, application processing displaces proactive planning requiring attention to: Staffing vacancy replacements to achieve the work program expectations Work program planning to allocate time for inquiries, applications and projects Organizational review to assess alignment of the Department’s services (done) Building Inspection Like planning services, building inspection (& business licensing) work is linked to community growth. It is an applicant‐driven service that has timeline expectations: Business license review is dealt with in the Corporate section Response time parameters are important guidance for staff and the applicant Bylaw Enforcement Bylaw has a dual focus – voluntary compliance that can be time‐consuming and endorsement which notionally is more efficient. File volume review to guide service approach or staffing requirements Criteria is needed to clearly move a file to enforcement tactics Community Services Community services has public services, internal maintenance and special projects. Each element has aspects that can be looked at to enhance to the overall portfolio Facility and park booking tools that enable the process to take less staff time Maintenance program monitoring to assess hotspots and staff capacity Special project details ensure expectations are compatible with staff work program There were Corporate cross cutting themes that applied to two (2) services and in many cases – all services. These require the attention of the CAO and management team: GIS system to ensure easy access to accurate information for evidence‐based decision making and daily work activity efficiency Human Resources coordination for various functions that are fragmented through various providers and/or ‘on the side’ of managers’/supervisors’ desks Call for Service Program will sustain and enhance the District’s reputation for quality customer services with system adjustments and organization‐wide implementation Tracking system is essential to achieve the organization’s expectations for customer service in terms of response and file completion timelines Work program impact for Council decisions, new services and additional projects needs to be known before decisions are made Dashboard monitoring is the ‘lightening rod’ to entrench service excellence as part of the corporate culture and integrated in District strategic and financial systems PEMO support to assess the District’s partnership role relative to other municipalities and its capacity to sustain support amidst internal requirements Business license program review to assess its utility and process 3. Key RECOMMENDATIONS OCR RECOMMENDATIONS (from Staff) Sixty‐three (63) recommendations are offered in Appendix 1. Many are for the attention of the Director responsible for the relevant service. 6 Page 185 of 401 Others require the attention of the CAO and management team as corporate items that cross over numerous services or significant service matters: Ensure Fire Response Time Consistency – maximize community safety Develop Human Resource functions – coordinate fragmented efforts Create Dashboard System – sustain service excellence efforts Establish Tracking System – monitor deviations from service timelines Assess Fees & Charges – maximize revenue potential Enhance Strategic Alignment – link Council priorities and operational strategies Define Project Parameters – ensure work program capacity is addressed Confirm Service Levels – guide staff activity and public expectations Enhance Call for Service – entrench program in corporate culture and processes Integrate GIS – create comprehensive and user‐friendly system Some will require the consideration of Council because they involve policy deliberations, strategic directions, community concerns and/or significant finances: Decide on Fire Response Time Option – take immediate remedial action Revise Fire & Rescue Bylaw – determine scope and level of service Review Service Levels – confirm scope and service timelines Undertake Master Plans – ensure infrastructure assessment accuracy Confirm Capital Plan – establish fiscal sustainability for infrastructure Review PEMO Arrangement – ensure partnership equity and capacity Update Fees & Charges – assess fee recovery aims and equity Consider Staffing Requests – discuss options to address noted OCR hotspots Determine Policy Directives – review policy impacts on organizational capacity STAFF CAPACITY STATUS (from Consultant) Much of the OCR process focused on sustaining or enhancing service delivery based on current service levels. Notwithstanding these service adjustment strategies, there are two emerging themes – staffing levels for service delivery and for service excellence. Based on staff input and peer survey results (not operational performance and staff work observation), three staffing insights (see Staffing Analysis Chart – next page) are offered: Current Staffing Hotspots for Service Delivery – staff feel capacity is inadequate to deal with service expectations given current volumes or conditions. These highlighted areas do not suggest other areas have surplus capacity and are linked to critical service imperatives only. Potential Staffing Shortages for Increased Demand – community growth trends, organizational factors and peer comparisons suggest areas to monitor closely. These services may reach a threshold whereby the desired service level can no longer be achieved amidst increased demand. Staffing Gaps for Service Excellence Efforts – ironically, the District may not actually have the current capacity to improve its future capacity. Some OCR‐generated short term and ad hoc projects require contracted expertise or help to set‐up up the appropriate base policy, system or analysis. Based on staff input and survey results the following current staff hotspots are: Fire & Rescue – needs attention to address response time challenges that likely involves additional career staff for a long‐term solution Roads – has difficulty to conduct inspection cycles and will need some help to undertake this task consistently if the current policy requirement remains Engineering – construction management is very time‐sensitive and help is required so it does not displace development management which is also time sensitive Planning – in December 2016, the ‘OCR Pilot Study’ ‘stated the Planner vacancy should be filled Administration – human resources and communication warrant consolidation of fragmented resources to establish an internal function 7 Page 186 of 401 STAFFING ANALYSIS CHART SERVICE HOTSPOT POTENTIAL GAP Notes FIRE X Y X Career staff for 10-minute Response Time Y Deputy Chief to help oversee operations PARKS Y Y Subject to service level review and growth ROADS X Y X Some help to achieve inspection cycle Y Subject to aging system & growth UTILITIES Y Z Y Subject to aging system & growth Z Specific help for CCTV program and CRD Trunk assessment PUBLIC WORKS Y Y Subject to mechanic/apparatus ratio review ENGINEERING X Y Z X Some help to oversee construction projects Y Application help – subject to growth Z Specific help for asset system Z Specific help for master plans & studies PLANNING X Z X Fill Planner vacancy Z Specific help for long range planning projects BUILDING INSPECTION Y Y Subject to service level & business license review & growth BYLAW ENFORCEMENT Y Subject to service level business license review & growth COMMUNITY Y Y Subject to facility maintenance request monitoring FINANCE ADMINISTRATION X Z X Consolidate resources for a Communication/HR function Z Record and FOIPP data systems INFORMATION TECH. Y X Help to sustain support & maintenance Y Subject to police service & PEMO review ORGANIZATIONAL EXCELLENCE – Call for Service, Z Z Specific help to implement OCR recommendations Tracking System, GIS Program……. Service areas to monitor for ‘potential’ staffing implications include: Future Parks staffing is dependent on ‘No Pesticide’ review, volunteer project/donated bench policy development, service level definition, enhanced equipment efficiencies and additional assets due to growth Future Roads & Utilities staffing is dependent on preventing aging system problems, enhanced equipment efficiencies and new assets due to growth Future PW Garage staffing is dependent on preventing aging equipment and vehicle problems and new apparatus acquisition due to growth Future Engineering & Planning staffing is dependent sustained (year‐round) and/or increased high growth–related activities as well as special project needs Future Information Technology staffing is dependent on the police support review, enhanced system components (OCR items – GIS, Dashboard & tracking and self‐help efforts Future Building Inspection and Facility Maintenance staffing is subject to monitoring the service levels and volumes relative to available staff time Some service adjustment actions and recommendations resulting from the District’s OCR and known special projects will require specific assistance such as: Utilities – external CCTV (or in‐house) capabilities and condition assessment of the CRD trunk to be transferred shortly Engineering – asset management system and long‐term capital plan Planning – community planning projects Administration – set‐up of the record management system and Freedom of Information and protection of Privacy (FOIPP) program Organization‐wide (Corporate) – various policy reviews, service level definition, Call for Service program review, tracking system and dashboard monitoring Just as important as thinking about current and future needs, is controlling new items generated by Council or staff. It is essential that the District implement work program management tools as mentioned elsewhere in this report: Strategic Priorities Chart – to visually enable Council to see and monitor the volume of strategic priorities 8 Page 187 of 401 Operational Strategies Chart – to enable Council and staff to see and monitor operational strategies and service adjustment actions Follow‐Up Action List – to record and monitor the volume and impact of Council requests for information and action required of staff Request for Decision – to ensure the impact of options on the staff work program, service delivery and/or other projects is known before a resolution is made Project Charter – to detail expectations, resources and staff time required to meet Council expectations for major initiatives Council Direction Request – to determine Council’s expectations and direction to avoid wasted staff effort or project scope misalignment 9 Page 188 of 401 4. Key INDICATORS Service indicators are observable expectations and measurable criteria to: Guide and assess service delivery excellence over time and with other peer providers. Planning processes development permits in 90 business days. Determine thresholds that signal staff capacity limitations as volumes increase with continued service level expectations. Planning can achieve a ‘90 day turn around’ for permits based on an average of 25 applications per year. Provide comfort or confidence in the organization or service. The District achieves a ‘clean’ audit each year. One hundred and sixteen (116) indicators are contained in Appendix 2. These are too many in the long run to collect information for, monitor and evaluate. It is suggested that the Interim Service Dashboard be used for 12 months and then assessed as to which indicators have utility given the effort to collect relevant data. The Services Dashboard is expected to be the hallmark for: Sustaining the organizational excellence efforts – continuous innovation Reporting on service delivery to the public – value for money Guiding allocation of resources and effort – performance & fiscal planning 5. Key ACTIONS The staff identified one hundred and sixty‐one (161) service adjustment possibilities. However, they cannot all be pursued due to human and fiscal capacity limitations. Reality check criteria were used to arrive a ‘low hanging fruit’ – service adjustment actions that could be accomplished within existing resources and work programs. The resulting sixty‐three (63) ‘NOW’ service adjustment actions require closer review to: ensure compatibility with work programs determine steps required to achieve the desired adjustment aims establish a target date for these steps It is difficult to manage two strategic products – Service Adjustments and Strategic Priorities and it is suggested that service adjustment actions be integrated into the District’s ongoing strategic priority process by: determining which Council, Corporate and Department OCR items should be placed on the Strategic Priority Chart creating a companion page – Operational Strategies Chart to go behind the Strategic Priority Chart (consolidate Appendix 3 items) As a final comment, it has become evident that the District is pursuing service excellence efforts that is leading edge work in the municipal sector. It is very different than service reviews, often undertaken by external ‘auditors’ using their criteria. The District’s OCR staff engagement efforts, peer municipal survey and peer professional networking and service indicators development are customized to produce ideas that motivate Council, management and staff to embrace service excellence as part of the corporate culture. However, the OCR process will be simply a ‘shelf product’, distant memory and negative motivator if the staff‐driven ideas are not: prioritized for action by Council and management progress reported back to staff noting accomplishments (& disappointments) and celebrated throughout the organization, community and municipal industry 10 Page 189 of 401 Appendices 1. Summary OCR Recommendations 2. Summary of Service Indicators 3. Service Action Charts Prepared by Dr. Gordon McIntosh, CGLM 11 Page 190 of 401 APPENDIX 1 STAFF RECOMMENDATION SUMMARY FIRE & RESCUE 1. That the Fire Chief and CAO monitor the Service Dashboard and that the CAO provide a report and proposed Dashboard to Council by December 2018 2. That the CAO examine the District’s risk exposure associated with its response times. A prudent measure for past and future development approvals. 3. That the Fire Chief initiate (and advise Council) on short‐term measures to enhance the District’s response time. Prior to the 2018 budget some efforts can be taken. 4. That the Fire Chief propose options to achieve a consistent 10‐minute response time service for Council discussion. This is critical! 5. That the Fire Chief provide an analysis (cost/benefit) of service level options to achieve Council direction for the preparation of a Fire Services Bylaw. 6. That the Fire Chief prepare a draft Fire Services Bylaw based on Council direction (#5 above). 7. That the District review its building requirements to ensure builders address the needs of marginal properties to the 10‐ minute response radius. 8. That the Fire Chief ensure the annual training program aligns scenario and Standard Operating Guidelines with weekly training topics. This effort is intended to enhance site and member response readiness while not adding to annual training hours. 9. That the Fire Chief review the Standard Operating Guidelines inventory to develop a targeted list for development and/or review. Some SOG’s are outdated and need to be incorporated in member training. 10. That the Fire Chief facilitate the determination or prioritized specialty training aligned with the Fire Service Bylaw. This action will ensure specialized training is service rather than member interest–driven and place less burden on POC members’ time commitment to develop and sustain a highly varied technical rescue skill set. 11. That the Fire Chief pursue the development of individual training profiles. This would enable members to self‐monitor their achievement or maintenance of core competencies and personal fitness aims. 12. That the Fire Chief ensure inspections are given attention as a core service. The current inspections backlog as well as pre‐ plan gaps and updates require immediate attention. 13. That the District review its arrangements to provide PEMO support services. The District should ensure its commitment is on par with other partners or adequately compensated. 14. That the Department develop criteria to select public education program and public awareness opportunities that are compatible with core service capacity. Proposed career staff schedule changes and expected core service focus require Department staff guidance in developing and sustaining public education initiatives as well as responding to requests. 15. That the Fire Chief work and District management ensure adequate District staff training is undertaken to ensure EOC set‐up and emergency response readiness. 16. That the Department set‐up an events/program calendar so POC members can volunteer to support public education programs. 17. That the District review enforcement options to deal with deficiencies at the time of fire inspections. Through the Fire Service Bylaw and District municipal ticketing authority. 12 Page 191 of 401 PUBLIC WORKS & ENGINEERING 1. That the District assess the CRD trunk condition to ensure future District capacity to maintain it. This will likely have more of an impact on the capital plan and funding unless it is problematic and not addressed in the operating budget ‐ resulting in increased workload. 2. That the District examine the business case for in‐house CCTV inspection capacity. This effort has merit given both the District’s vulnerability to limited vendors and ability to take preventive measures for an aging system. 3. That the District review the frequency requirements of or staff capacity for roads, sidewalks and catch basins inspection frequency. Either the frequency or capacity needs to be adjusted while ensuring prudent risk management. 4. That the District review the new/replacement sidewalk program for a safe and enhanced pedestrian environment. Prioritization is required within the Capital Plan. 5. That the District review the its ditch upgrade and culvert replacement program within the long‐term capital plan. Prioritization is required within the Capital Plan. 6. That the District review the implications of the No Pesticide policy. Either adjust the circumstances, applications or techniques. 7. That the District review the park and facility design process to ensure design implications for maintenance are addressed prior to approval. This primarily involves Parks and Community Services. 8. That the District develop a Volunteer Project Policy to ensure staff workload implications are known before support or a transfer is approved by Council. Assuming volunteer projects such as community gardens without staff resource allocations, places stress on regular park maintenance services. 9. That the District develop a parks and open space plan to guide park allocation, design and use. The open space system is a critical asset to the community’s quality of life and should be carefully planned for present and future parks the same as rest of the District’s infrastructure. 10. That the District review garage operation to ensure staff and parts capacity to maintain the current fleet and equipment. The aim is to minimize equipment downtime which in turn disrupts staff work program and service cycles. 11. That the Director propose a public works service level chart for review and approval by Council. This omnibus approach would ensure service levels are compatible with staff capacity and resources. 12. That the District review the process of internal or external work requests to minimize unplanned disruptions to scheduled work activities. The issue is not the request, but the advanced communication required to insert requests into the scheduled maintenance program so core services are not impacted. 13. That the District review the development pre‐plan and pre‐construction process to ensure developer and District awareness of expectations. It is felt that a documented understanding by the developer and District staff will clarify service notice and response recommendations. 14. That the Director review options to handle increased construction project management. This service is variable and casual or contract options appear most suitable. 15. That the District direct staff effort and resources to complete the asset management system and long term capital plan. This effort will clearly show Council and management what is required to sustain an infrastructure that matches the District’s service capacity. Otherwise, the aging and new infrastructure will require increase staffing levels or reduced service levels. 13 Page 192 of 401 CORPORATE, FINANCE, ADMINISTRATION & INFORMATION TECHNOLOGY 1. That the CAO and management monitor the pilot Service Indicators Dashboard and that the CAO provide a service capacity assessment report and proposed Service Indicators Dashboard to Council by December 2018. 2. That the CAO take steps to align operational strategies and Council priorities through the District’s priority setting process. Ensuring everyone is aligned enhances political confidence and staff motivation to maximize organizational effectiveness. 3. That the District complete the office layout analysis with a view to staff schedule efficiencies and customer service. 4. That the District review and update all ‘fees for service’. Equal attention should be given to ensure revenues are maximized in a fair manner for all services. 5. That the District ensure procedures are in place for the recording of new assets. Given the current and future development activity it is essential that the District have a system in place for timely and accurate asset transfers. 6. That the District review the police service agreement for current (and future) services relative to cost recovery and staff capacity. This effort focuses on proper cost centre delineation since the costs are paid from the same revenue base. As demands for Police and/or general services increase due to technological applications and/or volume, this service will be strained at its current levels. 7. That the District take steps to reduce the volume of help desk tickets. Efforts to ensure users can address more user concerns through the use of technology. 8. That the District review the ‘Calls for Service’ program to ensure response timeframes are defined for client awareness, staff certainty and Council support. Customer service is very important to the organization and this new initiative simply requires fine‐tuning to be an organization‐wide and consistently applied. 9. That the District ensure it has the system capacity to monitor all District document and inquiry processing for timeframe variances (delays). An integrated system is required that can handle diverse applications. 10. That the District devote managerial and staff effort to use the corporate tracking system and report actions to deal with timeframe variances. Logging appropriate information must be a part of the corporate culture and employee performance expectation. 11. That the CAO review the District’s structure and take or recommend measures to ensure human resource and communication matters are attended to. A significant cross cutting theme from staff input regarding human resource (HR) matters – coordinated staff training, new staff orientation and succession planning. As well there are HR activities undertaken on the corner of managers’ desks and some are outsourced. This area requires dedicated attention to ensure HR matters do not become problematic and affect service effectiveness and efficiency. 12. That the District review the Business Licensing Program. This review involves whether the program should exist and if so how should it be administered. 13. That the District develop an integrated GIS management strategy. Every service is impacted by having easy access to accurate information. Furthermore, a comprehensive system would ensure operational knowledge is not vulnerable upon staff departures. 14. That the District review the support services arrangement with PEMO. The review should focus on staff capacity impact and cost recovery. 15. That the District set‐up a system to collect and monitor dashboard indicator information. After a year’s use the value of the data and utility of the system can be adjusted to suit the District’s service excellence objectives. 16. That the CAO ensure the Request for Decision to clearly state work program, service capacity and/or service delivery impact for any new or special Council or organizational project (before a decision is made). This will ensure decision makers are aware of the consequences of major decisions. 17. That the CAO prepare a Project Charter to guide staff effort and Council expectations at the start of all approved projects. This will ensure realistic timeframes, expectations and level of staff effort as well as other resources are clearly defined. 14 Page 193 of 401 PLANNING, BUILDING INSPECTION, BYLAW ENFORCEMENT & COMMUNITY SERVICES 1. That the Director and CAO monitor the Service Parameters Chart (Pilot Service Dashboard) and that the CAO provide a report to Council by December 2018 on staff capacity status. 2. That the Director and CAO monitor the Service Parameters (Pilot Service Dashboard) and that the CAO propose a Department Service Dashboard to Council by December 2017. 3. That management provide the assistance required to immediately fill the current vacancy (and interim assistance as required). 4. That the Director propose (to Council) weekly staff times for public access. 5. That the Director establish scheduled planning project hours for staff. 6. That the CAO, upon completion of the Corporate OCR, conduct a functional structure review to ensure managerial and staff alignment meets District‐wide service and strategic objectives. 7. That the Director and CAO monitor the Service Parameters (see #1) and that the CAO provide a status report to Council by December 2018 for Bylaw Enforcement, Building Inspection and Business Licensing. Note: Recommendation #6 is applicable here as well to explore synergies among these three services for technological systems, administrative support and cross-training. 8. That the Director and CAO monitor the dashboard indicators (see #1) and that the CAO provide a status report to Council by June 2017 (same 2017???) for Building Maintenance. Note: Recommendation #6 is applicable here as well to explore technological systems and alternate service delivery methods. 9. That the Department complete the service topic and adjustment possibility analysis (Section 4 and Appendix 5 of the Report). It is estimated that a one day session is required to complete this activity. 10. That an annual Department OCR update be conducted as a preamble to the annual budget process. 11. That peer roundtables continue to be used for specific service topics to gain delivery benchmarks and best practices. 12. That the ‘NOW’ service adjustment actions be assessed within the District’s Strategic Priority Setting process. 13. That NOW service adjustment actions be highlighted in the District’s Strategic Priorities Chart to continually give attention to service excellence efforts. 14. That the management team dedicate time to analyze the systemic topics and develop service adjustment actions to enhance service excellence. 15 Page 194 of 401 APPENDIX 2 SERVICE DASHBOARD WORK IN PROGRESS CORPORATE, FINANCE, ADMINISTRATION & INFORMATION TECHNOLOGY August 19, 2017 INDICATOR Assessment CORPORATE Number of Full Time Employee Equivalents 90 employees Corporate Priority ‘Target Date’ Achievement 90% Operational Strategy ‘Target Date’ Achievement 90% Calls for service 2,000/year Call for service response – 1 day 90% ADMINISTRATION Late Council Items from administration < 2% FOIPP Files 6/100 hours/year MIA/District Claim Settlements 6/30 hrs./year Claim Settlements 60 hours/year Annual Legal Advice (non-litigation) $200,000/year Council/Council Committee Meetings – prep. & follow-up 130/year Council correspondence – 2-week response 350/year - 90% Council agenda/minutes posted on time 90% Staff Written Submissions 300 Council resolutions 2,000 Front counter – email, calls & in-person inquiries 5,000 FINANCE Accounts Payable, Utility Billing & Receivables Processed 6,500/year Accounts Payable & Receivables Processed – 30 days 95% Tax Notices by May 16 7,000 – 31M/year T4’s issued 186 Cash Receipting & Banking Transactions 40,000/year Licenses Issued 2,300 Financial Statements – on time (12) yes Utility Billing 17,400 Personnel Inquiries/Matters TBD Capital Projects on Budget yes Department Budget on Target yes Financial Management Certification yes INFORMATION TECHNOLOGY Police service hours 400 hours/year Failed system patches 0/year Help desk requests (tickets) 1,000/year Network Devices 250 Uptime on infrastructure - >1 hour 100% Cellphone/Mobiles 100 Manual Patches 1,000/1,200 hours/year Successful Back-ups 99% Security Intrusions 0% Page 195 of 401 WORK IN PROGRESS FIRE & RESCUE August 29, 2017 INDICATOR Assessment OPERATIONS Hall arrival time 5-minute variance - 90% Response from Hall to arrival time – 5-minute variance 90% Career Staff 4 POC volunteers 24 per station Volunteer turnover – 10% maximum/year Officer/Firefighters ratio (1/4) yes/no Medical responses - /year Structural Fire responses - X/year Non-Structural Fire Responses- X year Hazmat responses X/year Technical rescue- X/year PREVENTIVE Annual inspections - X/year Annual investigations - X/year Pre-plan new/ updates - X/year Public events - X/year Public education programs - X/year School awareness program - X/year TRAINING Net training hours X/year ADMINISTRATION Permits issued - Page 196 of 401 WORK IN PROGRESS PUBLIC WORKS & ENGINEERING August 20, 2017 INDICATOR (number) Assessment PUBLIC WORKS Equipment Downtime – 2 days 90% Employee Accident free days – 365 days 100% Safety Issue Follow-up – same day 100% Vehicle/Equipment Inspection Schedule 100% Vehicle/Equipment Maintenance Schedule 80% Public Complaint/Inquiry (non-urgent) response – 1 day 90% PARKS BC Landscape Standards 80% Turf Cycle Completion – 2 weeks 90% Irrigation System Leaks/Repairs 20/year Playground Inspection – 30 days 100% ROADS Road Inspection Cycle 1/year 90% Road Sweeping – 4/annual 90% Catch Basin Cycle – 2/year 90% Sidewalk Inspection Cycle 90% UTILITIES Drainage blockage 6/year Water quality compliance -365 days 100% Odour complaints 10/year System – mains breaks 10/year System – service breaks 20/year Meter Reading – on time – 120 days 100% Hydrant Valve exercising – annual 100% Hydrant tear down – 33%/year 100% System - Service breaks 20/year ENGINEERING Application timelines 90% Soil Permits 5/50 hours/year Unauthorized soil removal 5/150 hours/year Tree Permits 24/50 hours/year Engineering Drawing Submissions 12/1,200 hours/year Subdivision Application Reviews 12/36 hours/year Value of annual capital expenditures 1.0 M Building Permit Reviews 5/150 hours/year Utility Referrals 1,000/1,000 hours/year Engineering Drawings – District Projects 6/600 hours/year Engineering Drawings – Development 20/200 hours/year Special Projects 3/300/year Construction Project Management 4/year Page 197 of 401 WORK IN PROGRESS PLANNING, BUILDING, BYLAW ENFORCEMENT & COMMUNITY SERVICES December 2016 INDICATOR (number) Assessment PLANNING Permit Processing - 90 days to approval 25 applications annually Government Agency Referrals - Deadlines provided 25 requests annually Subdivision Applications- 90 days to PLA 6 applications annually Rezoning Applications - 180 days to approval 9 applications annually Planning Projects - 360 hours of allocation 3 projects BUILDING Board of Variance (BoV) Appeal – 15-day response 10 applications annually Residential Permits - 7-day response 150 permits annually Commercial Permits - 20-day response 50 permits annually Residential Inspections - 1-day response 1,200 inspections annually Commercial Inspections1-day response 450 inspections annually Internal Referrals - 10-day response 150 inspections annually Miscellaneous Permits - 7-day response 200 permits annually BYLAW ENFORCEMENT Investigation of Low Priority - 10 days 250 complaints per year Investigation - High Priority - 5-day response 150 complaints per year Mediation Services1 - 0 files per year 80% voluntary compliance Enforcement - 400 files per year __ voluntary/__ ticketing Legal Action - x files per year BUSINESS LICENSE New Applications - 10 days to decision 120 applications annually COMMUNITY SERVICES Park Use - 1-day response time 385 bookings annually Agreements / Contracts - 90-day response 5 agreements annually Facility Use - 1-day response time 50 bookings annually Facility Maintenance - High Priority: 1-day response 30 requests Facility Maintenance - Low Priority - 5-day response 1,000 requests Special Projects - 200 hours of allocation 3 major projects Page 198 of 401 APPENDIX 3 SERVICE ACTION CHARTS FIRE August 19, 2017 CORPORATE DEPARTMENT 1O MINUTE RESPONSE: Analysis Report (Council) WELLNESS COMMITTEE: Terms of Reference QUICK RESPONSE VEHICLE: Request (Council) TRAINING PROGRAM: Enhancements *2 FIRE SERVICES BYLAW: Service Levels (Council) INDIVIDUAL TRAINING PROFILE: Passport PRE-EMPTIVE TRAFFIC LIGHT: Marigold (Eng.) STATION 1 OFFICERS: Targeted Development DEPUTY CHIEF: Position Proposal (Council) STATION 1 FIRE FIGHTERS: Targeted Recruitment PEMO REVIEW: Responsibilities (Partners) POST-INCIDENT REPORTING: Template EMERGENCY OPERATIONS: IT Connectivity (IT) FIRE INSPECTIONS: Annual Schedule EOC: District Staff Training Checklist HIGH RISK PROPERTY FAMILIARITY: Schedule TRAINING GROUND: Concept (Council) STANDBY CREW ROSTER: Schedule OFFICER TRAINING: Customized Program POC SYSTEM: Modifications BOAT USE: Standard Operational Guidelines EMERGENCY OPERATION SET-UP: procedure PUBLIC WORKS & ENGINEERING August 21, 2017 PUBLIC WORKS ROADS OPERATIONAL OPERATIONAL EQUIPMENT ENHANCEMENT REQUEST INSPECTION FREQUENCY REVIEW FORM GARAGE- SPARE PARTS INVENTORY SERVICE CHART COUNCIL SPARE PARTS INVENTORY INSPECTION FREQUENCY REVIEW COUNCIL NEW SIDEWALK BUDGET PROPOSAL PW SERVICE POLICY UTILITIES PARKS OPERATIONAL OPERATIONAL ONSITE TABLET PROPOSAL PARK DESIGN PROCESS REVIEW SYSTEM INSPECTION RFP BENCH PROGRAM REVIEW CRD TRUNK TRANSFER- IMPACT DOG BAG SPONSORSHIP ASSESSMENT COUNCIL COUNCIL NO PESTICIDE POLICY REVIEW BENCH DONATION POLICY REVIEW ENGINEERING OPERATIONAL SELF-HELP GUIDES FUNCTIONAL REVIEW PLANNING/BUILDING MEETING SCHEDULE COUNCIL 25 YEAR CAPITAL PLAN TRAFFIC COMMITTEE REVIEW Page 199 of 401 \ FINANCE, ADMINISTRATION & IT (&CORPORATE) August 21, 2017 CORPORATE FINANCE OPERATIONAL OPERATIONAL STAFF LEARNING PLAN INITIATIVE DEVELOPMENT APPROVAL CHECKLIST GIS STRATEGY TRI-ANNUAL BILLING SCHEDULE DISTRICT OFFICE DESIGN EFT PROGRAM SIGN-UP STRATEGY OPERATIONAL STRATEGIES CHART COUNCIL RFD: WORK PROGRAM IMPACT DASHBOARD TRACKING SYSTEM COUNCIL BUSINESS LICENSE PROGRAM REVIEW PEMO SERVICE CONTRACT REVIEW ADMINISTRATION INFORMATION TECHNOLOGY OPERATIONAL OPERATIONAL AGENDA PREPARATION TIMELINE SERVER UPDATE STRATEGY PROGRAM CORRESPONDENCE FLOW ANALYSIS APPLICATION TESTING PROCEDURE FOLLOW-UP ACTION LIST DISTRIBUTION POLICE SUPPORT LEVEL REVIEW COUNCIL COUNCIL VISUAL IDENTITY GUIDELINES PLANNING, BUILDING, BYLAW & COMMUNITY SERVICES December 2016 BYLAW ENFORCEMENT COMMUNITY PLANNING OPERATIONAL OPERATIONAL BUSINESS LICENSE NON-PAYMENT DEDICATED LONG RANGE PLANNING TIME ASSESS VOLUME OF NON-COMPLIANCE DETERMINE APPLICATION VARIANCE TRIGGER COUNCIL COUNCIL REVIEW APPLICATION TIMELINES CONSIDER APPLICATION BYLAW DELEGATION OF AUTHORITY (INITIATED 06/2017) BUILDING INSPECTION COMMUNITY SERVICES OPERATIONAL OPERATIONAL 3-WEEK BUSINESS LICENSING PARK USER GUIDE (WEBSITE FORM - 05/2017) COUNCIL PARK USER ONLINE APPLICATION COUNCIL PARK USER FEE REVIEW Page 200 of 401 ORGANIZATIONAL CAPACITY REVIEW: Finance, Administration and Information Technology (& Corporate) Page 201 of 401 Organizational Capacity INTRODUCTION Amidst increased public expectations and dwindling resources, proactive local governments are investigating ways to ensure service expectations match organizational capacity. The District of Central Saanich Council identified an Organizational Capacity Review as one of its top five strategic priorities in 2016. To address this priority, management issued a Request for Proposals to complete a ‘pilot’ Organizational Capacity Review (OCR) of one department ‐ Planning and Building Service. Gordon McIntosh was retained to engage staff in exploring ways to maximize service effectiveness and efficiency for the pilot and subsequently all District Departments. This report provides the same background and methodological approach customized to the District’s Finance, Administration and Information Technology services as well as reporting on Corporate ‐ organization‐wide or systemic topics that emerged in two or more Departments or services. OBJECTIVES The stated aims of the Organizational Capacity Review to achieve affective, efficient and great customer service were: 1. The District’s key service areas are aligned with needs of the community 2. Services are demonstrably efficient and effective 3. Staffing levels are appropriate for the current and future level of service demand 4. Organizational structure promotes efficient and effective service delivery 5. Service profiles inform current and future strategic and financial plans 6. Employee culture contributes to service and organizational success DELIVERABLES The key products expected from the OCR process were: • Create a list of services and activities ‐ Service Inventory (Section 2 & Appendix 1) • Assess services to identify service topics for exploration (Sec. 2 & 3 and App. 1) • Explore adjustment possibilities to address service topics ‐ (Sec. 4 and App. 2) • Suggest adjustment actions compatible with existing capacity (Sec. 5 and App. 3) • Compare expectations with peer practices – Services Survey (Sec. 5 and App. 4) • Articulate indicators to monitor service delivery – Dashboard (Sec. 5 & App. 5) Note: This report is part of an Organizational Capacity Review Report series: OCR: Planning & Building Services OCR: Public Works & Engineering Services OCR: Fire & Rescue Services OCR: Summary Report 1 Page 202 of 401 KEY ACTIVITIES Key milestones in the Finance, Administration and Information Technology process included: • Inventory Session (July 7) staff prepared a base inventory of functions and key services along with some service expectations • Assessment Session (July 7) staff reviewed the service inventory to assess ‘what is working well’ and ‘areas for attention’ and to arrive a service topics that warranted further review • Possibilities Session (August 3) senior staff explored service adjustment options to address the service topics raised • Action Session (August 3) senior staff identified service adjustment targets and prioritized those for implementation in 2017 • Report Back Session (August 14) staff provided further input and feedback to the 2017 service adjustment targets and report highlights • Draft Documentation & Survey Results (September 7) draft report and develop conclusions and recommendations for submission • Council Update (September 18) review outcomes and recommendations emerging from the Organizational Capacity Review for all Departments REPORT OUTLINE This report documents the approach taken, session outcomes, emerging observations and areas for follow‐up: 1. SERVICE REVIEW ‐ describing the Organizational Capacity Review (OCR) process steps along with timelines, objectives and deliverables expected 2. SERVICE INVENTORY ‐ listing all services with key ‘activity’ descriptions and service excellence ‘expectations’ based on staff input 3. SERVICE ASSESSMENT ‐ determining what is working well (WWW) and areas for attention (AA) to select service topics for further exploration 4. SERVICE ADJUSTMENT ‐ exploring service adjustment possibilities for each service topic and determining ‘NOW’ (2017) and NEXT service adjustment actions 5. SERVICE EXCELLENCE ‐ examining the results of the peer municipality survey and summary of key observations and recommendations for Finance, Administration and Information Technology as well as Corporate ‐ organization‐wide service excellence efforts 2 Page 203 of 401 Service Review PROCESS 1 THE CAPACITY BOX An organizational capacity review (OCR) extends beyond finances to consider policy parameters, staff expertise and skills, revenue sources, alternate service providers, service expectations and the strategic context of the community. The organizational Capacity Box model depicts a range of service delivery decisions. New programs or service enhancements must be assessed whether they are outside or within the municipality’s mandate. Existing services can be deleted so new or enhanced programs and services can replace a previously occupied spot in the service agenda. Alternatively, current services can be improved to free up resources for these new programs or services. Sometimes service deletions and/or improvements merely enable the organization to sustain the delivery of remaining services. Some significant new programs or rising service demands may still not fit inside the capacity box and must be deferred or service levels changed until there are sufficient resources. Even with all these efforts, new programs or even existing services may require that a case be made to expand the capacity box or seek alternate ways to deliver the services. An organizational capacity review involves rethinking effectiveness ‐ “Are we doing the right things?” and efficiency, “Are we doing things, right?”. GUIDING PRINCIPLES The following aims guided this design of this organizational review process: • Help staff to explore ways to sustain current levels of services • Compare services over time or with other compatible service providers • Identify strategies for current service, new programs and operational strategies • Investigate ways to achieve efficiencies and workload balance • Develop a methodology that can be replicated by staff in the future LIMITATIONS The report is limited in scope to: • Arrive at conclusions and recommendations based on information received from staff rather than in depth investigations of operations • Interpret survey data without detailed analysis of explanatory factors to simply determine the District’s location within a range among peers 3 Page 204 of 401 STEPS Councils and staff traditionally reconcile existing services and new demands with available resources through the annual budgeting process. As in any household, periodically it is a good idea to clean out the closet, sort through things and re‐organize it. In a similar fashion, the OCR process is depicted in the following display: A Services Inventory with service expectations is a building block to ensure the review is comprehensive while not being too detailed nor vague. The Service Review step involves identifying ‘what works well’ and ‘areas for attention’ and culminates with the identification of service topics for further analysis. Service Adjustment Possibilities involve exploring options such as alternate delivery, technology, different standards, revenue alternatives and process refinements to achieve desired aims for each service topic. Organizational Capacity uses a reality check to determine service adjustment possibilities that can be pursued as service adjustment targets as short term ‘NOW’ Service Adjustment Actions in 2017 or planned as ‘NEXT’ Service Adjustment Targets. Implementation responsibility is designated as: • Council ‐ requiring political attention due to the action’s strategic or policy nature • Systemic ‐ adjustments impacting more than one function or department • Operational ‐ to be pursued by staff within operational plans Regular Check‐ins are conducted using the service indicators contained in the ‘Pilot’ Service Dashboard to sustain ongoing service excellence efforts 4 Page 205 of 401 Service INVENTORY 2 A foundational base to for the OCR process is the preparation of a complete, descriptive listing of services provided by a Department or function. ACTIVITIES Inventory templates were sent out to the appropriate lead staff to prepare a base inventory of services with at least three (3) key activities for each service (see Chart below). The inventories were reviewed by staff at the July 7 session (see Appendix 1). The main objective of the inventory activity was to provide an understanding for people who are not familiar with the service. KEY SERVICES INFORMATION FINANCE TECHNOLOGY ADMINISTRATION PAYABLES/RECEIVABLES APPLICATION SUPPORT MEETING MANAGEMENT LICENSING NETWORK SUPPORT RECORDS MANAGEMENT PAYROLL/BENEFITS HARDWARE STRATEGIC PLANNING CASH POLICE SERVICES SUPPORT INTER‐GOVERNMENTAL ACCOUNTING FIRE SERVICES SUPPORT HUMAN RESOURCES PROPERTY TAXATION RISK/LEGAL MANAGEMENT FINANCIAL REPORTING CORRESPONDENCE UTILITY BILLING RECEPTION POLICY/SPECIAL PROJECTS POLICY/SPECIAL PROJECTS EXPECTATIONS The next (and cornerstone) step was to identify service expectations or success indicators of what service delivery excellence looks like. If there is no understanding of what success looks like, there is no basis for an evaluation or an ideal to strive for. Further, there is no basis for staff and/or Council alignment on service delivery expectations and consequently guidance for day‐to‐day operations. Two types of expectations were solicited: Measurable ‐ quantifiable through percentage or numerical values such as 90% of ‘calls for service’ responded to in one day or less. Observable ‐ qualitative as a perception or feeling such as Council and administration seem aligned toward the organization’s strategic priorities. The service expectations were generated by staff at the July 7 and August 3 sessions (see Column 1 of Appendix 1 and example on next page). 5 Page 206 of 401 SERVICE / Activities & Expectations ASSESSMENT RECORDS MANAGEMENT Electronic Records FOIPP Requests Video Coordination Expectations Timely FOI requests Meet LGMA classifications terms Easy retrieval Up to date Proper retention Staff commitment The notion of seeking service excellence should be an ongoing organizational effort. However, if there is no prompt to regularly review services, the status quo may prevail. The Department Service Inventory should be reviewed annually at the beginning of the scheduled budget process. It can serve as a prompt for staff and Council to consider ways to be more effective and efficient. A regularly updated Service Inventory can also be an invaluable document for: • Orientation of new staff, members or elected officials • Review to ensure service expectations guide budget preparation • Reference in the District’s strategic planning process to ensure emerging priorities match organizational capacity • Consideration in the decision‐making process as Council makes decisions that may impact current service delivery capacity Considerations The Service Inventory’s activities and expectations should be kept current by Council resolution as service activities and expectations change due to: • Council decisions and policies • Accepted outcomes of relevant studies • Corporate directions and priorities • Legislative and Industry changes Note: These expectations as well as from other sources were considered in the preliminary development of a service indicators in the Pilot ‘Service Dashboard’ (see Section 5 and Appendix 5). 6 Page 207 of 401 Service ASSESSMENT 3 ASSESSMENT CRITERIA Staff used the service inventory activities and expectations, to assess ‘what is working well’ and ‘areas for attention’ for the delivery of each service considering: • Quality ‐ client satisfaction based on citizen survey results, Council feedback and/or citizen and client conversations • Reactive Capacity ‐ sense of being able to keep up with demand in a timely manner • Proactive Capacity ‐ ability to devote energy to preventive efforts, keep informed and get ahead of issues • Strategic Readiness ‐ time to adequately address operational strategies and Council priorities that meet Council expectations • Alternate Delivery ‐ options to undertake an activity in a more effective and efficient manner • System Alignment ‐ procedures and technology to streamline human effort and enhance the customer experience • Cost Recovery ‐ fees adequate to reflect individual versus public benefits while providing sources of alternate revenue to tax dollars SERVICE / Activities & Expectations ASSESSMENT RECORDS MANAGEMENT Electronic Records What Works Well: FOIPP Requests Records management plan Video Coordination Expectations Areas for Attention: Timely FOI requests FOIPP volume of requests Meet LGMA classifications terms Department Compliance for record keeping Easy retrieval FOIPP training for all staff Up to date Proper retention Staff commitment This assessment is found in column 2 of Appendix 1. SERVICE TOPICS Staff identified (July 7) service topics (see next page) for further exploration based on their perspective that some items had some rationale and potential for adjustment. 7 Page 208 of 401 SERVICE TOPICS IT FINANCE ADMINISTRATION CORPORATE SERVER UPDATES VISA ‐ PROCESS ACTIVITY REPORT TRAINING APPLICATION TESTING TRACKING SYSTEM STRATEGIC PRIORITIES GIS MAPPING/DATA MONITORING SYSTEM VENDOR STRATEGIC ALIGNMENT INTERNAL COOPERATION POLICE SERVICE BENEFIT PACKAGE STRATEGIC VISION SUCCESSION PLANNING EOC STAFF ORIENTATION COUNCIL REQUESTS OFFICE LAYOUT FDM (FIRE) SYSTEM COUNTER SERVICE PROCEDURAL BYLAW FIRST NATIONS GIS CASH FLOW COUNCIL MINUTES NEW STAFF PEMO FUTURE NEEDS ASSET MANAGEMENT RECORD MANAGEMENT PERFORMANCE MANAGEMENT IT TRAINING PURCHASING FOIPP LEADERSHIP CAPACITY SELF‐HELP TOOLS NEW SUBDIVISIONS FIRST NATIONS USER FEES NEW STAFF BILLING PERIOD SUPERVISOR COACHING SINGLE PORTAL TRAINING PROGRAM NONPAYMENT PERFORMANCE PLANNING BUSINESS LICENSE CENTRAL SAANICH BRAND POLICY FILING/UPDATES CALL FOR SERVICE RISK MANAGEMENT CLAIMS FILE CORRESPONDENCE FLOW LEGAL SERVICES Systemic topics emerged in two or more District Departments or functions were identified as Corporate Service Topics and are addressed in this report. Consideration The assessment was conducted by staff, limiting the scope to identify service topics that they will have ownership of and see potential merit in pursuing. To get a more complete perspective as service excellence efforts continue, it would be useful to obtain other vantage points such as Council, other District staff not directly involved in the affected service and service users. This approach is only suggested after Department staff have some traction in implementing and realizing the benefits of acting on service topics and ultimately, service adjustments actions. 8 Page 209 of 401 Service ADJUSTMENT 4 ADJUSTMENT STRATEGIES Service adjustments are ways to enhance service effectiveness and/or efficiency through: Revenue Sources • User Fees ‐ cost recovery formula to those who use the service • Levies ‐ special tax for those who benefit from the property specific program • Donations ‐ money or ‘in kind’ resources to assist in delivering a program • Cost Sharing ‐ cost sharing with other organizations • Sales ‐ sell services or products using ‘in‐house’ resources Level of Service • Frequency ‐ number of times the service is provided • Level ‐ scope or degree to which the service is provided • Efficiency ‐ ways to reduce resources required to deliver the service • Effectiveness ‐ whether the program is needed Alternate Delivery • Contract / Leasing ‐ purchase service or rent equipment • Volunteers ‐ individuals to provide services without direct compensation • Self Help ‐ assisting individuals to meet their own needs • Delegation – encourage/direct others to provide or reduce services • Vouchers ‐ enable user to select service provider by providing financial aid • Subsidies ‐ assistance to other providing a service Alternate Providers • Joint Ventures ‐ legal arrangement with others to provide a service • Franchise ‐ allow private interest to provide a service for a specified area • Privatization ‐ turn service over to an agency without government control Efficiency Efforts • Benchmarking ‐ legal arrangement with others to provide a service • Technology ‐ increase operational efficiency • Process Improvement ‐ simply procedures and practices ADJUSTMENT POSSIBILITIES Using the Solution Seeking Model ‐ a four‐step process familiar to Council and management through the District’s strategic process, each serviced topic can be explored. Desired outcomes if it is successfully addressed are identified. Next, adjustment possibilities to achieve the desired outcome are identified. Service targets are selected as preferred strategies for implementation. Sixty‐two (62) service adjustment targets were identified for potential implementation (See Appendix 3): 23‐ Administration 11‐ Information Technology 14 – Finance 14 – Corporate 9 Page 210 of 401 To ensure service adjustments can be implemented, each service adjustment target is assessed to determine if it can be shortlisted for short‐term attention. This assessment process is guided by the application of the District’s priority setting criteria: • Reality Criteria ‐ to ensure the possibility can be acted on NOW, otherwise NEXT or LATER (see Appendix 4.a) • Urgency Criteria ‐ to assess if there is a timeliness factor dictating immediate action (see Appendix 4.b) • Responsibility Criteria ‐ to determine if it falls within the political or administrative realm (see Appendix 4.c) SERVICE ADJUSTMENT ACTIONS Based on the number of topics, organizational capacity and the application of the reality, urgency and responsibility criteria, the service adjustment targets were translated into (see Service Excellence Chart – next page): NOW – in progress or could be done with existing resources NEXT – pursued when NOW items are completed or resources become available as well as Department – within the mandate of the function and its capacity Corporate – require Council/managerial approval and organizational resources The Service Excellence Chart captures the NOW service adjustment targets identified. It should be reviewed regularly by staff as a reminder of the organization’s focus to enhance service excellence. Key elements of this Service Excellence Chart should be included in the Department’s portion of the District’s Strategic Priorities Chart that is included in Council agendas, updated monthly by management and reviewed quarterly by the CAO with Council. SERVICE EXCELLENCE ACTION CHART CORPORATE FINANCE OPERATIONAL OPERATIONAL 1. STAFF LEARNING PLAN INITIATIVE 1. DEVELOPMENT APPROVAL CHECKLIST 2. GIS STRATEGY 2. TRI‐ANNUAL BILLING SCHEDULE 3. DISTRICT OFFICE DESIGN 3. EFT PROGRAM SIGN‐UP STRATEGY 4. OPERATIONAL STRATEGIES CHART 5. RFD: WORK PROGRAM IMPACT COUNCIL 6. DASHBOARD TRACKING SYSTEM COUNCIL 1. BUSINESS LICENSE PROGRAM REVIEW 2. PEMO SERVICE CONTRACT REVIEW 3. ADMINISTRATION INFORMATION TECHNOLOGY OPERATIONAL OPERATIONAL 1. AGENDA PREPARATION TIMELINE 1. SERVER UPDATE STRATEGY PROGRAM 2. CORRESPONDENCE FLOW ANALYSIS 2. APPLICATION TESTING PROCEDURE 3. FOLLOW‐UP ACTION LIST DISTRIBUTION 3. POLICE SUPPORT LEVEL REVIEW COUNCIL COUNCIL 1. VISUAL IDENTITY GUIDELINES 2. 10 Page 211 of 401 5 Service EXCELLENCE PEER MUNICIPALITY SURVEY A survey was undertaken by the Director of Finance to enable the District of Central Saanich to locate its finance, administration and information technology services among peer municipalities. Twenty‐four (24) municipalities with populations between approximately 11,000 and 30,000 were invited to participate in specific surveys for Finance, Administration and Information Technology. A summary of questions asked and key survey data summary is found in Appendix 4. OBSERVATIONS & RECOMMENDATIONS The following observations and recommendations reflect three (3) key elements of the Organizational Capacity Review Process for finance, administration and information technology services ‐ SERVICE INVENTORY, SERVICE INDICATORS and SERVICE CAPACITY based on: • Service Inventory, Assessment & Topics ‐ created through staff input • Service Dashboard ‐ based on staff, management and peer analysis • Staff Capacity ‐ using staff and management input as well as peer comparison • Excellence Strategies ‐ determined through staff discussion SERVICE INVENTORY The service inventory involved two key elements for each of the three (3) functions – ADMINISTRATION, FINANCE & INFORMATION TECHNOLOGY: • Services and several key activity highlights • Expectations ‐ insights to assess service delivery and staff capacity The Service Inventory serves as a comprehensive list of services provided by finance, administration and information technology services. It can be used for elected official and staff orientation, public awareness and budget structure. It should be updated as services are added or deleted and/or service levels are changed by Council. SERVICE INDICATORS Following the OCR staff engagement, success indicators were developed for monitoring in 2017/18 to establish service levels. This baseline can then be used to: • Compare service levels over time to determine and assess workload, project or process ‘hotspots’ • Compare service levels and organizational capacity with peers to gain insights to enhance efficiency and effectiveness • Evaluate capacity when volumes are below or above volume parameters to adjust the service indicators, service level or organizational capacity 11 Page 212 of 401 Based on staff‐generated service expectations, desktop research and survey results, it was determined that the most useful service parameters to establish success indicators for administration, finance and information technology services were: • Timelines – time to process transactions or inquiries • Volume – number of transactions undertaken Administration, finance and information technology are internal services that are not as visible to Council, the public or even other staff compared to external services provided to the public. Therefore; it is important to establish a baseline to monitor and assess staff capacity relative to service expectations and changing volumes. The interim service indicators for Finance, Administration and Information Technology as well as Corporate are contained in the pilot Service Indicators Dashboard (see App. 5) Recommendations 1. That the CAO and management monitor the pilot Service Indicators Dashboard and that the CAO provide a service capacity assessment report and proposed Service Indicators Dashboard to Council by December 2018. STAFF CAPACITY The Organizational Capacity Review did not involve an analysis of workflow, performance or procedures. Therefore, the status of staff capacity is based on staff and management input as well as comparing (the ‘survey’) delivery, volume and staffing factors relative to peer municipalities (‘peers’). The latter is subject to interpretations of data that may not catch explanatory nuances. Nevertheless, for the purposes of comparison, the information gained provides insights whether the District services are in the ‘high’, ‘average’ or ‘low’ range relative to peers. This section deals with staff levels for current service levels and the strategies developed by staff to maximize efficiency and effectiveness to enhance the capacity within existing service levels. ADMINISTRATION Observations The nine (9) municipal responses for the District’s ‘administration’ survey ranged from populations 10,000 to 20,000 with an overall average of 14,889 compared to 16,814 for Central Saanich. The Survey indicates that both the staff level (full time equivalent = Central Saanich – 4 FTE vs. average – 6 FTE) and associated budget (1.3M vs. 1.9M) are ‘lower’ among peers. Positions most frequently cited as included were the Chief Administrative Officer, Corporate Officer, Administrative Assistant, Communications and Human Resources. Central Saanich does not have the latter two positions. The volume of administration’s activities was ‘average’ for number of Council meetings, correspondence and special projects; ‘lower’ for FOIPP requests, staff reports and human resource matters; and ‘higher’ for number of Council resolutions. The balance of the survey data is difficult to interpret due to nonresponses or information with qualified conditions. Staff generated twenty (20) service topics and senior staff developed twenty‐three (23) service adjustment targets. Six (6) of the service topics reflected organization‐wide matters raised by two or more Departments or functions in their own OCR process and are covered in the ‘CORPORATE’ section. The balance of service topics primarily captured key document processing activities – correspondence, strategic priority updates, insurance claims, FOIPP requests and Council agendas. 12 Page 213 of 401 Interpretation Overall, the staff levels (and budget) appear to be ‘lower’ than peers while activity volumes appear ‘average’ overall. The survey data is not complete or robust enough to make any staffing level conclusions. However, it should be noted that ‘higher FTE’ peer municipalities have people dedicated to communications and human resource while the District does not. The full slate of human resource services includes performance planning and appraisal, labor relations, coordinated training, managerial support, recruitment, and orientation. Likewise, communication includes social media, updates, website, print media, public consultation, and community engagement. The staff‐generated service topics for ‘Administration’ and those associated with systemic matters affecting more than two Departments (‘Corporate’) focused on four (4) themes which are dealt with in the CORPORATE section of this report: Human Resources – employee orientation, training and succession planning Data/Document Management – GIS, policy, records and correspondence Customer Service – client expectations and ‘Calls for Service’ program Tracking System – response and process delay monitoring Recommendations 1. That the CAO take steps to align operational strategies and Council priorities through the District’s priority setting process. Ensuring everyone is aligned enhances political confidence and staff motivation to maximize organizational effectiveness. 2. That the District complete the office layout analysis with a view to staff schedule efficiencies and customer service. FINANCE Observations The seventeen (17) municipal responses for the District’s ‘finance’ survey ranged from populations 10,000 to 25,000 with an overall average of 15,294 compared to 16,814 for Central Saanich. The Survey indicates both the finance staff level (full time equivalent = Central Saanich – 6.0 FTE vs. average – 7.35 FTE) and associated budget (699,000 vs. 760,000) are ‘lower’ among peers. Positions most frequently cited as included in the FTE amount were the Chief Finance Officer and Deputy CFO, and a variety of Clerk positions. The volume of Finance’s activities was ‘average’ for number of accounts payable, tax notices and business licenses, and timing for budget development and vendor payment within 30 days; and ‘higher’ for number of credit card, utility billing transactions, dog licenses and financial reports as well as special projects. Staff generated fifteen (15) service topics and fourteen (14) service adjustment targets. Two reflected organization‐wide matters raised by two or more Departments or functions in their own OCR process and are covered in the ‘Corporate’ section. The balance of service topics primarily captured key document processing activities – corporate credit cards, payable/receivable tracking and utility billing, revenue management – user fees, nonpayment, subdivision onboarding and cash flow; and asset management. 13 Page 214 of 401 Interpretation Overall, the staff levels (and budget) appear to be ‘average’ among peers given the volume of significant document processing is slightly ‘lower’. Staff comments and the survey data do not suggest staff capacity issues at the time. It should be noted that the front reception coverage can be a scheduling challenge and at the time of this report, efforts are underway to explore physical and scheduling options to improve staffing arrangements and customer ‘one stop’ service at the main reception counter. The staff‐generated service topics for Finance and those associated with systemic matters affecting more than two Departments focused on 4 themes: Customer Service ‐ client expectations reception layout and ‘Calls for Service’ Tracking System – response and process variance monitoring Revenue – user fees, arrears collection, new subdivisions and cash flow Asset Management – new asset and subdivision on boarding Recommendations 3. That the District review and update all ‘fees for service’. Equal attention should be given to ensure revenues are maximized in a fair manner for all services. 4. That the District ensure procedures are in place for the recording of new assets. Given the current and future development activity it is essential that the District have a system in place for timely and accurate asset transfers. INFORMATION TECHNOLOGY (IT) Observations The fourteen (14) municipal responses for the District’s ‘information technology’ survey ranged from populations 10,000 to 25,000. The Survey indicates the IT staff level (Full Time Equivalent = Central Saanich – 2.0 FTE vs. average – 2.0 FTE) is ‘average’ among peers and associated budget is ‘higher’. It should be noted that higher budgets were aligned with municipalities including Central Saanich providing IT support to police services. Positions most frequently cited as included in the FTE amount were the IT Manager, IT Specialist, Website Coordinator, and Systems Analyst. The volume of Information Technology’s activities was ‘average’ for number of work stations and cell phone support; and ‘higher’ for number of help desk requests (and resolution), system upgrades and projects; and ‘lower’ for number of mobile devices. Staff generated nine (9) service topics and nine (9) service adjustment targets. The service topics primarily captured system support – servers, applications and GIS/data and support to specific services – fire, police, Emergency Operations Centre (EOC) and Peninsula Emergency Measures Organization (PEMO). Interpretation Overall, the staff levels (and budget) appear to be ‘average’ among peers. A definitive element of time allocation that differentiates the District from peers is time spent for police service support. Most peer municipalities do not provide IT support to police services and those that do have somewhat ‘higher’ staff levels and budgets. The staff‐generated service topics focused on three (3) themes: Police Service Support – current support, cost recovery, future needs Self‐Help – help desk requests, EOC set‐up, FDM status for Fire System Integrity – server updates, application patches, security monitoring 14 Page 215 of 401 Recommendations 5. That the District review the police service agreement for current (and future) services relative to cost recovery and staff capacity. This effort focuses on proper cost centre delineation since the costs are paid from the same revenue base. As demands for Police and/or general increase due to technological applications and/or volume, this service will be strained at its current levels. 6. That the District take steps to reduce the volume of help desk tickets. Efforts to ensure users can address more user concerns though user guides of technology. CORPORATE Nine (9) service topics were noted as impacting more than one Department or function. Senior staff developed eleven (11) service adjustments. These topics revolve around: Human Resources – training, succession planning & orientation GIS System – asset management, retrieval and integrated systems Call for Service program – response time, tracking It is the writer’s Canada‐wide observation that many communities around a population of 15,000 to 20,000 determine they can no longer have communications and human resources done on the corner or people’s desk or casually with part time help. Depending on dominant organizational challenges or opportunities – either these two functions or other services lack the attention they need from managers. Central Saanich is on the cusp of having to determine whether to continue its contractual arrangements for communications and human resources or to bring them in‐ house. The GIS system affects most Department’s ability to easily retrieve accurate information for tasks. An integrated system with staff commitment to data entry will have a significant impact on staff capacity by reducing ‘administrative’ time while enhancing customer response time and document processing. The Call for Service program is generally viewed as having merit to sustain the District’s high customer service culture and reputation. It now needs to be undertaken throughout the entire organization and entrenched in every persons’ performance expectations. Two (2) specific service topics require organizational attention. Business Licensing as to whether it should continue and if so how should it be administered. The impact of Peninsula Emergency Measures Organization (PEMO) support services on staff capacity. Two (2) other themes emerge from the writer’s perspective. The future focus on having a dashboard will require organization‐wide attention to ensure a system and staff commitment is in place to collect data for effective analysis for service excellence opportunities and service capacity pressure points. Beyond day‐to‐day service delivery, there are Council/Councilor requests monitored in the Follow‐ up Action Plan. As well there are special projects ‐ policies, studies, master plans and research not contained in the Strategic Priorities Chart or staff work programs that impact staff capacity. These initiatives are usually aligned with Council expectations and therefore have the potential divert staff effort and negatively impact service delivery. There is a need to define staff time limits for these items so they can be monitored like a regular service. Initiatives beyond staff capacity can be addressed by deferring the new project or existing projects, and/or secure additional resources 15 Page 216 of 401 Recommendations 7. That the District review the ‘Calls for Service’ program to ensure response timeframes are defined for client awareness, staff certainty and Council support. Customer service is very important to the organization and this new initiative simply requires fine‐tuning to be an organization‐wide and consistently applied. 8. That the District ensure it has the system capacity to monitor all District document and inquiry processing for timeframe variances (delays). An integrated system is required that can handle diverse applications. 9. That the District devote managerial and staff effort to use the corporate tracking system and report actions to deal with timeframe variances. Logging appropriate information must be a part of the corporate culture and employee performance expectation. 10. That the CAO review the District’s structure and take or recommend measures to ensure human resource and communication matters are attended to. A significant cross cutting theme from staff input regarding human resource (HR) matters – coordinated staff training, new staff orientation and succession planning. As well there are HR activities undertaken on the corner of managers’ desks and some are outsourced. This area requires dedicated attention to ensure HR matters do not become problematic and affect service effectiveness and efficiency. 11. That the District review the Business Licensing Program. This review involves whether the program should exist and if so how should it be administered. 12. That the District develop an integrated GIS management strategy. Every service is impacted by having easy access to accurate information. Furthermore, a comprehensive system would ensure operational knowledge is not vulnerable upon staff departures. 13. That the District review the support services arrangement with PEMO. The review should focus on staff capacity impact and cost recovery. 14. That the District set‐up a system to collect and monitor dashboard indicator information. After a year’s use the value of the data and utility of the system can be adjusted to suit the District’s service excellence objectives. 15. That the CAO ensure the Request for Decision to clearly state work program, service capacity and/or service delivery impact for any new or special Council or organizational project (before a decision is made). This will ensure decision makers are aware of the consequences of major decisions. 16. That the CAO prepare a Project Charter to guide staff effort and Council expectations at the start of all approved projects. This will ensure realistic timeframes, expectations and level of staff effort as well as other resources are clearly defined. 16 Page 217 of 401 Appendices 1. Service Inventory 2. Service Adjustment Possibilities 3. Service Adjustment (Priority Setting) Criteria 4. District Service Survey 5. Pilot Dashboard Prepared by Dr. Gordon McIntosh, CGLM 17 Page 218 of 401 Appendix 1 SERVICE INVENTORY ADMINISTRATION MEETING MANAGEMENT Agenda Preparation Minute Preparation Video Coordination What Works Well: Areas for Attention: iCompass System Department submission of agenda items Action Tracking System Minute taking standard Timely minute preparation Agenda preparation timelines Service Expectations: Metrics: Timely preparation of agenda Annual number of Council meetings Timely preparation of minutes Number of Council Committee meetings RECORDS MANAGEMENT Electronic Records Freedom of Information Contract Management requests What Works Well: Areas for Attention: Records management plan FOIPP volume of requests Department Compliance for record keeping FOIPP training for all staff Service Expectations: Metrics Timely FOI requests Annual FOIPP requests Meet LGMA classifications terms Easy retrieval Up to date Proper retention Staff commitment 18 Page 219 of 401 STRATEGIC PLANNING Council Process Staff Process Tracking System What Works Well: Areas for Attention: Vision to Priority Linkage Celebrate accomplishments Staff connect Alignment of work plans Service Expectations: Metrics Engaged Council Staff Awareness & Involvement Staying the course INTER‐GOVERNMENTAL RELATIONS Federal/Provincial First Nation Capital Regional District Municipalities UBCM & Associations Community Groups What Works Well: Areas for Attention: Tri‐meeting efforts Political network External administrative linkages First Nation relationship External political linkages Service Expectations: Metrics: Regular liaison Number of external meetings Appropriate contact network Consistent attention to regular contacts 19 Page 220 of 401 HUMAN RESOURCES Perforoasmce Management Recruitment Labor Relations Training Orientation What Works Well: Areas for Attention: Improved standards Performance planning Use of external expertise Coaching Services Staff on‐boarding Limited HR capacity Organized training Service Expectations: Metrics: Fair & equitable practice Consistent evaluation system Good workplace morale RISK/LEGAL MANAGEMENT MIA File Management Legal File Management Minor claims management What Works Well: Areas for Attention: Enterprise risk management Claims file policy Legal service access Reactive vs. proactive approach Service Expectations: Metrics: Timely file management Go/No Go Trigger Claims file Effective resolution of files 20 Page 221 of 401 CORRESPONDENCE MANAGEMENT Incoming Outgoing What Works Well: Areas for Attention: Handling public hearing input Correspondence protocols Duplication of effort Correspondence flow chart Service Expectations: Metrics Timely response Monthly volume of incoming Effective referral distribution Efficient Correspondence distribution RECEPTION Central phone system In‐person inquiries E‐mail Inquiries What Works Well: Areas for Attention: User‐friendly service Call for service program One stop service Service Expectations: Metrics Friendly service Monthly counter customers Well informed staff 21 Page 222 of 401 POLICY DEVELOPMENT AND SPECIAL INITIATIVES Business case analysis Policy updates Service reviews What Works Well: Areas for Attention: Public access Policy/bylaw update Consistent format Data Base Service Expectations: Metrics: Regular Updating 4 Strategic Projects completed in 2017 Well‐researched proposals Objective advice Easy access Public access 22 Page 223 of 401 FINANCE ACCOUNTS PAYABLE Process invoices/credit card Process cheques & EFT’s Maintain vendor records transactions What Works Well: Areas for Attention: Record retrieval Internal processing delays Timely payment Receipt to payment tracking Pre‐authorized payments Staff credit card statements Electronic Funds Transfers More vendors to ETF Service Expectations: Metrics: Invoices paid on time. Invoices Processed: 4600 Credit cards paid on time. Credit Card Transactions: 300 Accurate invoicing Timely input Proper reporting ACCOUNTS RECEIVABLE Invoice third parties Collections Reconciliations Year‐end closing First Nations Service Contract Billing What Works Well: Areas for Attention: Usually collect all the money Don’t know what is not provided Double check for accuracy Department communicating reimbursables Service Expectations: Metrics Prompt billing Invoices issued 240 Accuracy Timely collect High collection rate Timely reporting 23 Page 224 of 401 PERSONNEL Process payroll Maintain employee records Remittances & reporting Correspondence (garnishee, Benefit administration Year‐end closing employment confirmations) (Superannuation MPP T4) What Works Well: Areas for Attention: On time Timely timesheets Accurate Budget payroll Well informed staff Value for money – benefits? One‐on‐one service Staff orientation Accurate timesheets Service Expectations: Metrics Payroll paid on time Payrolls processed annually: CASH RECEIPTING & REVENUE COLLECTION In person cash Process mail/electronic Counter, email and phone payments inquiries PAWS Program Petty cash administration What Works Well: Areas for Attention: Counter coverage More frequent deposits Customer protocol Counter efficiency Sharing of knowledge PAWS Cross functionality Service Expectations: Metrics: 3‐day processing Transactions Processed 40,000 Continuous counter coverage Excellent Customer Care 24 Page 225 of 401 ACCOUNTING Record transactions Reconciliations ‐ Bank/Petty Bank Deposits Cash/Account Cash Management Asset Management Purchasing support What Works Well: Areas for Attention: Quarterly processing Cash Balances Real time accounting Asset management – updating Purchase policy compliance Service Expectations: Metrics: Timely record keeping Accuracy of entry Efficient transactions Timely new asset records PROPERTY TAXATION Assessment Rolls Subdivision processing Tax Sale coordination Deferments Homeowner grant administration What Works Well: Areas for Attention: High collection rate Subdivision tax processing Accurate notices Timely responses Service Expectations: Metrics: Accuracy Collection 30.1 million Timeliness of notices HOGS processed 5,175 Timely cash collection Tax Notices 7,100 Awesome responses to questions Accurate property files 25 Page 226 of 401 STATUTORY and POLICY REPORTING Financial Statements Annual Budget SOFI and LDGE Quarterly financial reports School tax, gas tax and HOG Strategic Plans reports Annual Report What Works Well: Areas for Attention: Exceptional reports Constantly adapting to needs Service Expectations: Metrics Reports files on time, accurate and complete GFOABC Award Achieved User Fees reviewed annually Meaningful User‐friendly Timely reports Legislative compliance UTILITY BILLING Trimester billings Account maintenance adjustments Final readings Year‐end close and transfer Rate maintenance to taxes What Works Well: Areas for Attention: Timely Onboarding new subdivisions Accurate Need system variance triggers Forgiveness policy? Service Expectations: Metrics Accuracy Bills issued ‐ 13,900 Timely processing 26 Page 227 of 401 DOG and BUSINESS LICENCING Annual billing Account maintenance Invoice new accounts/ adjustments Phone email and counter Collections Order and manage dog tags enquiries Penalty runs What Works Well: Areas for Attention: Coordinated response Collection of fees Service Expectations: Metrics Licences issued 2300 POLICY DEVELOPMENT AND SPECIAL INITIATIVES Business Case Analysis Policy Updates Service Reviews What Works Well: Areas for Attention: Capacity to deal with initiatives Service Expectations: Metrics: Well‐researched 4 Strategic Projects completed in 2017 27 Page 228 of 401 SERVICE INVENTORY CORPORATE APPLICATION SUPPORT Server Updates Application Installation & Help Desk Updates What Works Well: Areas for Attention: Windows Update Server Updates – after hours Application Testing Service Expectations: Metrics: Trained Users Annual Number of updates Timely Updates Annual Number of new applications Limited downtime Fire Services Linkage NETWORK SYSTEM SUPPORT Servers Data Management/Back‐Ups Security What Works Well: Areas for Attention: Monitoring System Monitoring System Service Expectations: Metrics Seamless Always On Redundancy Easy Access 28 Page 229 of 401 HARDWARE Building Systems Control Systems Video Equipment Work Stations Electric Charging Station What Works Well: Areas for Attention: Replacement Program Service Expectations: Metrics Timely issue resolution Annual Purchase Volume Effective replacement programs Annual Requests Resolved POLICE SERVICES SUPPORT Core Applications Desk Top Support Security External Connectivity Emergency Reponses Mobile Equipment What Works Well: Areas for Attention: Good relationship Service Level/Capacity Review Cost Allocation Defined service levels Service Expectations: Metrics: 24/7 response Annual number of requests Secure system Number of hours of support Annual transfer of funds FIRE SERVICES SUPPORT Core Applications Desk Top Support Security External Connectivity Emergency Reponses Mobile Equipment What Works Well: Areas for Attention: Special project technology implications Service Expectations: Metrics: Effective program selection Annual number of requests Prioritization according to capacity Number of hours of support Responsive to Department needs Annual transfer of funds 29 Page 230 of 401 Appendix 2 FINANCE, ADMINISTRATION & INFORMATION TECHNOLOGY (& CORPORATE) SERVICE ADJUSTMENT POSSIBILITIES(& TARGETS) August 9, 2017 TOPIC - Outcomes OPTIONS ACTION CORPORATE 1. TRAINING IDENTIFY CORE COMPETENCIES STAFF LEARNING PLAN INITIATIVE( NOW) COORDINATED, TARGETED, ADEQUATE DETERMINE STAFF NEEDS- LEARNING CORPORATE TRAINING PROGRAM FUNDING , INDIVIDUAL/CORPORATE NEED LINKAGE TO PERFORMANCE PLANS SEE ALSO # 9 LEADERSHIP CAPACITY ALIGNMENT REVIEW BUDGET PARAMETERS SEE ALSO # 8 PERFORMANCE MANAGEMENT 2. GIS MAPPING/DATA RESEARCH OPTIONS GIS STRATEGY (NOW) ACCURATE DATA, EASY RETRIEVAL, ASSESS CURRENT/FUTURE NEEDS SEE #1 – TRAINING INTEGRATED , COMPREHENSIVE, DEVELOP A STRATEGY 3. SUCCESSION PLANNING IDENTIFY FUTURE VACANCIES FUTURE VACANCIES LIST EMPLOYEE READINESS, SEAMLESS DETERMINE CANDIDATES TRANSITION DEVELOP CAREER PLANS 4. OFFICE LAYOUT REVIEW TRAFFIC FLOW DISTRICT OFFICE DESIGN( NOW) STAFF EFFICIENCY CUSTOMER SERVICE, EXAMINE LAYOUT OPTIONS SHARED PERSONNEL 5. FIRST NATION LIAISON GOOD RELATIONS, SHARED INFORMATION, ONGOING EFFORT RESOURCES , SERVICES & PRIORITIES 6. NEW STAFF – ON-BOARDING CREATE CHECKLIST EMPLOYEE ORIENTATION CHECKLIST CONSISTENT APPROACH, QUICK START-UP REVIEW PROCESS 7. LEADERSHIP CAPACITY ESTABLISH LEADERSHIP MODEL DISTRICT LEADERSHIP MODEL EFFECTIVE SUPERVISION, POSITIVE WORK CONDUCT NEED ASSESSMENT SUPERVISOR LEARNING PLAN ENVIRONMENT , PRODUCTIVITY ENHANCE COACHING SKILLS RE: #1 TRAINING LEADERSHIP DEVELOPMENT PROGRAM 8. BUSINESS LICENSE REVIEW NEED BUSINESS LICENSE PROGRAM REVIEW( NOW) Page 231of 401 FEE RECOVERY, COST/BENEFIT ANALYSIS CAPTURE NONPAYMENT FOR RENEWALS 9. PEMO SUPPORT REVIEW CURRENT SERVICES PEMO SERVICE CONTRACT REVIEW( NOW) CLEAR EXPECTATIONS, COST RECOVERY DETERMINE FUTURE SERVICE NEEDS 10. SPECIAL PROJECTS ENHANCE USE OF REQUEST FOR DECISION RFD TO STATE WORK PROGRAM IMPACT(NOW) CAPACITY IMPACT DEVELOP PROJECT CHARTER Appendix 2 ADMINISTRATION 1. ACTIVITY REPORT MAKE IT MORE RELEVANT FORMAT REVISION (NOW) USER FRIENDLY, RELEVANT MEET COUNCIL NEEDS 2. STRATEGIC PRIORITIES CHART – DISTRIBUTE REGULAR UPDATES REGULAR STRATEGIC UPDATE– IN PLACE STAFF AWARENESS CREATE OPERATIONAL STRATEGIES OPERATIONAL STRATEGIES CHART( NOW) STAFF AWARENESS & PUBLIC AWARENESS, POST STRATEGIC INITIATIVES ON WEBSITE LINKAGE TO DAY -TO-DAY OPERATIONS 3. STRATEGIC PRIORITIES CHART – LINK COUNCIL DIRECTIONS TO FISCAL CAPACITY PROJECT CHARTER DEVELOPMENT FISCAL LINKAGE STRATEGIC PRIORITY CONFIRMATION STEP BUDGET LINKAGE, WORKLOAD CAPACITY, FISCAL CAPACITY 4. STRATEGIC VISION – LINK SHORT TO LONG TERM DIRECTIONS PRIORITY LINKAGE TO BIG PICTURE, RETAIN STRATEGIC FRAMEWORK- ADOPTED LONG TERM VIEW 5. COUNCIL REQUESTS – REVIEW QUARTERLY TO PURGE IT FOLLOW-UP ACTION LIST DISTRIBUTION ACTION TRACKING DISTRIBUTE WITHIN WEEK QUARTERLY FOLLOW-UP ACTION LIST REVIEW EFFECTIVE FOLLOW-UP, COUNCIL CONFIDENCE , WORKLOAD MONITORING 6. PROCEDURAL BYLAW – AGENDA DEVELOP LATE ITEM CRITERIA PROCEDURAL BYLAW REVIEW( COUNCIL) PREPARATION ESTABLISH AGENDA PREPARATION TIMELINE AGENDA PREPARATION TIMELINE( NOW) CLEAR TIMELINES, ADHERENCE TO ENFORCE AGENDA SUBMISSION TIMELINE TIMELINES, LESS LATE ITEMS, MORE EFFECTIVE DECISION MAKING 7. COUNCIL MINUTES – FORMAT ENSURE RELEVANT INFORMATION RELEVANT INFORMATION, REDUCE TIME COUNCIL MINUTES STANDARD POLICY- ADOPTED 8. RECORD MANAGEMENT ESTABLISH FILE CATEGORIES( LGMA) RECORD MANAGEMENT POLICY CONSISTENT FILING, STAFF BUY-IN, EASY SET UP PAPER SYSTEM RECORD MANAGEMENT STAFF TRAINING RETRIEVAL, COMPLETE FILES INITIATE ELECTRONIC SYSTEM RECORD MANAGEMENT BYLAW( COUNCIL) Page 232of 401 9. FOIPP – PROGRAM SET UP PROGRAM FOIPP PROGRAM SET-UP - 2018 LEGISLATIVE COMPLIANCE, CUSTOMER ESTABLISH POLICY & FEE SCHEDULE SERVICE, COST RECOVERY 10. FIRST NATIONS – LIAISON PROGRAM MOVED TO CORPORATE CHART 11. NEW STAFF – ON-BOARDING MOVED TO CORPORATE CHART Appendix 2 12. SUPERVISOR COACHING - ACCESS MOVED TO CORPORATE CHART 13. TRAINING PROGRAM - COORDINATION MOVED TO CORPORATE CHART 14. PERFORMANCE PLANNING & MANAGEMENT MOVED TO CORPORATE CHART 15. CENTRAL SAANICH BRAND CONSISTENT LOOK VISUAL IDENTITY GUIDELINES( NOW) 16. CALL FOR SERVICE - REVIEW MOVED TO CORPORATE CHART 17. RISK MANAGEMENT EXPLORE HIGH RISK ASSESSMENT TOOLS RISK ASSESSMENT MANAGEMENT CHECKLIST COST REDUCTION, UNDERTAKE PREVENTIVE ASSESSMENTS 18. CLAIMS FILE DETERMINE SETTLEMENT THRESHOLDS CLAIMS FILE SETTLEMENT CRITERIA CONSISTENT APPROACH, SETTLEMENT CRITERIA 19. CORRESPONDENCE FLOW DETERMINE REFERRAL AUTHORITY CORRESPONDENCE FLOW ANALYSIS TIMELINE FOR RESPONSE, CLEAR STREAMLINE FLOW SEE ALSO #5 & #6 EXPECTATIONS, NONE FALL BETWEEN TRACK INPUT TO OUTPUT CRACKS 20. LEGAL SERVICE REVIEW LEGAL USAGE LEGAL SERVICE USE REVIEW UTILIZATION CONTROL, REDUCE COSTS, CONTROL ACCESS TO LEGAL SERVICES LEGAL SERVICE OPTIONS ENSURE REQUEST REQUIREMENT LEGAL SERVICE ACCESS POLICY Page 233of 401 Appendix 2 INFORMATION TECHNOLOGY 1. SERVER UPDATES SCHEDULED OUTAGES NOTICES SERVER UPDATE STRATEGY PROGRAM( NOW) REDUCED OPERATIONS DISRUPTION, ADJUST STAFF SCHEDULE REDUCE STAFF OVERTIME, ENSURE SYSTEM CURRENCY 2. APPLICATION TESTING OBTAIN USER COMMITMENT TO TESTING APPLICATION TESTING PROCEDURE( NOW) USER COMMITMENT, AVOID PROBLEMS, USE TRIAL & ERROR APPROACH TIMELY LAUNCH 3. MONITORING SYSTEM – PILOT SELECT APPROPRIATE SYSTEM SYSTEM SECURITY, LIMIT RISK CONDUCT PILOT SYSTEM IS IN PLACE- DONE EXPOSURE, LESS DOWNTIME, 4. POLICE SERVICE ENSURE ADEQUATE COST RECOVERY POLICE SUPPORT LEVEL REVIEW( NOW) SERVICE CONSISTENCY, DISTRICT NEEDS ALIGN SERVICE LEVEL WITH CAPACITY DEVELOP IT STRATEGY (POLICE) ARE MET, ADEQUATE COST CENTRE POLICE SUPPORT LEVEL DETERMINATION- FUTURE RECOVERY, PROJECTED GROWTH 5. EOC – SET-UP ENHANCE FIRE DEPARTMENT CAPACITY EOC: ‘FIRST ON SITE’ IT SET-UP CAPACITY TIMELY SET-UP, REDUNDANCY CAPACITY 6. FDM (FIRE) SYSTEM DETERMINE ADDITIONAL REQUIREMENTS FDM ASSESSMENT SUPPORT IT CAPACITY TO SERVICE ENSURE EFFECTIVE COMMUNICATION 7. GIS – INTERNAL WEBSITE EASY ACCESS, LESS REQUESTS OF STAFF MAP ON-LINE: PUBLIC – DONE MAP ON-LINE: INTERNAL (NOW) 8. IT TRAINING PROGRAMS INCLUDE IN CORPORATE CHART# 1 -TRAINING 9. HELP DESK HELP DESK USE MONITORING WORKLOAD IMPACT, PREVENTIVE MEASURES, STAFF SELF-HELP Page 234of 401 Appendix 2 FINANCE 1. CORPORATE VISA – SET PROCEDURAL GUIDELINES TARGET DELAYED REPORTS RECONCILIATION MONITOR VARIANCES TIMELY RECONCILIATION 2. TRACKING SYSTEM – TIMELY SET-UP MONITORING SYSTEM TRACKING SYSTEM SET-UP PAYABLES/ACCOUNTS RECEIVABLES 3. VENDOR – SIGN UP MORE VENDORS EFT PROGRAM SIGN-UP STRATEGY ELECTRONIC TRANSFER SIGN-UPS, SAVE TIME, PROVIDE INCENTIVE FOR SIGN-UP 4. BENEFIT PACKAGE SEEK OPTIONS TO MENU BENEFITS COMPETITIVE PROPOSALS COST REDUCTION, SEEK OPTIONAL SUPPLIERS 5. STAFF ORIENTATION MOVED TO CORPORATE CHART# 7 6. COUNTER SERVICE – FLEX-TIME STAFFING SCHEDULE FRONT COUNTER STAFFING SCHEDULE CONSISTENCY, KNOWLEDGEABLE STAFF, COLLABORATIVE DUTY SHARING SEE OFFICE LAYOUT - CORPORATE # 5 7. CASH FLOW – PROJECTIONS FORECAST LONGER TERM NEEDS LONG TERM CASH FLOW PROJECTION ID DEBT NEED, AVOID INTEREST CHARGES LINK TO 25 CAPITAL PLAN 8. ASSET MANAGEMENT – ENSURE DEVELOPMENT TRANSFERS DEVELOPMENT APPROVAL CHECKLIST( NOW) TIMELY RECORDING, COMPLETE RECORDS ENSURE ACCURATE COSTING SUBDIVISION – INDEPENDENT APPRAISAL 9. PURCHASING - POLICY POLICY REVIEW - DONE 10. SUBDIVISION – TAX/UTILITIES CREATE DOCUMENTATION PROCEDURE DEVELOPMENT APPROVAL– SIGN-OFF AVOID LOST REVENUE, TIMELY RECORDING 11. USER FEES - REVIEW COMPARE FEES TO OTHER MUNICIPALITIES INCREASED REVENUE, FAIRNESS, REDUCED DETERMINE COST RECOVERY AIM OMNIBUS FEE BYLAW - DONE TAX BURDEN, ASSESS COST RECOVERY RATE 12. BILLING PERIOD DETERMINE ANNUAL SCHEDULE TRI-ANNUAL BILLING SCHEDULE( NOW) CONSISTENCY, WORKLOAD BALANCING 13. SINGLE PORTAL SEE CORPORATE #5 OFFICE LAYOUT 14. NONPAYMENT DETERMINE SCOPE OF PROBLEM ARREARS COLLECTION POLICY INCREASED REVENUE FAIRNESS Page 235of 401 , , APPENDIX 3 SERVICE ADJUSTMENT CRITERIA SUCCESS LIKELY UNLIKELY LEGISLATIVE EASE Yes Maybe No POLICY CONSISTENCY Yes Maybe No CONTRACTUAL EASE Yes Maybe No POLITICAL WILL High Neutral Uncertain ORGANIZATIONAL CAPACITY High Medium Low SAVINGS REALIZED High Medium None TIME EFFICIENCY REALIZED Likely Maybe Not Likely TIMEFRAME FOR RESULTS Reasonable Challenging Unrealistic SUCCESS LIKELIHOOD High Medium Uncertain COMMUNITY SUPPORT High Average Low FISCAL RESOURCES Confirmed Available Difficult PARTNERSHIP POTENTIAL Ready Maybe Uncertain/No LEVERAGE OTHER RESOURCES Yes Maybe Uncertain/No ONGOING SUSTAINABILITY Likely Maybe Uncertain/No Page 236 of 401 APPENDIX 3 SERVICE ADJUSTMENT CRITERIA URGENCY URGENT NOT AS URGENT IMPERATIVE ‐ Requirement to Act Legislation No Legislation LIABILITY ‐ Risk Exposure Legal Inconvenience SAFETY ‐ Direct vs. Potential Threat Life ‐ Imminent Property Damage FINANCIAL ‐ Magnitude of Cost Significant Operational VISIBILITY ‐ Implications to Organization Negative Neutral PUBLIC BENEFIT ‐ Who receives outcomes? Most Few COMMUNITY NEED ‐ Who’s asking? At Large Minority Interest TIMELINESS ‐ Resource Alignment Unique Frequent STRATEGIC ‐ Linkage to goals /priorities Critical Useful OBLIGATION ‐ Commitment to others Contractual Casual LEADERSHIP ‐ Political Requirement High Low TIMELINE ‐ Imposed Timeframe Deadline None Page 237 of 401 APPENDIX 3 SERVICE ADJUSTMENT CRITERIA RESPONSIBILITY POLITICAL ADMINISTRATIVE Procedure or POLICY New or Change Implementation New or Change in Budget FINANCIAL Approved in Budget Staff Level EXTERNAL LINKAGE Political Level Service Quality CORPORATE IMAGE Agency Integrity Service Standards SERVICE LEVELS New or Terminate Implementation STRATEGIC DIRECTION New or Change Staff Performance PERSONNEL CAO Performance Ignore or Seek to Change LEGISLATION Interpretation Low Visibility SENSITIVITY High Visibility Permissible OBLIGATION New or Change in Contract MEMBER LIAISON Elected Official Staff Page 238 of 401 APPENDIX 4 SERVICE SURVEY 4.1 Administration Organizational Capacity Survey Questions Question 1: What is the population of your municipality based on the 2011 census or subsequent population change certified by the Minister of Community Sport and Cultural Development? (10,000‐11,999 12,000‐13,999 14,000‐15,999 16,000‐17,999 18,000‐19,999 20,000‐21,999 22,000‐23,999 24,000‐24,999 25,000 or more). Question 2: How many Full Time Equivalent (FTE) positions were dedicated to Corporate Administration in the last fiscal year? Please enter your answer as a numeral, using 0 or a decimal (e.g. '0.5', '2.25') if necessary. Include CAO, Corporate Officer and any other staff assigned to this department. (CAO, Corporate Officer, Administrative Assistant, Communications, Human Resources, Reception/Clerical). Question 3: What was the total gross expenditure budget for Administration in the last fiscal year (2016) ? Please answer in whole dollars. Question 4: Please indicate how many FTE positions were engaged in Corporate Administration during the last fiscal year in the following categories (please enter your answer as a numeral, including 0, if you have no staff in a category. Where a position served more than one role, please indicate a fraction that estimates the proportion of time spent in each role. As accurately as possible, please indicate the number (using whole numerals, including 0) of the following meetings, applications or activities in the last fiscal year by the following categories: Council meetings, Council resolutions considered (on average, per Council meeting), Committee meetings, Other public meetings, FOI requests received, Correspondence processed (Email or hard copy written), Documents filed (Records Management) on a monthly basis, Staff Reports produced, Insurance claims, Human Resource hires/fires/changes managed, Special Projects or Initiatives managed by CAO/Corporate Officer, Other (Please describe). Question 5: Please provide your best estimate of the percentage of total work time your Administration department staff collectively spend in the following work areas (Please enter you answer as a whole numeral; the total of all lines must equal 100). Reception, (in person, email and telephone, Council Administrative Support (agenda, minutes and meetings), Council and Committee Support (CAO/ Corporate Officer advice and Liaison), Procurement (supplies and any centralized procurement work), Correspondence Management (incoming and outgoing), Records Management Program (program leadership and administration filing), Freedom of Information and Protection of Privacy, Insurance Program (claims management, MIA etc.), Human Resource Management (Hires, Fires, Performance management, LTD, WorkSafe BC etc.), Legal Program (legal advice, litigation, legal review), External Relations, Strategic Planning, Policy Development, Special Projects and Initiatives, Authoring Reports to Council and Committees (CAO and Corporate Officer), Communications Program (website, social media, press releases, newsletters etc.), Elections Program ‐ during an average year (not in year of full election), Other (Please describe). Question 6: How many hours per day do you provide a staffed main reception counter? (e.g. full time 7 hrs per day). Question 7: Do you provide in person primary telephone answering or via an automated telephone system initially? In person phone answering, Automated phone system first. Question 8: On average, how much time would you estimate it takes for a member of the public to receive a response to a telephone or written (email or hard copy letter) request for routine information from Administration? Same Day, One to Two Days, Two to Five Days, Five to Ten Days, More than Ten Days Question 9: If you have any comments you would like to make to clarify unique circumstances or provide explanations about your answers, please do so here. Page 239 of 401 APPENDIX 4 Highlighted Graphs Page 240 of 401 APPENDIX 4 Page 241 of 401 APPENDIX 4 Page 242 of 401 APPENDIX 4 4.2 Finance Organizational Capacity Survey Questions Question 1: What is the population of your municipality based on the 2011 census or subsequent population change certified by the Minister of Community Sport and Cultural Development? (10,000‐11,999 12,000‐13,999 14,000‐15,999 16,000‐17,999 18,000‐19,999 20,000‐21,999 22,000‐23,999 24,000‐24,999 25,000 or more). Question 2: What was the total gross expenditure operating budget for the Finance Department in the last fiscal year (2016)? Please answer in whole dollars. Do not include debt, capital, fiscal transfers, technology or contingency ‐ just finance department operating please. Question 3: What was the total gross expenditure operating budget for the Finance Department that was charged or allocated to the Water Utility in the last fiscal year (2016)? Please answer in whole dollars. Question 4: What was the total gross expenditure operating budget for the Finance Department that was charged to the Sewer Utility in the last fiscal year (2016)? Please answer in whole dollars. Do not include debt, capital, fiscal transfers, technology or contingency ‐ just finance department operating please. Question 5: How many Full Time Equivalent (FTE) positions were dedicated to Finance in the last fiscal year? Please enter your answer as a numeral, using 0 or a decimal (e.g. '0.5', '2.25') if necessary. Include CFO, Manager of Finance and any other staff assigned to this department. Please do not include dedicated Technology staff ‐ there is a separate survey for that area. This answer should equal the total of your answers to question 6. Question 6: Please indicate how many FTE positions were engaged in Finance during the last fiscal year in the following categories (please enter your answer as a numeral, or a decimal (e.g. '0.5', '2.25') including 0, if you have no staff in a category. Where a position served more than one role, please indicate a fraction that estimates the proportion of time spent in each role. Please do not include Technology ‐ we will survey Technology separately. If you have a shared position that covers both finance and technology please split the position between both surveys. Exempt Management (CFO Deputy Or Managers), Accounting, Budgeting, Human Resources, Payroll, Cashier or Revenue collection, Investments and Cash Management, Accounts Payable, Property Taxation, Utility Billing, Business Licensing, Dog Licensing, Purchasing, Asset Management, Insurance (Claims, MIA and risk), Communications (including web and social media), Strategic Planning, Records Management, Other (Please describe) Question 7: As accurately as possible, please indicate the total number (using whole numerals, including 0) of the following meetings, applications or activities in the last fiscal year by the following categories. Please add any other significant ones. A best estimate for each is fine. Council or committee meetings attended by CFO or senior staff, Insurance claims processed, Number of staff paid via payroll, Total number of payrolls processed (count each payroll group separately), Number of new hires orientated and set up in payroll, Accounts Payable ‐ invoices processed, Credit Card transactions processed, Utility bills produced, Dog licences produced, Business licences produced, Tax notices produced, Purchase processes (RFP RFQ RFEI Tender etc.) coordinated, Investments and Cash Management, Strategic Planning, Significant Policy Development Projects or Special Initiatives managed, Financial Reports prepared for Management and Council, Other (Please describe). Question 8: Do you provide in person primary telephone answering or via an automated telephone system initially? In person phone answering, Automated phone system first. Question 9: On average, how much time would you estimate it takes for a member of the public to receive a response to a telephone or written (email or hard copy letter) request for routine information from Finance? Same Day, One to Two Days, Two to Five Days, Five to Ten Days, More than Ten Days. Question 10: On average, how much time would you estimate it takes for a vendor to receive payment after the invoice has been submitted? Five to Ten Days, Ten to Twenty days, Twenty to Thirty Days, Thirty to Sixty Days, More than sixty days. Question 11: On average, how often are financial reports provided to Council? Monthly, Quarterly, Annually, Not usually ‐ just the Financial Statements and budget each year, other (please specify). Question 12: On average, how long does the annual budget process take? Enter number of weeks please. Question 13: If you have any comments you would like to make to clarify unique circumstances or provide explanations about your answers, please do so here: Page 243 of 401 APPENDIX 4 Highlighted Graphs: Page 244 of 401 APPENDIX 4 AP Invoices Processed 25000 20000 15000 10000 5000 0 Invoices processed per Year Municipality Utility Bills Produced 60000 50000 40000 30000 20000 Bills per Year 10000 0 Municipality Page 245 of 401 APPENDIX 4 Investments and Cash Management 400 350 300 250 200 150 100 50 0 Investing activity per Year Municipality Page 246 of 401 APPENDIX 4 On average, how much time would you estimate it takes for a vendor to recieve paymenty after the invoice has been submitted? 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% Percentage of respondents 0.00% Five to Ten Days Ten to Twenty Twenty to Thirty Thirty to Sixty More than sixty days Days Days days Time Page 247 of 401 APPENDIX 4 4.3 Technology Organizational Capacity Survey Questions Question 1: What is the population of your municipality based on the 2011 census or subsequent population change certified by the Minister of Community Sport and Cultural Development? (10,000‐11,999 12,000‐13,999 14,000‐15,999 16,000‐17,999 18,000‐19,999 20,000‐21,999 22,000‐23,999 24,000‐24,999 25,000 or more). Question 2: How many Full Time Equivalent (FTE) positions were dedicated to Information Technology in the last fiscal year? Please enter your answer as a numeral, using 0 or a decimal (e.g. '0.5', '2.25') if necessary. Include Manager of Technology and any other staff assigned to this department. If you contract this service enter) and answer the next question. Question 3: If you contract with a third party for the provision of technology support services (rather than internal employees) please enter the annual dollar value of the contract and describe the level of service and your estimate of the equivalent FTE that the contract represents. Do not include regular support license contracts for Tempest Vadim iCompass etc. Question 4: Does your Information Technology Department also support a Municipal Police Force? Question 5: If you do provide support to your Municipal Police Force or civilian support for RCMP please describe the level of support, if it is 24/7 and any FTE directly assigned to Police that are not included in your department summary below. Question 6: What level of support do you provide to your Fire Department ie. 24/7 callout, regular office hours, best effort? Question 7: What was the total gross expenditure operating budget for Information Technology in the last fiscal year (2016) ? Please answer in whole dollars. Do not include capital replacement of equipment or special projects please. Question 8: Please indicate how many FTE positions were engaged in Information Technology during the last fiscal year in the following categories (please enter your answer as a numeral, including 0, if you have no staff in a category. Where a position served more than one role, please indicate a fraction that estimates the proportion of time spent in each role. Manager of Information Technology or equivalent, Assistant or Deputy Manager of Information Technology, Information Technology Specialist or equivalent, Business Analyst or equivalent, System Analyst or equivalent, Help‐ desk Specialist or equivalent, Technology Support, Website Coordinator, GIS Support, Administrative Assistant, Reception/Clerical, Other (Please describe). Question 9: As accurately as possible, please indicate the number (using whole numerals, including 0) of the following activities in the last fiscal year by the following categories. Please add others if we have missed any. Core Corporate Products Upgraded (Windows, Exchange, Office, Vadim Tempest iCompass GIS etc.), Help‐desk Tickets (Requests for service) received, Help‐desk Tickets (Requests for service) resolved, Workstations supported, Mobile devices supported (iPad, Laptop ), Cell phones managed, Central Phone System ‐ phones supported, Significant Projects or Special Initiatives undertaken, Other (Please describe). Question 10: Please provide your best estimate of the percentage of total work time all Technology staff collectively spend in the following work areas (Please enter you answer as a whole numeral; the total of all lines must equal 100). Helpdesk Support, Core product updates, Network System Maintenance, Police Service Support, Fire Department Support, Website and Social Media, Mobile Phones, Central Phone systems, Email system, Data management ‐ archiving retrieval etc., Security, Training, Special Projects and New Initiatives, Other (Please describe). Question 11: If you have any comments you would like to make to clarify unique circumstances or provide explanations about your answers, please do so here. Page 248 of 401 APPENDIX 4 Highlighted Graphs: Page 249 of 401 APPENDIX 4 ] Page 250 of 401 APPENDIX 4 Page 251 of 401 APPENDIX 5 CORPORATE, FINANCE, ADMINISTRATION & INFORMATION TECHNOLOGY SERVICE DASHBOARD WORK IN PROGRESS August 19, 2017 INDICATOR Assessment CORPORATE Number of Full Time Employee Equivalents 90 employees Corporate Priority ‘Target Date’ Achievement 90% Operational Strategy ‘Target Date’ Achievement 90% Calls for service 2,000/year Call for service response – 1 day 90% ADMINISTRATION Late Council Items from administration < 2% FOIPP Files 6/100 hours/year MIA/District Claim Settlements 6/30 hrs./year Claim Settlements 60 hours/year Annual Legal Advice (non-litigation) $200,000/year Council/Council Committee Meetings – prep. & follow-up 130/year Council correspondence – 2-week response 350/year - 90% Council agenda/minutes posted on time 90% Staff Written Submissions 300 Council resolutions 2,000 Front counter – email, calls & in-person inquiries 5,000 FINANCE Accounts Payable, Utility Billing & Receivables Processed 6,500/year Accounts Payable & Receivables Processed – 30 days 95% Tax Notices by May 16 7,000 – 31M/year T4’s issued 186 Cash Receipting & Banking Transactions 40,000/year Licenses Issued 2,300 Financial Statements – on time (12) yes Utility Billing 17,400 Personnel Inquiries/Matters ?? Capital Projects on Budget yes Department Budget on Target yes Financial Management Certification yes INFORMATION TECHNOLOGY Police service hours 400 hours/year Failed system patches 0/year Help desk requests (tickets) 1,000/year Network Devices 250 Uptime on infrastructure - >1 hour 100% Cellphone/Mobiles 100 Manual Patches 1,000/1,200 hours/year Successful Back-ups 99% Security Intrusions 0% Page 252 of 401 ORGANIZATIONAL CAPACITY REVIEW: Fire & Rescue Services Page 253 of 401 Organizational Capacity INTRODUCTION Amidst increased public expectations and dwindling resources, proactive local governments are investigating ways to ensure service expectations match organizational capacity. The District of Central Saanich Council identified an Organizational Capacity Review as one of its top five priorities in 2016. To address this priority, management issued a Request for Proposals and completed a ‘pilot’ Organizational Capacity Review (OCR) of one department - Planning and Building Services in early 2017. This report provides the same background and methodological approach customized to the District’s Fire & Rescue Services. OBJECTIVES The stated aims of the Organizational Capacity Review to achieve affective, efficient and great customer service were: 1. The District’s key service areas are aligned with needs of the community 2. Services are demonstrably efficient and effective 3. Staffing levels are appropriate for the current and future level of service demand 4. Organizational structure promotes efficient and effective service delivery 5. Service profiles inform current and future strategic and financial plans 6. Employee culture contributes to service and organizational success Gordon McIntosh was retained to engage fire and rescue staff and volunteers in exploring ways to maximize service effectiveness and delivery efficiency. DELIVERABLES The key products expected from the OCR process were: • Create a list of services and activities - Service Inventory (Section 2 & Appendix 1) • Assess services to identify service topics for exploration (Sec. 2 & 3 and App. 1) • Explore adjustment possibilities to address service topics - (Sec. 4 and App. 2) • Suggest adjustment actions compatible with existing capacity (Sec. 5 and App. 3) • Compare expectations with peer practices – Services Survey (Sec. 5 and App. 4) • Articulate indicators to monitor service delivery – Dashboard (Sec. 5 & App. 5) Note: This report is part of an Organizational Capacity Review Report series: • OCR: Planning & Building Services • OCR: Public Works & Engineering Services • OCR: Finance, Administration, Information Technology & Corporate) • OCR: Summary Report 1 Page 254 of 401 KEY ACTIVITIES Key milestones in the process included: • Inventory Session (April 20) Chief and staff prepared a base inventory of functions and key services along with some service expectations • Assessment Session (May 29) staff and members reviewed the service inventory as the basis to assess ‘what is working well’ and ‘areas for attention’ to arrive a service topics that warranted further review • Possibilities Session (May 31) Chief and staff explored options to address the service topics raised as well as other matters they were familiar with • Action Session (June 12) staff and members reviewed and added service possibilities to recommend some for potential action in 2017 • Report back Session Chief briefing for members on the service adjustment ideas planned for 2017 • Draft Documentation & Survey Results (July 18) review draft report and develop conclusions and recommendations considering the draft report and comparative study • Council Update (September 18) review outcomes and recommendations emerging from the Fire & Rescue service review REPORT OUTLINE This report documents the approach taken, workshop outcomes, emerging observations and areas for follow-up: 1. SERVICE REVIEW - describing each of the review process steps along with timelines, objectives and deliverables expected 2. SERVICE INVENTORY - listing all services with key ‘activity’ descriptions and expectations based on staff input and desk top research 3. SERVICE ASSESSMENT - determining what is working well (WWW) and areas for attention (AA) to select service topics (24) for further exploration 4. SERVICE ADJUSTMENT - exploring adjustment possibilities for each service topic and determining ‘NOW’ (2017) and ‘NEXT’ service adjustment actions 5. SERVICE EXCELLENCE - examining the results of the peer municipality survey and development of key observations and recommendations for Fire & Rescue services and organization-wide service excellence efforts 2 Page 255 of 401 Service Review PROCESS 1 THE CAPACITY BOX An organizational capacity review extends beyond finances to consider policy parameters, staff expertise and skills, revenue sources, alternate service providers, service expectations and the strategic context of the community. The organizational Capacity Box model depicts a range of service delivery decisions. New programs or service enhancements must be assessed whether they are outside or within the municipality’s mandate. Existing services can be deleted so new priority programs or expanding programs can replace a previously occupied spot in the service agenda. Alternatively, current services can be improved to free up resources for these new programs or services. Sometimes service deletions and/or improvements merely enable the organization to sustain the delivery of remaining services. Some significant new programs or rising service demands may still not fit inside the capacity box and must be deferred or service levels changed until there are sufficient resources. Even with all these efforts, new programs or even existing services may require that a case be made to expand the capacity box or seek alternate ways to deliver the services. A service capacity review involves rethinking effectiveness - “Are we doing the right things?” and efficiency, “Are we doing things, right?”. GUIDING PRINCIPLES The following aims guided this design of this organizational review process: • Help staff to explore ways to sustain current levels of services • Compare delivery over time or with other compatible service providers • Identify strategies for current service, new programs and strategic priorities • Investigate ways to achieve efficiencies and workload balance • Develop a methodological approach that can be replicated by staff LIMITATIONS The report is limited in scope to: • Arrive at conclusions and recommendations based on information received from members and staff rather than in depth investigations of operations • Interpret survey data without detailed analysis of explanatory factors to simply determine the District’s location within a range 3 Page 256 of 401 STEPS Councils and staff traditionally reconcile existing services and new demands with available resources through the annual budgeting process. As in any household, periodically it is a good idea to clean out the closet, sort through things and reorganize it. In a similar fashion, the OCR process is depicted in the following display: A Services Inventory with service expectations is a building block to ensure the review is comprehensive while not being too detailed or too broad. The Service Review step involves identifying ‘what works well’ and ‘areas for attention’ and culminates with the identification of service topics for further analysis. Service Adjustment Possibilities involve exploring options such as alternate delivery, technology, different standards, revenue alternatives and process refinements to achieve desired aims for each service topic. Organizational Capacity uses reality check criteria to determine which service adjustment possibilities can be pursued as short term ‘NOW’ Service Adjustment Actions in 2017- planned or budgeted as ‘NEXT’ Service Adjustments. Implementation responsibility is designated as: • Council - requiring political attention due to their strategic nature or policy • Systemic - cross cutting adjustments impacting more than one function or department • Operational - to be pursued by staff within operational plans Regular Check-ins are to be conducted using the service parameters contained in the Service Indicators Chart (‘Pilot’ Service Dashboard) to sustain service excellence efforts by monitoring and comparing service delivery over time and to ‘peer’ service providers. 4 Page 257 of 401 Service INVENTORY 2 A foundational base to for the OCR process is the preparation of a complete and descriptive listing of services provided by the Department. ACTIVITIES Inventory templates were sent out (August) to the Fire & Rescue Service Chief to prepare a base inventory of services with at least three (3) key activities as descriptors for each service. The main objective was to provide an understanding for people who are not familiar with the service. The inventories were reviewed by all staff at the June session with input from management and the consultants desk top research (see Appendix 1). FIRE & RESCUE – FUNCTIONS & Key Services PREVENTION OPERATIONS ADMINISTRATION TRAINING Inspections Specialized Response Office Basic Development Investigations Emergency Response Management Officer Development Public Education Emergency Program Pre-Planning Safety EXPECTATIONS The next (and cornerstone) step was to identify service expectations or success indicators. If there is no understanding of what success looks like, there is no basis for an evaluation or an ideal to strive for. Further, there is no basis for staff, member administration and/or Council alignment on service delivery. Two types of expectations were solicited: • Measurable - quantifiable through percentage or numerical values such as 90% of incidents are processed in 10 minutes or less • Observable - qualitative as a perception or feeling such as children enjoy the fire fighters’ presence in the class room The initial service expectations generated by staff (April 20) were augmented by comments offered by members (May 29). FUNCTION - SERVICE / Description & Expectations ASSESSMENT PREVENTION INSPECTIONS • Conduct scheduled visits • Review permit referrals • Monitor compliance via data base review Expectations Accurate reporting Work well with other agencies Keep current with regulations Desired frequency achieved Customer-friendly service 5 Page 258 of 401 The notion of seeking service excellence should be an ongoing organizational effort. However, if there is no prompt to regularly review services, the status quo may prevail. The Department Service Inventory should be reviewed annually - well before the budget process begins. It can serve as a prompt for staff and members (and Council) to consider ways to be more effective and efficient. A regularly updated Service Inventory can also be an invaluable document for: • Orientation of new staff, members or elected officials • Review to ensure service expectations guide budget preparation • Reference in the District’s strategic planning process to ensure emerging priorities match organizational capacity • Consideration in the decision-making process as Council makes decisions that impact current service delivery capacity Considerations The Service Inventory’s activities and expectations should be kept current by Council resolution as service activities and expectations change due to: • Council decisions and policies • Accepted outcomes of relevant studies • Corporate directions and priorities • Legislative and Industry changes Note: These expectations (success indicators) as well as from other sources were considered in the preliminary development of a Service Indicators Chart (‘Service Dashboard’ - see Section 5). 6 Page 259 of 401 Service ASSESSMENT 3 ASSESSMENT CRITERIA Staff and members used the service inventory activities and expectations, to assess ‘what is working well’ and ‘areas for attention’ for the delivery of each service considering: • Quality - client satisfaction based on citizen survey results, Council feedback and/or citizen/client conversations • Reactive Capacity - sense of being able to keep up with demand in a timely manner • Proactive Capacity - ability to devote energy to preventive efforts, keep informed and get ahead of issues • Strategic Readiness - time to adequately address operational strategies and Council priorities that meet Council expectations • Alternate Delivery - options to undertake an activity in a more effective and efficient manner • System Alignment - procedures and technology to streamline human effort and enhance the customer experience • Cost Recovery - fees adequate to reflect personal versus public benefits while providing sources of alternate revenue to tax dollars FUNCTION - SERVICE / Description & Expectations ASSESSMENT What Works Well (WWW) & Areas for Attention (AA) PREVENTION INSPECTIONS WWW • Conduct scheduled visits Good business relations Achieve high level of compliance • Review permit referrals Defined referral timelines • Monitor compliance via data base review Good frequency of inspections Expectations Routine inspections are up to date Accurate reporting Work well with other agencies AA Keep current with regulations No compliance tools Desired frequency achieved Cumbersome data system Customer-friendly service Enhance coordination with planning Department Timely District permit processing This assessment is found in column 2 of Appendix 1. SERVICE TOPICS Department staff and members (May 29) short listed (see next page) twenty-six (26) service topics for further exploration based on their perspective that some items had some rationale and potential for adjustment: • Doable with limited additional resources • Good return for effort on service efficiency • Workload impact could be favourably impacted in the short term 7 Page 260 of 401 SERVICE TOPICS (May 2017) Rank Annual Physical Fitness 14 Training followed by Scenarios 14 Station 1 & 2 Response Times 13 Frequency of Site Tours 10 More "Right Seat Ready" Eligibility 9 Individual Training Plans 9 Improve Specialized Training 7 Specialized Teams 7 SOG to accompany Lesson Plan for Training 7 Auto Aid - High Risk Building Familiarization 7 Learning High Risk Properties 5 Station Officer Response Designate 5 Multi Agency Training 5 More Scenario Training 3 Volunteers to Hall Quicker 3 Volunteer Involvement in Pub. Ed 2 Use of Social Media 2 SOG Compliance/Awareness 2 Dispatch Protocol - More info 2 Training on IPad 2 Create Teams - For Specialized Response 2 Get Fire Safety House up and Running 1 Involve Firefighters in Pre-Plans 1 Updated Pre-Plans (New/Old Buildings) 1 Enhance Fire Services using the Volunteers 1 Quick Response Vehicle 1 Consideration The assessment was conducted by staff and members. As an initial scan, this limits the scope to identify service topics that they will have ownership of and see potential merit in pursuing. To get a more complete perspective as service excellence efforts continue, it would be useful to obtain other vantage points such as Council, other District staff not directly involved in offering fire and rescue services and service users. This approach is only suggested after Department staff have some traction in implementing and realizing the benefits of acting on service topics and ultimately, service adjustments. 8 Page 261 of 401 Service ADJUSTMENT 4 ADJUSTMENT STRATEGIES Service adjustments are possible ways to achieve service excellence - effectiveness and/ or efficiency through: Revenue Sources • User Fees - cost recovery formula to those who use the service • Levies - special tax for those who benefit from the property specific program • Donations - money or ‘in kind’ resources to assist in delivering a program • Cost Sharing - cost sharing with other organizations • Sales - sell services or products using ‘in-house’ resources Level of Service • Frequency - number of times the service is provided • Level - scope or degree to which the service is provided • Efficiency - ways to reduce resources required to deliver the service • Effectiveness - whether the program is needed Alternate Delivery • Contract / Leasing - purchase service or rent equipment • Volunteers - individuals to provide services without direct compensation • Self Help - assisting individuals to meet their own needs • Delegation – encourage/direct others to provide or reduce services • Vouchers - enable user to select service provider by providing financial aid • Subsidies - assistance to other providing a service Alternate Providers • Joint Ventures - legal arrangement with others to provide a service • Franchise - allow a private interest to provide a service for a specified area • Privatization - turn the service over to an agency without government control Efficiency Efforts • Benchmarking - legal arrangement with others to provide a service • Technology - increase operational efficiency • Process Improvement - simply procedures and practices ADJUSTMENT POSSIBILITIES Each emerging service adjustment possibility was examined to identify desired outcomes along with options or ways to achieve the desired outcome are explored and a ‘preferred strategy’ or option is selected (See Appendix 2). Thirty-four (34) service adjustment possibilities were identified. Each shortlisted adjustment possibility is assessed to determine if it can be shortlisted for short-term attention as a ‘NOW’ or ‘NEXT’ service adjustment. This assessment process is guided by the application of the District’s priority setting criteria: • Reality Criteria - can it be acted upon ‘NOW’ (see Appendix 3.a) • Urgency Criteria – is there a timeliness factor (App. 3.b) • Responsibility Criteria – is it political or administrative (App. 3.c) 9 Page 262 of 401 SERVICE ADJUSTMENT ACTIONS Based on the number of topics, organizational capacity and the application of the reality, urgency and responsibility criteria, the service adjustment possibilities were translated into (see Service Excellence Chart – next page): • NOW – items in progress or could be done within existing resources • NEXT – pursued when NOW items are done or resources are available as well as • Department – within mandate of Fire and Rescue authority and capacity • Corporate – require Council/managerial approval and/or resources The Service Excellence Chart captures the service adjustments identified for each of these four categories. It should be reviewed regularly by staff and members as a reminder of the organization’s capacity to enhance service excellence. Key elements of this service excellence chart should be included in the Department’s portion of the District’s Strategic Priorities Chart included in Council agendas, updated monthly by and reviewed quarterly by the CAO with Council. SERVICE EXCELLENCE ACTION CHART NOW CORPORATE DEPARTMENT 1. 1O MINUTE RESPONSE: Analysis Report (Council) 1. WELLNESS COMMITTEE: Terms of Reference 2. QUICK RESPONSE VEHICLE: Request (Council) 2. TRAINING PROGRAM: Enhancements *2 3. FIRE SERVICES BYLAW: Service Levels (Council) 3. INDIVIDUAL TRAINING PROFILE: Passport 4. PRE-EMPTIVE TRAFFIC LIGHT: Marigold (Eng.) 4. STATION 1 OFFICERS: Targeted Development 5. DEPUTY CHIEF: Position Proposal (Council) 5. STATION 1 FIRE FIGHTERS: Targeted Recruitment 6. PEMO REVIEW: Responsibilities (Partners) 6. POST-INCIDENT REPORTING: Template 7. EMERGENCY OPERATIONS: IT Connectivity (IT) 7. FIRE INSPECTIONS: Annual Schedule 8. EOC: District Staff Training Checklist 8. HIGH RISK PROPERTY FAMILIARITY: Schedule 9. TRAINING GROUND: Concept (Council) 9. STANDBY CREW ROSTER: Schedule 10. OFFICER TRAINING: Customized Program 11. POC SYSTEM: Modifications 12. BOAT USE: Standard Operational Guidelines 13. EMERGENCY OPERATION SET-UP: procedure NEXT CORPORATE DEPARTMENT • ‘Target Solutions’ Software Request (budget) • Personal Fitness Assessment • Deputy Chief Consideration (budget) • Personal Fitness Resource Library • Training Ground Proposal (budget) • Wellness Opportunities Schedule • Record Management System Proposal (budget) • Personal Fitness Passport • Building Bylaw Update (as required) • Curriculum/SOG reference Matrix • Pre-emptive light specifications (Engineering) • Core Competency Checklist: with Specialties • Specialized Service Contracts (as required) • Pre-plan update: schedule (time allocation) • Review Hazmat Contract (2019) • Public Education: Scope Review • Revise Pre-Plan Format: Standardize *1. Prioritized special services, response time defined, *2. iPad Training, Critical thinking Approach, Station Team Time (Monthly), scenario-based, SOG referenced 10 Page 263 of 401 Service EXCELLENCE PEER MUNICIPALITY SURVEY 5 The Director of Finance undertook an on-line survey of ‘peer’ departments. Twenty-four (24) municipalities between approximately 11,000 and 30,000 were invited to participate. Twenty-one (21) responded. Survey questions were based on the District’s service inventory’s activities and expectations and Fire Chief. Key survey data summary is found in Appendix 2. OBSERVATIONS & RECOMMENDATIONS The following observations and recommendations reflect three (3) key elements of the Organizational Capacity Review Process for Fire & Rescue Services - SERVICE INVENTORY, SERVICE INDICATORS and SERVICE CAPACITY based on: • Service Inventory, Assessment & Topics - created through staff input • Service Dashboard - based on Fire Chief, management and peer analysis • Staff Capacity - using staff and management input as well as peer comparison • Excellence Strategies - determined through staff discussion SERVICE INVENTORY The service inventory involved two key elements for each of the four functions – PREVENTION, TRAINING, OPERATIONS & ADMINISTRATION: • Services and several key activity highlights • Expectations - insights to assess service delivery and staff capacity The Service Inventory serves as a comprehensive list of services provided by the Department. It can be used for elected official and staff orientation, public awareness and budget structure. It should be updated as services are added or deleted and/or service levels are changed by Council. SERVICE INDICATORS Following the OCR staff engagement, success indicators were developed for monitoring in 2017 to establish a service level baseline. This service baseline can then be used to: • Compare service levels over time to determine ‘hotspots’ • Compare services with peers to gain insights to efficiency and effectiveness • Assess reasons for processing timelines being exceeded • Evaluate capacity when activity is below or above volume parameters It was determined that the most useful parameters for Fire and Rescue were: • Response Time – compliance with, or variance from, BC Building Code’s BC 10- minute standard • Incident readiness – number of qualified personnel • Call Volume - for fire and medical incidents Some other service data is also important to locate the District’s services among peers: • Number of career and Paid on Call (POC) personnel • Annual budget amount and percentage of District budget • Number of properties protected Recommendations 1. That the Fire Chief and CAO monitor the Service Dashboard and that the CAO provide a report and proposed Dashboard to Council by December 2018. 11 Page 264 of 401 STAFF CAPACITY The Organizational Capacity Review did not involve an analysis of workflow, performance or procedures. Therefore, the status of current staffing capacity is delivery, volume and staffing factors relative to peer municipalities (‘peers’). The latter is subject to interpretations of data that may not catch explanatory nuances. Nevertheless, for the purposes of comparison, the information gained provides insights whether the District services are in the ‘high’, ‘average’ or ‘low’ range. This section deals with whether there are significant gaps for current service levels and strategies developed (to date) to maximize efficiency and effectiveness to enhance the capacity within existing service levels. This report is limited to offering the following for each of the 4 functions: • Observations based on member insights and survey response • Interpretation by the facilitator based on the information gathered • Options offered by Department members • Recommendations by the facilitator for next steps OPERATIONS Observations Central Saanich’s general features are ‘average’ in population size and ‘higher’ in land mass and dwellings than responding peers. These latter two features are important when considering service delivery data obtained and making comparisons. The most critical benchmark for a fire and rescue service is alignment with BC’s Building Code’s 10-minute response time. The Survey indicates the District’s ‘No’ reply for consistency is ‘low’ compared to peers. It also indicates the District’s placement is ‘low’ for Budget, 24/7 Coverage and Career Staff and ‘high’ for the number of Paid on Call members and Stations. Half of the peer respondents provide 24/7 services while the rest including District is only 5 weekdays – 8:30 to 4:30. At 4 career staff plus a Fire Chief, the District is placed at ‘lower’ quartile. The most frequent positions mentioned are: Fire Chief, Deputy Fire Chief, Fire Fighter, Fire Inspector and Administrative Assistant. The noted comparative gap is the lack of a Deputy Fire Chief and less Firefighters. Activity-wise, Central Saanich is ‘average’ for the number of medical and fire incident responses. For specialized responses with low frequency, it provides high risk rescue services – High Angle and Confined Spaces to give it a ‘average’ ranking compared to peers. It is ‘high’ for provision of hazardous material services which it is contracted with the Capital Regional District (CRD) to provide for the region. Likewise, marine rescue is ‘high’ given the District’s ocean-side proximity compared to peers. Members and staff identified numerous service topics in this dominant ‘response’ theme: • Response Time – arrival to the station and then to the incident • Service Scope – specialized services & service levels • Response Capacity – members, officers & quick response vehicle • Incident Preparedness – emergency preparedness & pre-plans • Member Availability – proximity, job obligations & weekend coverage 12 Page 265 of 401 Interpretation Changing community growth patterns, increasing costs, fire service level definition requirements (Playbook), and changing nature of volunteer firefighters require all BC municipalities to reconcile service levels with organizational capacity while meeting building regulations and industry standards. Regardless of reasons, property exposure outside the BC’s Building Code’s 10-minute response time standard is not an ideal situation for the District. It is of utmost importance for risk mitigation, public confidence and community livability that measures be pursued to ensure a consistent 10- minute response time. Under normal circumstances, a qualified fire crew departing either Station 1 or Station 2 within five minutes of initial alert are typically able to service their assigned response zone within ten minutes or less. There are two major elements to the response time challenge. ‘How long does it take to get from the station to the incident?’ The industry standard is for a fire truck to arrive to an incident with a minimum of an officer, driver and 2 firefighters. In the case of Central Saanich, the current fire chief has reduced the minimum to a qualified officer and driver in an effort to have a firefighting capable apparatus arrive in a timely manner. This provides for an initial response of an exterior only firefighting crew focused on preventing the spread of fire from an involved structure to adjacent structures. Under Worksafe BC regulations, the number of qualified firefighters combined with the timing of their arrival dictates the type of firefighting activities that are permitted. Therefore, under Worksafe BC regulations, two firefighters initially operating at a structural fire are limited to performing exterior operations, while four firefighters operating are permitted to commence interior operations on the condition that a suitably equipped rescue team is anticipated to be in place within ten minutes of the commencement of interior operations. So, the penultimate issue is ‘How long does it take for members to get to the station?’ It should be noted that this is not usually a problem when career staff are scheduled at the station #1 – generally Monday to Friday day shifts, or when the volunteer fire force is practicing weekly on Mondays between 7:00 and 10:00 PM. Short-term options were developed by members and staff to enhance response times: • Quick response vehicle – enables officer with one firefighter to arrive on scene • Target recruitment of Hall #1 members – enhanced ‘local’ roster to respond • Pre-emptive signal light capabilities – around hall #1 and future installs provide shorter travel time for fire vehicles (and officers if equipped with sensors) • Adjust schedules of day staff - increased in-hall officer presence • Qualify more officers – an increased roster would enhance the volume of potential officers to respond for the quick response vehicle to leave Hall #1 • Stand-by Arrangement – compensation to be available during vulnerable periods However, these may not be enough to ensure 10-minute response consistency and other more complex and costly options identified are: • Duty Crew – career staff with one POC member to be in the hall #1 – this would ensure an immediate readiness for the quick response vehicle • Career Staff Compliment – sufficient full time staff is required to achieve the Duty Crew scenario – additional budget or rethinking career staff vacancy replacement(s) A second consideration to response time, is scope of service. What is the District’s core fire and rescue service? In question, would be the high risk/low frequency services such as marine rescue, high angle, confined spaces and hazardous material. The scope of services must fit with the organization’s human and fiscal capacity. The District needs to define its core services and arrange for coverage of high risk coverage through other peer Departments. 13 Page 266 of 401 Recommendation 2. That the CAO examine the District’s risk exposure associated with its response times. A prudent measure for past and future development approvals. 3. Fire Chief initiate (and advise Council) short-term measures to enhance the District’s response time. Prior to the 2018 budget some efforts can be taken. 4. That the Fire Chief propose options to achieve a consistent 10-minute response time service for Council discussion. This is critical! 5. That the Fire Chief provide an analysis (cost/benefit) of service level options to achieve Council direction for the preparation of a Fire Services Bylaw. 6. That the Fire Chief prepare a draft Fire Services Bylaw based on Council direction (#5 above). 7. That the District review its building requirements to ensure builders address the needs of marginal properties to the 10-minute response radius. TRAINING Member and staff identified training topics that fall into four key themes: • Scenario- based readiness – high risk properties & pre-plan reviews • Specialized services – prioritize service needs/member interest • Physics Fitness – individual wellness & member safety • Standard approaches – standard operating guideline awareness & review Interpretation The POC members only have approximately 98 hours to train which is required to simply achieve and sustain core competencies. However, specialty training is of high interest to members and therefore a potential motivational factor to attract and sustain them. Perhaps some exposure to specialties can be offered, without defining high risk response services as a core service. Hazardous Material training falls outside these ‘available training hours’ parameters and is provided by a third party. Also, the District is contracted to provide hazmat services in the region by the Capital Regional District which generates revenue for the District. The highest area of interest to POC members is physical fitness. This is a self-motivated rather than imposed area of training The Department’s role is to simply enable member attention to their wellness and fitness through access to resources. Consequently, the emerging focus is to set-up and support a member Committee to develop opportunities for individual assessment, activity participation and personalized guidance. The major training concern related to core operational response (previous section) is advanced preparation through scenario training and high risk property exposure. Theoretical and training ground practice can fall short on preparing fire fighters for ‘real time’ situations. There is need to create scenario-based training specific to the District’s characteristics and review pre-plans (see next section) for high risk properties during POC member practices. Member turnover as well as changing community needs and industry-practices require Standard Operating Guidelines (SOG’s) to be regularly reviewed by members and updated. SOG’s need to be systematically linked to appropriate weekly training topics. 14 Page 267 of 401 Recommendations 8. That the Fire Chief ensure the annual training program aligns scenario and Standard Operating Guidelines with weekly training topics. This effort is intended to enhance site and member response readiness while not adding to annual training hours. 9. That the Fire Chief review the Standard Operating Guidelines inventory to develop a targeted list for development and/or review. Some SOG’s are outdated and need to be incorporated in member training. 10. That the Fire Chief facilitate the determination or prioritized specialty training aligned with the Fire Service Bylaw. This action will ensure specialized training is service rather than member interest– driven and place less burden on POC members’ time commitment to develop and sustain a highly varied technical rescue skill set. 11. That the Fire Chief pursue the development of individual training profiles. This would enable members to self-monitor their achievement or maintenance of core competencies and personal fitness aims PREVENTION Observations POC members indicated an interest in public education involvement and exposure to high risk properties (addressed in previous section). Otherwise they have limited exposure to the preventive and public awareness matters raised by career staff focusing on: • Public Education – emergency preparedness & scope of service • Site Inspections – pre-plans, high risk property awareness & incident reporting • Emergency Measures – EOC set-up & Peninsula Emergency Measures Organization (PEMO) support Interpretation On-site inspections are a pro-active task for career staff. The desired outcome is for property owners to mitigate risk exposure and firefighters to have more awareness of higher risk property environments. Inspections are a core service and must have time dedicated to them to ensure a desired cycle is achieved in accordance with the District’s Fire Services Bylaw (see Operations section). At the same time, pre-plan gaps and updates can be addressed. Owner awareness does not always result in action to reduce risk to their property, surrounding property and ultimately fire fighters. Legislated tools are available for municipalities to enforce fire safety measures – municipal ticketing. The best way for POC members to benefit from inspections is the pre-plan linkage to regular training since POC members’ attendance at inspections is voluntary and therefore ad hoc. The Department has recently been giving attention to the ‘rapid’ set-up of the Emergency Operations Centre in partnership with the Information Technology function. All appropriate District staff should be prepared as ‘first arrival’ to get the centre up and running. The District provides coordination services for the Peninsula Emergency Measures organization (PEMO). It should make sure its role is equitable with other partners and acknowledged as part of the Fire & Rescue as well as Information Technology work program for both. 15 Page 268 of 401 Recommendations 12. That the Fire Chief ensure inspections are given attention as a core service. The current inspections backlog as well as pre-plan gaps and updates require immediate attention. 13. That the District review its arrangements to provide PEMO support services. The District should ensure its commitment is on par with other partners or adequately compensated. 14. That the Department develop criteria to select public education program and public awareness opportunities that are compatible with core service capacity. Proposed career staff schedule changes and expected core service focus require Department staff guidance in developing and sustaining public education initiatives as well as responding to requests. 15. That the Fire Chief work and District management ensure adequate District staff training is undertaken to ensure EOC set-up and emergency response readiness. 16. That the Department set-up an events/program calendar so POC members can volunteer to support public education programs. 17. That the District review enforcement options to deal with deficiencies at the time of fire inspections. Through the Fire Service Bylaw and District municipal ticketing authority. ADMINISTRATION Observations POC members have limited exposure to administrative activities and managerial responsibilities items raised by career staff focused on 3 key themes: • Record System – electronic system & incident reports • Counter Services – availability & permitting • Managerial Scope – span of control & operations oversight • Personnel Complement – POC members and career staff levels The survey indicates the District has a ‘lower’ staff complement while having ‘high’ dwellings, coverage area and number of halls. It also indicates that most peer Departments have a Deputy Chief. Interpretation The comparatively ‘low’ staff complement places more emphasis on POC member recruitment and retention than peer municipalities. This situation has two impacts. It makes the District vulnerable to member availability to arrive at the hall to accomplish a 10-minute response time (see Operations section). It also places an increased managerial responsibility to balance department and service delivery needs with member motivations. Nation-wide, fire and rescue services are increasingly challenged to sustain volunteers. The counter service for fire and rescue is located at Hall #1. There is some question as to whether some permits are still useful and if so, where are they best processed. The consequence of only 4 career staff has been well covered to this point in the report through inadequate response time for an officer and requisite firefighters for a fire truck to leave the hall. The existing scope of service and complexity is similar to peers that have Deputy Chief. Close oversight is required to ensure an adequate number of trained fire firefighters and officers, relevant Standard Operating Guidelines and emergency preparedness and interagency collaboration. Equally significant is the need for short term and sustained effort to follow-up on this service capacity review – defined service levels, consistent response times, inspections and fire incident readiness. 16 Page 269 of 401 Recommendations 18. That the Fire Chief and CAO review the Department structure to develop a 5-year staffing strategy. In the short term, additional firefighters should be a priority as required to ensure the 10- minute response time consistency while considering the strategic and operational benefits of a Deputy Chief position. 19. That the Department work with information technology to assess its electronic file system input and retrieval needs. It needs easy filing and access to information required for evidence-based tactical strategies, member training guidance and work program oversight. 20. That the Department work with to assess its electronic file and data system needs. This includes the system as well as procedures members to provide post-incident reports. 21. That the Department work with the management team to review its role in issuing permits. 17 Page 270 of 401 Appendices 1. Service Inventory 2. Service Adjustment Possibilities 3. ’NOW’ Service Adjustment (Priority Setting) Criteria 4. Survey Information 5. Pilot Services Dashboard Prepared by Dr. Gordon McIntosh, CGLM 18 Page 271 of 401 Appendix 1 SERVICE INVENTORY FUNCTION - SERVICE / Description & ASSESSMENT Expectations What Works Well (WWW) & Areas for Attention (AA) PREVENTION INSPECTIONS WWW Good business relations • Conduct scheduled visits Achieve high level of compliance • Review permit referrals Defined referral timelines • Monitor compliance via data base review Good frequency of inspections Expectations Routine inspections are up to date Accurate reporting Work well with other agencies AA Keep current with regulations No compliance tools Desired frequency achieved Cumbersome data system Customer-friendly service Enhance coordination with planning Department Timely District permit processing INVESTIGATIONS WWW Meet regulatory requirements • Determine post-fire cause & origin • Report to Commissioner Office AA • Sustain interagency network Report completion procedure Expectations After hour capacity respond Timely commencement Cumbersome reporting system Reasonable determination of cause Timely report submission Ensure safe site and work safety requirements PUBLIC EDUCATION WWW • Host public events & Open Houses Very responsive to requests • Deliver Youth awareness programs Lots of variety • Provide property owner safety training Good managerial support for outreach Expectations Smoke Detector program Program diversity Fire Expo Property owner responsibility CPR training Responsive to requests Hall Tours Safe community AA Use-friendly service Ensuring capacity to respond to requests Demonstrate community leadership Need Public Education Service Policy Greater individual self-help/prevention Encourage aboriginal community involvement Increased awareness of Department Open Houses Reduced incidents Expand CPR training Enhanced life safety Social Media Presence Post-incident education Fire Safety House Fire Ventures PRE-PLANNING WWW • New structure – site inspections IPAD access – on site • Review pre-plans • Develop pre-incident plans AA Expectations Conducting regular plan reviews (at inspection) Updated pre-plan at site Easier access to pre-plans Review triggered at routine inspections Ad hoc pre-planning process Building and Fire Services coordination Incomplete files Member safety on-site 19 Page 272 of 401 TRAINING SKILL DEVELOPMENT WWW • Recruit members Tri-Officer Meeting • Conduct regular training need assessment Tri-Officer Training • Design & deliver programs Good lesson plans • Develop Officer skills & leadership qualities Access to current training • Evaluate and certify member capacity Opportunity to join other Departments High quality • Monitor progress & update requirements All Fire Fighters meet Play Book requirements Expectations Flexible opportunities Keeping current with best practices Recruitment process Highly skilled members Quarterly training program AA Cost effective delivery Easier software & record system Adequate trainer pool Individualized member training plans Active member involvement Adequate trainer/evaluator pool Easy personal record access Improved specialized training Effective leadership Focus on core competencies Policy adherence Finish on time Conduct regular gap analysis More ‘right seat’ ready personnel Proper member fitness level Focus on core competencies Minimum expectations Seasonal relevant training Policy adherence ADMINISTRATION OFFICE WWW • Ensure sound personnel systems Timely information dissemination • Provide customer friendly communication iCompass works well • Oversee contracted services Good event planning • Handle fiscal procedures Expectations AA Current records E-commerce capacity Members well informed Reformat templates Accurate payroll POC system Critical reports are on time FDM system Friendly customer services Maintain front cover effectively Timely reposes to public inquires Systems are seamless Accurate & timely data entry MANAGEMENT WWW • Develop strategic direction for service • Prepare reports for CAO & Council • Promote positive public relations AA • Ensure fiscal accountability • Supervise entire operation Expectations Council awareness/definition of service level Quality reports to Council Active involvement in management team Alignment with Playbook for defined service levels 20 Page 273 of 401 FUNCTION - SERVICE / Description & ASSESSMENT Expectations What Works Well (WWW) & Areas for Attention (AA) OPERATIONS SPECIALIZED RESPONSE WWW • Deal with marine incidents High member interest to learn • Respond high angle incidents Good equipment • Handle high angle situations Keeping up with new equipment • Address hazmat circumstances Expectations AA Capacity to respond to unique situations Capacity to provide diverse specialized services Skills to deal with special scene requirements Boat use policy Ensure response limitations are known/adhered to Marine Response service level/options Confined space capabilities Multi-agency training Hazmat response More training hours High Angle response Marine training Specialized team training INVESTIGATIONS WWW • Determine post-fire cause & origin Meet regulatory requirements • Report to Commissioner Office • Sustain interagency network AA Expectations Report completion procedure Timely commencement After hour capacity respond Reasonable determination of cause Cumbersome reporting system Timely report submission Ensure safe site and work safety requirements SAFETY WWW • Achieve operating guideline compliance Good equipment & apparatus • Ensure safe work environment Consistent supervision attention • Promote safe practices to prevent incidents Good regulatory knowledge Expectations Known span of control SOG compliance WorkSafe, WCB & Occupational Health compliance AA Timely Response Create and/or update SOG’s Right Seat Numbers Easy access to SOG’s Mutual Aid Readiness Member awareness of SOG’s Relevant SOG’s Annual Fitness Standards Member understanding of safe practices Learning about High Risk Buildings Adequate tools to do work Practice different scenarios EMERGENCY RESPONSE WWW • Respond to Fire Suppression & Alarms Excellent level of on-site care • Deal with Medical Emergencies Good week-day response • Address Motor Vehicle Incidents Knowledgeable members • Tsawout & Tsartlip fire protection Station 2 response • Implement regular maintenance system Multi-agency cooperation Mutual Aid arrangements • Ensure annual testing of equipment & apparatus Fire Fighter safety Expectations Public safety Timely response AA Minimize loss of life Lower non-weekday response time Adequate number of members More trained officers Minimize property damage Double page Mitigation of situation Station Officer response Low member risk exposure Number of Officers Protect surrounding environment More info from dispatch Effective mutual aid arrangements Traffic delays 21 Page 274 of 401 EMERGENCY PROGRAM WWW • Managing Emergency Operations Centre Support from management and council • Keeping databases/documentation current Communication with and supporting PEMO Directors • Coordinate Peninsula Emergency Measures Org. Expectations AA Effective partner liaison Time management of keeping documentation current State of readiness Capacity to set up/tear down the EOC frequently enough Trained District staff Notification System’s database is stored in the US Role clarity for all officials Efficient/reliable notification system Not enough residential awareness Regular simulations Records for district staff training needs improvement Numerous meeting attendance requirements 22 Page 275 of 401 Appendix 2 SERVICE ADJUSTMENT POSSIBILITIES TOPIC - Outcomes OPTIONS/ Preferred ACTION 1. PHYSICAL FITNESS • NFPA PERSONAL ASSESSMENT 1. COMMITTEE: TERMS OF REF. – CHIEF – JULY PROMOTE MEMBER WELLNESS • FITNESS TRAINER ACCESS 2. SET-UP COMMITTEE – CHIEF -SEPT ENHANCE PERFORMANCE CAPACITY • REGULAR WELLNESS SESSIONS 3. WELLNESS PROGRAM: PROPOSAL – WC – DEC. MONITOR PERSONAL PROGRESS • SKILL-RELATED FITNESS FOCUS MEMBER SAFETY • PERSONAL WELLNESS PASSPORT • SET UP JOINT COMMITTEE 2. TRAINING WITH SCENARIOS • LESSON PLAN: MULTIPLE SCENARIOS 1. CHANGE SOG NOTICE TEMPLATE APPLY TECHNOLOGY • BASE ‘35’ COMPETENCY CHECKLIST INCLUDE 2. DEVELOP SOG/CURRICULUM MATRIX ADAPT TO CHANGING CONDITIONS RELEVANT SOG 3. UPDATE ‘BASE’ SOG LIST USE MULTIPLE LEARNING METHODS • PERSONAL SKILLS REFRESH CHECKLIST 4. INDIVIDUAL TRAINING CHECKLIST ENSURE ADAPTABILITY OF SKILLS HANDS-ON EXPERIENCE 3. RESPONSE TIMES • QUALIFY MORE FF’S AT LT’S 1. QUICK RESPONSE VEHICLE REQUEST QUALIFIED RESPONSE COMPANIES • QUICK RESPONSE APPARATUS (2 FF’S) 2. TARGETED OFFICER TRAINING CONSISTENT RESPONSE TIMES • DUTY OFFICERS OR CREWS AT STATIONS (EVENINGS, 3. TARGETED FF RECRUITMENT – STN.1 TIMELY MEMBER ARRIVAL TO HALL WEEKENDS OR OTHER) 4. PRE-EMPTIVE LIGHT CAPACITY TIMELY HALL TO INCIDENT TIMING • ROAD ACCESS FROM WEST SAANICH RD TO #1 TARGET 5 MINUTE TO STATION RESPONSE TIME STATION DEFINED SERVICE LEVEL (COUNCIL) • CHANGE RESPONSE TIME (COUNCIL) • CHANGE COMMUNITY GROWTH PATTERN (COUNCIL) • OFFICERS HAVE EMERGENCY VEHICLES • EXPLORE DUTY CREWS SITE TOUR: FREQUENCY – SEE #5 MORE ‘RIGHT SEAT READY’ ELIGIBILITY – SEE #3 Page 276 of 401 INDIVIDUAL TRAINING PLANS – SEE #12 4. MORE SPECIALIZED TRAINING • PRIORITIZE ENHANCED SERVICES 1. DEFINE SERVICE SCOPE – SEE #16 DIVERSIFIED SERVICE • DETERMINE MEMBER INTEREST/COMMITMENT 2. PRIORITIZED NEEDS REALISTIC TO CAPACITY • USE CONTRACTED SERVICES (NEIGHBORING 3. DEVELOP COMPETENCY PROGRAM DEFINED SERVICE LEVEL (COUNCIL) DEPARTMENTS) SOG ATTACHED TO LESSON PLAN – SEE #2 5. LEARNING HIGH RISK PROPERTIES • PRACTICE SCENARIOS ON SITES 1. MONDAY NIGHT VISITS REDUCE MEMBER RISK • MORE TABLE TOP EXPOSURE 2. OPTIONAL SATURDAY VISITS REVIEW PRE-PLANS • DEDICATED ‘NON-MONDAY’ TIMES 3. INVITE TO JOIN INSPECTORS MORE EFFECTIVE RESPONSE • ROTATE MONDAY NIGHT QUICKER TACTICAL DEVELOPMENT • VIEW EXTERNAL PROPERTIES AUTO AID – SEE #6 STATION OFFICER RESPONSE DESIGNATE – SEE #3 6. MULTI-AGENCY TRAINING • INVITE OTHERS TO EVENTS ENHANCED COMMUNICATION • ATTEND OTHER EVENTS 1. DEVELOP TRAINING CALENDAR IMPROVES INCIDENT RELATIONS LEARN FROM EACH OTHER SHARE RESOURCES MORE SCENARIO TRAINING - SEE #2 VOLUNTEERS TO HALL QUICKER – SEE #3 7. USE OF SOCIAL MEDIA • WEEKLY TWITTER HIGHLIGHTS 1. PREPARE SOG PUBLIC AWARENESS • SUSTAIN QUALITY WEBSITE PROMOTE DEPARTMENT IMAGE • ESTABLISH CLEAR GUIDELINES CLEAR AUTHORITY • MEMBER TRAINING - IPAD 8. SOG AWARENESS/COMPLIANCE • ENHANCE ON LINE ACCESS 1. ‘TARGET SOLUTION’ PROPOSAL MEMBER SAFETY • MEMBER SIGN-OFF REVIEW 2. ONLINE ACCESS RISK MANAGEMENT • MONDAY – HIGHLIGHT CERTAIN OG’S CONSISTENCY • ONLINE TRAINING PLATFORM IPAD TRAINING – INCLUDE IN #7 CREATE SPECIALIZED TEAMS – SEE #4 9. DISPATCH PROTOCOL • ENHANCE TRUCK TECHNOLOGY LEAVE AS IS MORE INFORMATION FROM DISPATCH AT INITIAL • MEMBERS ASK QUESTIONS PAGE OUT Page 277 of 401 INVOLVE MEMBERS IN PRE-PLANS – SEE #5 UPDATE PRE-PLANS (NEW & OLD) – SEE #2 10. ENHANCED FIRE SERVICES THROUGH • RECRUIT ADDITIONAL FF’S FOR EACH STATION TO ENSURE REASONABLE RESPONSE 1. TARGETED FF RECRUITMENT - STN #1 VOLUNTEERS • ESTABLISH DUTY CREWS TO ENSURE REASONABLE VOLUNTEER APPRECIATION CONSISTENT RESPONSE QUALITY SERVICES HIGHLY REGARDED PUBLIC SERVICE QUICK RESPONSE VEHICLE 2018 BUDGET REQUEST QUICKER ONSITE ARRIVAL QUICKER SCENE ASSESSMENT 11. USE VOLUNTEERS IN PUBLIC • INVITES TO ALL EVENTS ATTENDED BY DAY STAFF WITH NOTICE 1. E-MAIL - ADVISE MEMBERS OF OPPORTUNITIES EDUCATION 2. ONLINE - EVENT CALENDAR • CREATE OPPORTUNITIES DURING EVENINGS AND MEMBER EXPOSURE 3. EDUCATION PROGRAM REVIEW WEEKENDS THAT CAN BE SUPPORTED BY VOLUNTEERS FIRE SERVICE PROMOTION PREVENTIVE MEASURES SCHOOL, COMMUNITY AND/OR FIRE-SPECIFIC ENHANCED PUBIC IMAGE 12. NET TRAINING TIME • CORE COMPETENCY CALENDAR 52 WEEKS LESS STAT. HOLIDAYS, VACATIONS, • NON-MONDAY OPPORTUNITIES 1. CONTINUE SATURDAY OPPORTUNITIES SICKNESS, ETC. • JOIN IN DAY STAFF ACTIVITIES 2. CUSTOMIZED NFPA OFFICER PROGRAM • ONLINE TRAINING PLATFORM 3. ON-LINE TRAINING PLATFORM • INDIVIDUALIZED TRAINING PLANS 13. NET RESPONSE AVAILABILITY • DEDICATED STAND-BY CREWS 1. ASSESS STANDBY CREW ROSTER MEMBER SAFETY • INCREASE NUMBER OF VOLUNTEERS EFFECTIVE RESPONSE – SEE #3 14, OFFICE SYSTEM • POC SYSTEM MODIFICATION CUSTOMER SERVICES • CHANGE FIRE RECORDS SYSTEM 1. FIRE PRO SYSTEM PROPOSAL 2. PERMIT PROCESSING REVIEW - TEMPEST ACCURATE RECORDS • OIL TANK, WOOD STOVE & BURNING PERMITS 3. REVIEW PERMIT NECESSITY TIMELY RESPONSE MODIFY INCIDENT REPORT FLOW Page 278 of 401 4. 15. INCIDENT REPORTING • OFFICER TRAINING TIMELY SUBMISSION • TRACKING SYSTEM 1. POST-INCIDENT REPORT FORM MEANINGFUL • REVISED INCIDENT FORM 16. SERVICE LEVEL • DRAFT BYLAW PLAYBOOK COMPLIANCE • SERVICE LEVEL DISCUSSION 1. FIRE SERVICES BYLAW DEFINED SERVICE LEVELS • COMPARATIVE ANALYSIS 2. DEPUTY CHIEF PROPOSAL COUNCIL ENDORSED SERVICE LEVELS 3. REVIEW CRD HAZMAT CONTRACT LEVELS MATCH CAPACITY 4. REVIEW PEMO ARRANGEMENT 17. PRE-PLANS • DEDICATED TIME UP TO DATE • ADDITIONAL PERSON 1. STANDARD PRE-PLAN FORMAT ACCURATE • PRIORITIZE PROPERTIES 2. RE-ALLOCATE TIME TO GET UP TO DATE USER-FRIENDLY 3. IPAD SCENARIOS 18. EMERGENCY PREPAREDNESS • UPDATE RECORDS 1. EOC SET-UP PROCEDURES & READINESS RELIABLE SYSTEMS • VERIFY IT CAPACITY REQUIRED COMPETENCIES • EASY PHYSICAL SET-UP INTERAGENCY COOPERATION • ENSURE DISTRICT STAFF ARE TRAINED Page 279 of 401 Appendix 3 SERVICE ADJUSTMENT CRITERIA SUCCESS LIKELY UNLIKELY LEGISLATIVE EASE Yes Maybe No POLICY CONSISTENCY Yes Maybe No CONTRACTUAL EASE Yes Maybe No POLITICAL WILL High Neutral Uncertain ORGANIZATIONAL CAPACITY High Medium Low SAVINGS REALIZED High Medium None TIME EFFICIENCY REALIZED Likely Maybe Not Likely TIMEFRAME FOR RESULTS Reasonable Challenging Unrealistic SUCCESS LIKELIHOOD High Medium Uncertain COMMUNITY SUPPORT High Average Low FISCAL RESOURCES Confirmed Available Difficult PARTNERSHIP POTENTIAL Ready Maybe Uncertain/No LEVERAGE OTHER RESOURCES Yes Maybe Uncertain/No ONGOING SUSTAINABILITY Likely Maybe Uncertain/No HUMAN RESOURCES Yes Somewhat No EXPERTISE In-house Available Uncertain/No CONSEQUENCES / RISK None Uncertain Negative AFFORDABILITY Yes Average No Page 280 of 401 Appendix 3 SERVICE ADJUSTMENT CRITERIA URGENCY URGENT NOT AS URGENT IMPERATIVE - Requirement to Act Legislation No Legislation LIABILITY - Risk Exposure Legal Inconvenience SAFETY - Direct vs. Potential Threat Life - Imminent Property Damage FINANCIAL - Magnitude of Cost Significant Operational VISIBILITY - Implications to Organization Negative Neutral PUBLIC BENEFIT - Who receives outcomes? Most Few COMMUNITY NEED - Who’s asking? At Large Minority Interest TIMELINESS - Resource Alignment Unique Frequent STRATEGIC - Linkage to goals /priorities Critical Useful OBLIGATION - Commitment to others Contractual Casual LEADERSHIP - Political Requirement High Low TIMELINE - Imposed Timeframe Deadline None Page 281 of 401 Appendix 3 NOW SERVICE ADJUSTMENT CRITERIA RESPONSIBILITY POLITICAL ADMINISTRATIVE POLICY New or Change Procedure or Implementation FINANCIAL New or Change in Budget Approved in Budget EXTERNAL LINKAGE Political Level Staff Level CORPORATE IMAGE Agency Integrity Service Quality SERVICE LEVELS New or Terminate Service Standards STRATEGIC DIRECTION New or Change Implementation PERSONNEL CAO Performance Staff Performance LEGISLATION Ignore or Seek to Change Interpretation SENSITIVITY High Visibility Low Visibility OBLIGATION New or Change in Contract Permissible MEMBER LIAISON Elected Official Staff Page 282 of 401 Appendix 4 SERVICE SURVEY Fire Organizational Capacity Survey Questions Question 1: Please indicate how many Full Time Equivalent positions were engaged in Fire Services during the last fiscal year in the following categories (please enter your answer as a numeral, including 0, if you have no staff in a category. Question 2:How many FTE's are unionized and through which union? Question 3: How many paid on call fire fighters form part of your fire service? Question 4: How many Fire Stations do you provide Fire Service from? Please enter as a numeral. Question 5: What was the total gross expenditure budget for your Fire Department in the last fiscal year (2016)? Question 6: What level of Fire Suppression - Operational Service Standard have you declared? Please describe. Question 7: Does your fire department provide any of the following Specialized Response services within your jurisdiction: High Angle Rope Rescue, Confined Space Rescue, Hazardous Materials Response (Operations Level), Hazardous Materials Response (Technician Level), Marine Rescue, Wildland-Urban Interface and Forestry Firefighting, First Responder Level A, First Responder Level B, First Responder Level C, First Responder Level D, First Responder Level E, Other (please specify). Question 8: Which Specialized Response services are delivered within your jurisdiction by other fire departments? Question 9: Which Specialized Response services does your fire department provide to other jurisdictions by way of contract or participation on a regional team? Question 10: Do you provide contractual fire protection to communities outside of your fire protection boundaries? Question 11: Please indicate the approximate number (using whole numerals, including 0) of the following activities in the last fiscal year by the following categories: Fire & Rescue Emergency Response, Medical Emergency Response, Fire Inspections, Public Education Activities, Hours of training offered each week to paid on call fire fighters, Paid on call attendance for training minimum percentage, Paid on call attendance for emergency response minimum percentage. Question 12: What is your average first firefighting capable apparatus en route time during evenings and weekends? Question 13: What is your average first firefighting capable apparatus on scene time during evenings and weekends? Question 14: During business hours on weekdays are your average en route and on scene times for first due firefighting capable apparatus different than during evenings and weekends? Question 15: Do you have a system of weekend or evening standby duty crews? If so, please explain how it works. Question 16: Are you meeting the BC Building Code 10 minute response requirement 90% of the time, or are you requiring developers to provide greater spatial separation of buildings or additions to the minimum building code requirements to prevent the spread of fire? Question 17: How would you describe your assistance response level policy ie Life Safety Only or No Call Too Small? Question 18: Is your fire department responsible for the administration of your local government emergency program? Question 19: Approximately how much do you pay annually for fire dispatch services? Question 20: Does your dispatch provider also provide records management or do you have a separate records management system? Question 21: Optional Question - Please provide your best (Thumbnail) estimate of the percentage of total work time your Fire Department paid staff collectively spend in the following work areas (Please enter you answer as a whole numeral; the ideal total of all lines should equal 100). Reception (in person, email and telephone), Correspondence Management (incoming and outgoing), Records Management Program (incident, inspections, training, equipment), Development Applications, Building Permit and Business licences, Fire Inspections and Complaint Investigations, Pre- Incident Planning, Fleet & Facility Maintenance, Human Resource Management (Hires/Fires, Performance management, LTD, WorkSafe BC etc.), Strategic Planning, Special Projects and Initiatives, Authoring Reports to CAO, Communications Program (website, social media, press releases, newsletters etc.), Other (Please describe). Question 22: How many hours per day do you provide a staffed main reception counter? (e.g. full time 7 hrs per day) Question 23: Do you provide in person primary telephone answering or via an automated telephone system initially? Question 24: On average, how much time would you estimate it takes for a member of the public to receive a response to a telephone or written (email or hard copy letter) request for routine information? Page 283 of 401 Highlighted Graphs: Page 284 of 401 Page 285 of 401 Page 286 of 401 Appendix 5 FIRE & RESCUE SERVICE DASHBOARD August 31 2017 INDICATOR (number) Assessment OPERATIONS Hall arrival time 5-minute variance - 90% +/- Response from Hall to arrival time 5 minute variance - 90% +/- Career Staff 4 +/- POC volunteers 24/station +/- Volunteer turnover – 10% /year +/- Officer/Firefighters ratio (1/4) yes/no Medical responses - 450 /year +/- Non-Emergency – Duty Officer 100 /year +/- Structural Fire responses - 100 /year +/- Non-Structural Fire Responses- 45 /year +/- Technical rescue- 75 /year +/- PREVENTIVE Fire Safety Inspections- 275 /year +/- Fire Extinguisher Training- 125 /year +/- First Aid & CPR- 60 /year +/- Fire Safety Education- 450 /year +/- (including station tours & grade 5 expo) Smoke Alarm Program- 60 /year +/- Child Car Seat Inspections- 25 /year +/- TRAINING Net training hours 4000 /year +/- ADMINISTRATION Permits issued 60 /year/ +/- Page 287 of 401 ORGANIZATIONAL CAPACITY REVIEW: Pilot – Planning, Building & Community Services Page 288 of 401 Organizational Capacity INTRODUCTION Amidst increased public expectations and dwindling resources, proactive local governments are investigating ways to ensure service expectations match organizational capacity. The District of Central Saanich Council identified an Organizational Capacity Review as one of its top five strategic priorities in 2016. To address this priority, management issued a Request for Proposals to complete a ‘pilot’ Organizational Capacity Review (OCR) of one department – Planning, Building & Community Services. Gordon McIntosh was retained to engage staff in exploring ways to maximize service effectiveness and efficiency for the pilot and subsequently all District Departments. To address this priority, management issued a Request for Proposals (see Appendix 1) for a ‘pilot’ Organizational Capacity Review (OCR) of one department - Planning and Building Services (the ‘Department’) which includes four (4) functions: • Community Planning • Bylaw Enforcement • Building Inspection • Community Services Note: The December 2016 Report was updated in August 2017 based on input from staff OBJECTIVES The stated aims of the Organizational Capacity Review to achieve affective, efficient and great customer service were: 1. The District’s key service areas are aligned with needs of the community 2. Services are demonstrably efficient and effective 3. Staffing levels are appropriate for the current and future level of service demand 4. Organizational structure promotes efficient and effective service delivery 5. Service profiles inform current and future strategic and financial plans 6. Employee culture contributes to service and organizational success DELIVERABLES The key products expected from the OCR process were: • Create a list of services and activities - Service Inventory (Section 2 & Appendix3) • Assess services to identify service topics for exploration (Sec. 2 & 3 and App.3) • Explore adjustment possibilities to address service topics - (Sec. 4 and App. 2) • Suggest adjustment actions compatible with existing capacity (Sec. 5 and App. 3) • Compare expectations with peers – Services Survey (Sec. 4 and App. 4 & 7)) • Articulate indicators to monitor service delivery – Dashboard (Sec. 5 & App. 5) Note: This report is part of an Organizational Capacity Review Report series: • OCR: Finance, Administration & Information Technology (& Corporate) • OCR: Public Works & Engineering Services • OCR: Fire & Rescue Services • OCR: Summary Report 1 Page 289 of 401 KEY ACTIVITIES Key milestones in the process included: • Terms of Reference prepared by the consultants in response to the District’s Request for Proposals and adopted by management on September 13 and reviewed with the District’s OCR Task Force on September 16 • Assessment Workshop (September 15) for staff to review the inventory, asses current service delivery and identify service topics for further analysis • Peer Session (October 11) for Department staff with eleven (11) invited guests responsible for similar services in other local governments to add value to the inventory and share best practices to maximize effectiveness and efficiency • Action Workshop (October 11) for Department staff and management to explore service adjustment possibilities for the identified service topics • Comparative Survey (October & November) among peer departments to compare service levels and practices • Draft Documentation (Department Staff - November 28 week) to confirm recommended next steps and considerations for Council • Council Update (December 3) to review interim observations and suggestions by the consultants • Service Parameters (December 13) developed by CAO, Directors of Planning & Building Services and of Finance as preliminary service success indicators • Service Indicator Chart (December 21) for input from Department staff to confirm service parameters as a ‘pilot’ Service Dashboard to monitor in 2017 • OCR Report (December 23) to determine follow-up required for the ‘pilot’ Department and next steps for employing the OCR process with other services REPORT OUTLINE This report documents the approach taken, workshop outcomes, emerging observations and areas for follow-up: 1. SERVICE REVIEW - describing each of the review process steps along with timelines, objectives and deliverables expected 2. SERVICE INVENTORY - listing all services with key ‘activity’ descriptions and expectations based on staff input, desk top research, and peer Department input 3. SERVICE ASSESSMENT - determining what is working well (WWW) and areas for attention (AA) to select strategic topics (38) for further exploration 4. SERVICE ADJUSTMENT - exploring service adjustment possibilities for each strategic topic (7 of 38 were undertaken) and determining ‘NOW’ service adjustment actions and ‘NEXT’ service adjustments 5. SERVICE EXCELLENCE - examining the results of the peer municipality survey and development of key observations and recommendations for the Department OCR and organization-wide service excellence efforts 2 Page 290 of 401 Service Review PROCESS 1 THE CAPACITY BOX An organizational capacity review extends beyond financial resources to consider policy parameters, staff expertise and skills, revenue sources, alternate service providers, service expectations and the strategic context of the community. The organizational Capacity Box model depicts a range of service delivery decisions. New programs or service enhancements must be assessed as to whether they are outside or within the municipality’s mandate. Existing services can be deleted so new priority programs or expanding programs can replace a previously occupied spot in the service agenda. Alternatively, current services can be improved to free up resources for these new programs or expanding service demands. Sometimes service deletions and/or improvements merely enable the organization to sustain the delivery of remaining services. Some significant new programs or rising service demands may still not fit inside the capacity box and must be deferred or service levels changed until there are sufficient resources. Even with all these efforts, new programs or even existing services may require that a case be made to expand the capacity box or seek alternate ways to deliver the services. A service capacity review involves rethinking effectiveness - “Are we doing the right things?” and efficiency, “Are we doing things, right?”. GUIDING PRINCIPLES The following aims guided this design of this organizational review process: • Help staff to explore ways to sustain current levels of services • Compare services over time or with other compatible service providers • Identify strategies for current service, new programs and operational strategies • Investigate ways to achieve efficiencies and workload balance • Develop a methodology that can be replicated by staff in the future LIMITATIONS The report is limited in scope to: • Arrive at conclusions and recommendations based on information received from staff rather than in depth investigations of operations • Interpret survey data without detailed analysis of explanatory factors to simply determine the District’s location within a range among peers • The limited time allocated for facilitation of staff working sessions to assess emerging service topics and develop adjustment possibilities or actions 3 Page 291 of 401 STEPS Councils and staff traditionally reconcile existing services and new demands with available resources through the annual budgeting process. As in any household, periodically it is a good idea to clean out the closet, sort through things and reorganize it. In a similar fashion, the OCR process is depicted in the following display: A Services Inventory is a building block to ensure the review is comprehensive while not being too detailed or too broad. The Department Inventory highlights key activities along with service expectations (success indicators). The Service Review step involves identifying ‘what works well’ and ‘areas for attention’ for each service. This activity culminates with the identification of service topics. Service Adjustment Possibilities are the result of exploring options such as alternate delivery, technology, different standards, revenue alternatives and process refinements to achieve desired aims for each service topic. Organizational Capacity is assessed using reality check criteria to determine which service adjustment possibilities can be pursued as ‘NOW’ Service Adjustment Actions in 2017 or planned / budgeted (Medium and Hard) as ‘NEXT’ Service Adjustments. Implementation responsibility is designated as: • Council - requiring political attention due to their strategic nature or policy • Systemic - adjustments impacting more than one function or department • Operational - to be pursued by staff within operational plans Regular Check-ins are to be conducted using the service parameters contained in the Service Indicators Chart (‘Pilot’ Service Dashboard) to sustain service excellence efforts by monitoring and comparing service delivery over time and to ‘peer’ service providers. 4 Page 292 of 401 Service INVENTORY 2 A foundational base to for the OCR process is the preparation of a complete and descriptive listing of services provided by the Department. ACTIVITIES Inventory templates were sent out (August) to the Planning and Building Service Department staff to prepare a base inventory of services with at least three (3) key activities as descriptors for each service. The main objective was to provide an understanding for people who are not familiar with the service. The inventories were reviewed by all staff at the September 11 session with input from management and the consultants desk top research (see Appendix 3 & 4). PLANNING & BUILDING DEPARTMENT FUNCTIONS PLANNING BYLAW BUILDING COMMUNITY COMMON ENFORCEMENT INSPECTION SERVICES ADMINISTRATION Applications Business License Inspections Facility Operations Office Duties Public Inquiries Bylaw Investigation Permit Process Park Use Human Resources Tree Permits Voluntary Compliance Public Relations Parks Planning Internal Communication Long Range Planning Legal Enforcement Development Reviews Heritage Program External Communication Committee Support Medication Climate Action Policy /Decision Making Subdivisions Public Relations Special Projects Agency Referrals Facility Planning EXPECTATIONS The next (and cornerstone) step was to identify service expectations or success indicators. If there is no understanding of what success looks like, there is no basis for an evaluation or an ideal to strive for. Further, there is no basis for staff and Council alignment on service delivery criteria. Two types of expectations were solicited: Measurable - quantifiable through percentage or numerical values such as 90% of applications are processed in 60 days or less Observable - qualitative as a perception or feeling such as people feel they get good customer service The initial expectations generated by staff were augmented by: • The experience of the consultants • Peer input at the October 15 session • Research of other national local government sources (see Appendix 4) 5 Page 293 of 401 DEPARTMENT SERVICE INVENTORY SERVICE ASSESSMENT Activities & Expectations What Works Well & Areas for Attention Development Applications WWW Applicant consultation Coordinate review process - external / internal Analyze and research relevant information Coordinate recommendation process EXPECTATIONS AA Fair and transparent transactions Speedy and efficient processing Consistent with community plans Effective communication with clients Affected parties aware and heard The notion of seeking service excellence should be an ongoing organizational effort. However, if there is no prompt to regularly review services, the status quo will likely prevail. The Department Service Inventory should be reviewed annually - well before the budget process begins. It can serve as a prompt for staff (and Council) to consider ways to be more effective and efficient. A regularly updated Service Inventory can also be an invaluable document for: • Orientation of new staff or elected officials • Review to ensure service expectations guide budget preparation • Reference in the District’s strategic planning process to ensure emerging priorities match organizational capacity • Consideration in the decision-making process as Council makes decisions that impact current service delivery capacity Considerations The Service Inventory’s activities and expectations should be kept current by Council resolution as service activities and expectations change due to: • Council decisions and policies • Accepted outcomes of relevant studies • Corporate directions and priorities Note: Later in the OCR process, expectations from staff and success indicators from other sources were considered in the preliminary development of a Service Indicators Chart (‘Pilot’ Service Dashboard - see Section 5 and Appendix 8). 6 Page 294 of 401 Service ASSESSMENT 3 ASSESSMENT CRITERIA Staff used the Service Inventory activities and expectations, to assess ‘what is working well’ and ‘areas for attention’ for each service using considerations such as: • Quality - client satisfaction based on citizen survey results, Council feedback and/or citizen/client conversations • Reactive Capacity - being able to keep up with demand in a timely manner • Proactive Capacity - ability to devote energy to preventative efforts, keep informed and get ahead of issues • Strategic Readiness - time to adequately address operational strategies and Council priorities that meet Council expectations • Alternate Delivery - options to undertake an activity in a more effective and efficient manner • System Alignment - procedures and technology to streamline human effort and enhance the customer experience • Cost Recovery - fees adequate to reflect personal versus public benefits while providing sources of alternate revenue to tax dollars DEPARTMENT SERVICE INVENTORY SERVICE ASSESSMENT Activities & Expectations What Works Well & Areas for Attention Development Applications WWW Applicant consultation Alignment with Official Community Plan Coordinate review process - external / internal Community expectations considered Analyze and research relevant information and supported Approachable & service orientated staff Coordinate recommendation process EXPECTATIONS Educational application guides Fair and transparent transactions AA Speedy and efficient processing Consistency of process Consistent with community plans Client communication re: timelines Effective communication with clients Process alignment with capacity Affected parties aware and heard Internal review - coordinate with Engineering D l d h i The Department staff’s assessment is found in column 2 of Appendix 3. SERVICE TOPICS Department staff identified service topics for further exploration based on their perspective that some items were: • Doable with limited additional resources • Good return for effort on service efficiency • Workload impact could be favourably impacted in the short term 7 Page 295 of 401 Service topics were identified for Community Planning and Community Services along with Building Inspection and Bylaw Enforcement which were combined for purpose of the review. Some service topics, particularly related to common administrative functions in all four functions, were viewed to be systemic to the Department, and perhaps the entire organization. SERVICE TOPICS COMMUNITY COMMUNITY BUILDING SYSTEMIC TOPICS PLANNING SERVICES INSPECTION & BYLAW ENFORCEMENT Updated service Staff ratio comparison Dedicated non-public time Workflow analysis standards Long range planning Technology modernization Coordinated Use of Prospero capacity interdepartmental reviews Process checklists E-Commerce Defined service levels Workplace environment Process timeliness Staff back-up capacity Office working Front counter reception environment Tree permit process Integrated software Certification and Staff development knowledge currency Authority to delegate to Strategic initiatives impact Updated bylaws Clerical support staff Committee readiness Defined service levels Timely reports / ICompass use Agency response lag Intra-department Inter-department communication communication Bylaw clarity / currency Considerations The assessment was conducted by staff within the Department. As an initial scan, this limits the scope to identify service topics that they will have ownership of and see potential merit in pursuing. To get a more complete perspective as service excellence efforts continue, it would be useful to obtain other vantage points such as Council, other District staff and service users. This approach is only suggested after Department staff have some traction in implementing and realizing the benefits of acting on service topics. 8 Page 296 of 401 Service ADJUSTMENT 4 ADJUSTMENT STRATEGIES Service adjustments are possible ways to achieve service excellence - effectiveness and/ or efficiency through: REVENUE SOURCES • User Fees - cost recovery formula to those who use the service • Levies - special tax for those who benefit from the property specific program • Donations - money or ‘in kind’ resources to assist in delivering a program • Cost Sharing - cost sharing with other organizations that benefit from the service • Sales - sell services or products using ‘in-house’ resources LEVEL OF SERVICE • Frequency - number of times the service is provided • Level - scope or degree to which the service is provided • Efficiency - ways to reduce resources required to deliver the service • Effectiveness - whether the program is needed ALTERNATE DELIVERY • Contract / Leasing - purchase service or rent equipment • Volunteers - individuals to provide services without direct compensation • Self Help - assisting individuals to meet their own needs • Delegation – encourage/direct others to provide services • Vouchers - enable user to select service provider by providing financial aid • Subsidies - assistance to other providing a service ALTERNATE PROVIDERS • Joint Ventures - legal arrangement with others to provide / partner in a service • Franchise - allow private interest the right to provide a service for a specified area • Privatization - turn the service over to an agency without direct government control EFFICIENCY EFFORTS • Benchmarking - legal arrangement with others to provide a service • Technology - increase operational efficiency • Process Improvement - simply procedures and practices ADJUSTMENT POSSIBILITIES A list of service adjustment possibilities was generated and assessed for potential implementation (see Appendix 5) using the following considerations: • Aim or rationale for taking action relative to achieving greater Organizational Efficiency (OE), Cost Savings (CS), Strategic (STR), Public Safety (PS), Revenue Generating (RG), Customer Service (CUS) or Workload Balance (WL) • Impact of being able to act on the preferred strategy over the next few months given staff time and fiscal considerations - Easy (E), Medium (M), or Hard (H). • Return on effort in the Short Term / Immediate (ST), Medium Term / 2 years MT, or Longer Term / over 2 years (LT). • Who should be involved - Council (& Administration) (C) or just Administration (A) • When the service adjustment strategy should be implemented - 2016 or 2017+ 9 Page 297 of 401 • ‘NOW’ ADJUSTMENT ACTIONS Based on a limited review of seven (7) of the thirty-eight (38) identified service topics, some potential ‘NOW’ service adjustment actions were identified for Council attention over the next 12 months: SHORTLISTED ‘NOW’ SERVICE ADJUSTMENTS COUNCIL ADJUSTMENT ACTIONS OPERATIONAL ADJUSTMENT ACTIONS COMMUNITY PLANNING Review application timelines Dedicated long range planning time Consider Application Bylaw Determine application variance trigger Delegation of authority (initiated 06/2017) User Fee Review (moved to Corporate - 08/2017) BYLAW ENFORCEMENT / BUILDING INSPECTION Monitor capacity for 3-week business licensing Explore business license non-payment recovery (BE) Assess volume of non-compliance ( BE) COMMUNITY SERVICES Park User Fee Review Park User Guide (website form - 05/2017) Park user online application SYSTEMIC Adopt ‘Project Charter’ template ‘Request for Decision’ template Monitor Strategic Priorities Chart ‘Direction Request’ template Considerations More staff time is required to complete the service topic and adjustment possibility analysis. Nevertheless, there are some shortlisted service adjustment actions for both Council and staff consideration to achieve some early successes and therefore traction for 2017 and ongoing service excellence efforts. This ‘action’ step in the OCR process is essential for achieving service excellence. Some ways to enhance its success include: • Continue to meet with peers on specific service topics to obtain a broader range of service adjustment ideas • Conduct rigorous assessment to ensure shortlisted adjustment targets can fit within current organizational capacity 10 Page 298 of 401 IMPLEMENTATION Using a four-step process familiar to Council and management through the District’s strategic priority setting process, the Solution Seeking Model can be used to unpack each potential ‘NOW’ service adjustment action. Desired outcomes if the adjustment is successfully addressed are identified. Next, options or ways to achieve the desired outcome are explored and a ‘preferred strategy’ or option is selected. Action steps are determined identifying necessary resources, timelines and responsibilities to implement the preferred option. OPTIONS * 1. 2. PROBLEM DESIRED 3. DEFINED OUTCOME ACTIONS 1. 2. 3. To ensure service adjustments can be implemented, each shortlisted adjustment target is assessed to determine if it can be shortlisted for short-term attention as a ‘NOW’ service adjustment action or ‘NEXT’ service adjustment. This assessment process is guided by the application of the District’s priority setting criteria: • Reality Criteria - to ensure the possibility can be acted on NOW, otherwise NEXT or LATER (see Appendix 6.a) • Urgency Criteria - to assess IF there is a timeliness factor dictating immediate action (see Appendix 6.b) • Responsibility Criteria - to determine if it falls within the political or administrative realm (see Appendix 6.c) Considerations The shortlisted ‘NOW’ service adjustment actions require further development as action plans. With ‘real time’ implementation information, they can be assessed using the priority setting criteria (see Appendix 6) and incorporated into the District’s priority setting system - namely its Strategic Priority Chart. Otherwise, having two strategic documents does not adequately reflect the organization’s limited capacity to pursue both strategic priorities and service adjustments amidst day-to-day operations. 11 Page 299 of 401 Service EXCELLENCE 5 PEER MUNICIPALITY SURVEY To enable the District of Central Saanich to compare its service levels with other service providers, an on-line survey of ‘peer’ departments was carried out in November 2016 as an addition to the original terms of reference (Appendix 7). Twenty-four (24) municipalities with populations between approximately 10,000 and 25,000 were invited to participate. Survey questions were based on the District’s service inventory’s activities and expectations and capacity (Appendix 3) and suggestions from the Central Saanich senior management. Questions related to staffing levels, service levels, staff capacity, costs and revenue. Selected results of the survey are contained in a separate report ‘Survey Report — District of Central Saanich - Survey of Municipal Service Levels and Organizational Capacity - Development and Community Services’. OBSERVATIONS & RECOMMENDATIONS The following observations and recommendations reflect three (3) aspects of the ‘pilot’ Organizational Capacity Review Process for the Planning and Building Services Department based on: • Inventory - created through staff input and peer municipality practices • Service Dashboard - based on management and staff input and peer analysis • Staff Capacity - using staff and management input as well as peer comparison • Excellence Strategies - determined through staff discussion SERVICE INVENTORY The service inventory involved two key elements for each of the four functions - Planning, Bylaw Enforcement, Building Inspection and Community Services: • Services and several key activity highlights • Expectations - insights to assess service delivery and staff capacity The Service Inventory serves as a comprehensive list of services provided by the Department. It can be used for elected official and staff orientation, public awareness and budget structure. It should be updated as services are added or deleted and/or service levels are changed by Council. SERVICE INDICATORS Following the interim OCR report in December a preliminary effort was undertaken to establish service parameters. This criterion was intended to transform the service expectations contained in the service inventory as measures of service levels and delivery. As interim success indicators, these service parameters are to be monitored in 2017 to establish a service level baseline. 12 Page 300 of 401 The baseline can then be used to: • Compare service levels over time to determine and assess workload ‘hotspots’, procedure ‘chokepoints’ and process or project delays • Compare service levels and organizational capacity with peers to gain insights to efficiency and effectiveness • Assess reasons for processing timelines being exceeded • Evaluate capacity when volumes are below or above volume parameters to adjust the service indicator, service level or organizational capacity After a review of staff-generated service expectations, desktop research and peer survey analysis, it was determined that the most consistent service parameters for processing bylaw complaints, land use permit and applications, building inspection requests and business licenses among the District’s and peers services were: • Processing Time - number of days from a complete application, complaint or request to approval or decision • Processing Volume - number of files active within the year • Allocated hours - for projects that do not suit time or volume parameters Customer service is very important to the District. However, it is difficult to measure (other than the tri-annual citizen survey) and is therefore treated as a dependent variable. The processing measures are independent variables that impact the staff capacity to provide timely response and extensive guidance for enquiries. It is expected that if processing timelines and/or volume exceed accurate service parameters, staff concerns about decreased service delivery must be considered. On a broader scale, it was also felt that some service data was important to compare the four functions over time and with peers: • Number of Full Time Equivalents (FTE) • Cost ratio or total and/or net costs (after revenue) per capita The customer service and service parameters are contained in the Service Parameters Chart - Pilot Service Dashboard (Appendix 8). Recommendations 1. That the Director and CAO monitor the Service Parameters Chart (Pilot Service Dashboard) and that the CAO provide a report to Council by June 2017 on staff capacity status. 2. That the Director and CAO monitor the Service Parameters (Pilot Service Dashboard) and that the CAO propose a Department Service Dashboard to Council by December 2017. STAFF CAPACITY STATUS The Organizational Capacity Review did not involve an analysis of workflow, performance or procedures. Therefore, the status of current staffing capacity is based on staff and management input as well as comparing (the ‘survey’) some delivery, volume and staffing factors relative to peer municipalities (‘peers’). The latter is subject to interpretations of data that may not catch explanatory nuances. Nevertheless, for the purposes of comparison, the information gained provides insights whether the District services are in the ‘high’, ‘average’ or ‘low’ range. This section deals with whether there are significant staff gaps for current service levels and strategies developed (to date) to maximize efficiency and effectiveness to enhance the capacity within existing service levels. 13 Page 301 of 401 PLANNING SERVICES Observations The Survey indicates the District’s staff levels were ‘lower’ (2015) than peers with similar application volumes and number of special planning projects. Service levels were ‘average’ (e.g. response to in-person public enquiries) while application processing times range from ‘average to higher (longer)’. Costs for land use planning services staff were relatively ‘lower’ and recovery of costs through development application fees was ‘lower’. Hours of public access to staff and number of planning projects were ‘higher’ while management time allocation to planning was ‘lower’. At the staff session, employees indicated that workload capacity for the volume of applications is inadequate. Further, staff have uncertainty what the Council’s expectations are. This uncertainty is compounded by applicant expectations for response and/or ‘quick’ turn around. There are numerous long range planning needs to deal with complex growth demands amidst diverse community values. Staff feel they do not have time to both process applications and/or pursue long range planning projects in a timely fashion. Interpretation Overall, the planning function struggles to balance complex long range planning projects with application processing while maintaining high customer care. This situation is caused by a vacant staff position, service level uncertainty, ‘open’ public access and lack of defined project expectations. The following inferences are offered: • The staffing level is lower than peers. However, it is noted that there is an approved vacancy within the Department that has not been filled for 2016. • Overall, application processing is within the ‘average’ range with some taking longer. Notwithstanding possible explanatory nuances, it would appear the lower level of staff could contribute to some longer processing times. • The public access hours for enquiries and assistance is noticeably ‘higher’. This provides good customer satisfaction (2016 citizen survey) but does come with hidden negative implications for timely application processing and planning projects. • The planning project time is vulnerable to the ‘undefined’ turn around expectations and the reactive nature of development applications. • The management time allocation to oversee planning is ‘lower’ while the incumbent also has a span of control for a broad range of diverse services. * Service excellence efforts (page 17 & 18) would not be sufficient to address the current workload issues identified above. 14 Page 302 of 401 Recommendations 3. That management provide the assistance required to immediately fill the current vacancy (and interim assistance as required). 4. That the Director propose (to Council) weekly staff times for public access. 5. That the Director establish scheduled planning project hours for staff. 6. That the CAO, upon completion of the Corporate OCR, conduct a functional structure review to ensure managerial and staff alignment meets District-wide service and strategic objectives. BUILDING INSPECTION, BUSINESS LICENSING & BYLAW ENFORCEMENT Observations The Survey indicates staff levels for Building Inspection were somewhat ‘higher’ than peers with similar levels of applications for single family dwelling permits. However, the number of industrial permits was ‘higher’. Service levels (permit processing times, response to inspection requests and public enquiries) were ‘average to higher’. Cost recovery for staffing costs was somewhat ‘lower’. The Survey indicates Bylaw Enforcement staff levels were ‘average’ with peers having a similar number of complaints. Service levels (e.g. time taken to investigate/resolve a complaint) were somewhat ‘longer’. Costs for bylaw enforcement staff were somewhat ‘lower’. It also indicates staff levels dedicated to the Business Licensing were ‘average’ with peers having similar numbers of new business licenses issued. Processing time for a new business license application was somewhat ‘longer’ than average. The staff indicated that bylaw enforcement, business licensing and building inspection are primarily reactive services. There is a high paper administrative duty also associated with these files. Staff also indicated an uncertainty with respect to corporate service level indicators for processing. Interpretation Overall, the Bylaw Enforcement and Building Inspection services feel they operate without defined service indicators. The following inferences are offered: • The staffing levels seem to be on par with peers, notwithstanding the staff’s challenges of managing follow-up through voluntary compliance. • The administrative duties place an unproductive service burden on staff. • The operating philosophy is voluntary compliance and therefore explicit recognition is required that file completion may take longer than direct enforcement. • Service indicators are lacking to guide staff work program planning and provide them with file priority-setting confidence. * Service excellence efforts (page 17 & 18) should be sufficient to address the current workload concerns subject to recommendation #7. 15 Page 303 of 401 Recommendation 7. That the Director and CAO monitor the Service Parameters (see #1) and that the CAO provide a status report to Council by June 2017 for Bylaw Enforcement, Building Inspection and Business Licensing. Note: Recommendation #6 is applicable here as well to explore synergies among these three services for technological systems, administrative support and cross-training. COMMUNITY SERVICES Observations The Survey indicates Building Management staff levels were ‘average’ to peers with a similar number of buildings. However, comparison aspects of building management are difficult to make due to the small number of respondents to the questions in this section. The Survey also indicates that Parks and Planning and management staff levels are ‘low to average’ to peers with similar populations but ‘higher’ than municipalities with a similar area of municipally owned parkland. The data does not recognize the type and maintenance needs of municipal parkland and comparisons related to costs and revenues were difficult to compare due to the low number of respondents. Interpretation Overall, the Community Services function appears to have capacity limitations primarily due to special projects and building maintenance demands. The following inferences are offered: • The Building Maintenance Program requires development of maintenance checklists and indicators to establish District-specific criteria since benchmarking with peers has limited value. The ability or inability to achieve regular maintenance and preventive measures amidst urgent response requirements is expected to provide greater certainty around staffing needs. • The assignment of special projects to the Manager needs to be considered more carefully to ensure that attention to Community Services responsibilities is not at risk. * Service excellence efforts (page 17 & 18) should be sufficient to address the current workload concerns subject to recommendation #8. Recommendation 8. That the Director and CAO monitor the dashboard indicators (see #1) and that the CAO provide a status report to Council by June 2017 for Building Maintenance. Note: Recommendation #6 is applicable here as well to explore technological systems and alternate service delivery methods. 16 Page 304 of 401 At the September staff session, participants assessed ‘what is working well’ and ‘areas for attention’ based on the preliminary expectations developed for each service in the Service Inventory. They identified thirty-eight (38) service topics for further review to enhance effectiveness and efficiency. At the October session, they explored some best practices with peers and those provided by the consultant through desk-top research. Seven (7) of these were explored for possible service adjustments. These possibilities along with those yet to be developed should be prioritized (NOW, NEXT or LATER) by Council or staff as appropriate through the District’s strategic priority setting sessions. FOLLOW-UP 9. That the Department complete the service topic and adjustment possibility analysis (Section 4 and Appendix 5 of the Report). It is estimated that a one day session is required to complete this activity. 10. That an annual Department OCR update be conducted as a preamble to the annual budget process. 11. That peer roundtables continue to be used for specific service topics to gain delivery benchmarks and best practices. 12. That the ‘NOW’ service adjustment actions be assessed within the District’s Strategic Priority Setting process. 13. That NOW service adjustment actions be highlighted in the District’s Strategic Priorities Chart to continually give attention to service excellence efforts. Some ideas generated (so far) to maximize existing staff capacity, service effectiveness and delivery efficiency include (see Section 4): • Application Bylaw - entrench application ‘completion’ requirements to ensure Council and clients are aware of prerequisites to processing • Variance Trigger - set up a flag system when applications pass timelines (indicators to assess circumstances and advise Council as appropriate for major applications) • Delegation of Authority - select a pilot application that could be undertaken by staff to expedite development management services • Online registration - set up electronic self-help registration system • User Fees - conduct a cost analysis to determine applicant fee recovery rates to ensure fairness and obtain alternate revenue to tax dollars • Project Charter - adopt a template to ensure Council is aware of work program implications for new projects, program and initiatives when making decisions • Strategic Priorities Chart - dedicate Council time to review strategic priorities while also being updated on operational services and capacity • Record Management - set up electronic system for permits and files 17 Page 305 of 401 • Long Range Planning Schedule - a set amount of time per week for working on panning projects and monitor impact on development management • Application Variance Trigger - electronically set up flags to advise Council when timeline parameters are breached (and why) • Non-compliant Business - assess volume and options to address non-payment and failure to apply for business licenses • Park User Guide & Online Registration - reduce counter time to deal with routine applications • Request for Decision - enhance staff’s use and Council’s consideration of this template’s ‘workload’ prompts • Direction Request - enhance staff’s use and Council’s consideration of this template’s focus on clarifying Council expectations Numerous systemic adjustment topics transcend the different Department functions and, likely all departments. The service topics identified are beyond the mandate and capacity of Department staff. Recommendation 14. That the management team dedicate time to analyze the systemic topics and develop service adjustment actions to enhance service excellence. 18 Page 306 of 401 Appendices 1. Request for Proposal 2. Terms of Reference 3. Service Inventory 4. Service Adjustment Topic Analysis Chart 5. Other Agencies Contacted 6. ’NOW’ Service Adjustment (Priority Setting) Criteria 7. Survey Terms of Reference 8. Service Indicators Chart (aka Pilot Dashboard) Attachment Survey Report - District of Central Saanich Survey of Municipal Service Levels and Capacity: Development and Community Services Prepared by Linda Adams, BSc, MCIP, RPP Dr. Gordon McIntosh, CGLM 19 Page 307 of 401 APPENDIX 1 Via E-mail: [email protected] August 23, 2016 Patrick Robins, CAO District of Central Saanich Dear Mr. P. Robins RE: ORGANIZATIONAL CAPACITY REVIEW PROPOSAL I have enclosed a proposed process to guide the ‘pilot’ Organizational Capacity Review for Planning, Community, Bylaw Enforcement and Building Inspection Services. PROJECT AIMS I understand the aims of the process to be: • Engage staff in a process to be regarded by Council as thorough • Arrive at service adjustment and/or resource requirements to achieve desired service levels • Establish a process and templates for staff to replicate the process with other services • Instill a continuous service excellence culture among staff DELIVERABLES The proposed methodology ensures the organizational capacity review achieves the District’s aim to provide ‘Effective and Efficient, Great Customer Service’ by engaging staff (and as appropriate Council and external sources) to produce the following deliverables: • Create a complete list of functions and activities – service inventory • Establish criteria to classify services - essential, important and discretionary • Articulate observable and measurable expectations - services delivery benchmarks • Compare expectations with peer practices – peer comparison • Determine criteria and assess capacity for each service level – gap analysis • Explore ways to address the gaps – adjustment possibilities • Suggest ways to reconcile capacity with desired service levels – capacity adjustments METHODOLOGY The following steps are proposed for Linda Adams and myself to undertake this project: Preparation (by September 5) • Provide a template for staff to prepare a service inventory – Gordon (done) • Propose process – Gordon (done) • Identify service and activities – Staff • Check-In with project Team (Patrick, Paul & Bruce) – Gordon & Linda DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 308 of 401 APPENDIX 1 Session 1 (September 13) – Gordon & Linda • Confirm key services and activities – service inventory • Articulate service expectations and classify services – draft service profiles • Determine resource /staff capacity to deliver services levels – delivery baseline • Determine key services for further review – service targets • Identify local governments and persons for comparative purposes – peer selection • Present Organizational Capacity Review process to District staff – Gordon (Sept. 15) • Peer Comparison & Panel (September) • Contact peer local governments re: service targets – Linda • Prepare comparison analysis chart - Linda • Identify and confirm peer panel participants - Linda • Prepare Session 2 agenda – Linda & Gordon Session 2 (October 11) • Check-In with Project Team (Patrick, Paul & Bruce) Morning – Peer Panel – Linda & Gordon • Discuss service targets re: comparisons and best practices Afternoon – Service Capacity Adjustment - Gordon & Linda • Confirm service expectations – service profiles • Explore service capacity adjustment options – service capacity possibilities o Resource/revenue strategies o Efficiency measures o Service level changes o Alternate delivery options o Staffing development & alignment • Develop/apply service capacity adjustment criteria – service capacity adjustments • Determine service capacity adjustments – service adjustment action plan Documentation (November) • Prepare and submit final report • Prepare and submit service capacity review guidebook Session 3 – (December 19 afternoon) • Review draft report with staff • Review organizational capacity guide • Present and review with Council (if desired) The client is required to provide the facility and equipment for the Workshop (s) and to copy the participant package provided. Yours truly, Gordon A. McIntosh – PhD, CLGM President, Local Government Leadership (LGL) Institute DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 309 of 401 APPENDIX 2 Terms of Reference Central Saanich Organizational Service/Capacity Review Initial Pilot – Planning and Building Services Department OBJECTIVE: Effective and Efficient, Great Customer Service 1. The District’s key service areas are aligned with needs of the community; 2. Services are demonstrably efficient, effective, and make appropriate use of resources; 3. Staffing levels are appropriate for the current and future level of service demand; 4. Organizational structure promotes efficient and effective service delivery; 5. Service profiles, benchmarks and measures inform current and future strategic and financial plans; 6. Employee culture contributes to service excellence and overall organization success. 2016 STRATEGIC PRIORITIES 1. OPERATIONAL CAPACITY As a component of service excellence, develop Organizational Service/Capacity Review service profiles for all significant municipal services, benchmark measures of service/ Council Now Priority performance, assess capacity and match to structure and function. The District intends to initially pilot this work with the Planning and Building Services Department to develop an approach, learn from the pilot experience, adjust as needed and then consider moving iteratively through the balance of departments in the organization. The deliverables from this pilot work will also inform the Districts participation in a UBCM sponsored Provincial Initiative to develop a set of universally accepted performance measures for local government. The service profiles, benchmarks and baseline measures will be used in future annual Strategic Planning, Budgeting and Annual Reporting public governance processes as well as operationally by management. DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 310 of 401 APPENDIX 2 SCOPE of WORK: 1. Data compilation – Community Plans, Citizen Survey, Strategic Plans, Budgets, service activity data and other comparative information. 2. Establish Service Profiles for Essential, Important and Discretionary Services 3. Establish Benchmark Measures and Peer Group comparators for the Service Profiles 4. Establish Baselines for each service in comparison with benchmarks 5. Develop an Organizational Capacity Summary methodology 6. Complete a Capacity Assessment using the methodology for the pilot department 7. Complete a gap analysis - service levels with capacity, funding and baselines 8. Host a workshop(s) with department and select senior staff to confirm the results and develop a strategy to achieve the desired service levels, make capacity adjustments and/or modify services. 9. Host a Service Profile Workshop with Council and Management team to review results and the recommended strategy. DELIVERABLES: 1. A Service Profile for the Planning and Building Service Department 2. A summary of Performance Measures for key services – including peer group benchmarks and baselines 3. A Capacity Assessment of the Departments ability to deliver services outlined in the service profile 4. A recommended approach to either adjust service levels and/or improve capacity TIME FRAME Pilot project completed and public confirmation of results prior to December 1, 2016 DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 311 of 401 APPENDIX 3 Services Inventory SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention PLANNING Development Applications WWW Applicant consultation Alignment with Official Community Plan Coordinate review process - external / internal Community expectations considered and supported Analyze and research relevant information Approachable and service orientated staff Coordinate recommendation process Educational application guides EXPECTATIONS AA Fair and transparent transactions Pre-application sufficiency review / checklist Speedy and efficient processing Consistent with community plans Consistency of process / meeting timelines Effective communication with clients Client communication re: timelines Affected parties aware and heard Process alignment with capacity - timelines Trigger mechanism to identify exceptional Internal review process - coordinate with Engineering applications Delegated authorities Opportunities for public consultation Subdivision review Staff report - information with alignment with Update servicing standards relevant policies Revamp process Clarify short and long term impacts of proposals Depends on currency of OCP and LUB BEST PRACTICES Clear recommendations related to policy Annual service reviews Fair and consistent cost recovery Clear expectations about timelines for developers Rezoning process: 4-6 months Clear counter guides and reference materials Development Variance Permit: up to 4 months Development Permit: 2-3 months Summary of application status for Council Application tracking system with key milestones flagged Less time if decision is delegated to staff (2-3 weeks) Applications complete before acceptance Processing time measured from receipt to staff report Separate from the political process Public Inquiries WWW Receive, route and communicate Approachable and available staff Review inquiries and research information Great knowledge base - processes and community Coordinate response meetings Document resolutions Ensure follow-up AA Duplication / gaps in documentation EXPECTATIONS Institutional knowledge - capture Customer friendly / approachable response Solution oriented and responsive staff Managing expectations Accurate information for decision-making Balancing workloads / remaining responsive Consistent and trackable resolutions Make more ‘self-serve’ information available in the hall and on web Timely response to external inquiries Manageable workload internally 1 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 312 of 401 APPENDIX 3 SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention Tree Permits WWW Communication and education Flexibility Receive / route applications Tracking and documentation (referenced to properties) Site visits Staff knowledge and interest Review, approvals and follow-up AA EXPECTATIONS Coordination with other departments Timely and responsive processing Review and attention to trees Protection of natural assets (trees, canopy) Consistency Property protection and safety Two different streams Tree impacts from site development Stand-alone tree issues - aging trees Update bylaw(s) /policy / process Long Range Planning WWW Prioritize and track Staff familiarity with community issues /challenges Research and analyze options Communication and public participation AA Policy and bylaw preparation Capacity to focus on long range planning External downloading EXPECTATIONS Side of desk syndrome Ensure planning documents are up to date Workload / demand balance Respond to changing legislation Encourage innovative practices Capacity to address emerging issues Keep abreast of trends and opportunities Encourage public engagement BEST PRACTICES Consider evolving community expectations Protected / dedicated time for planning projects Council signify - project charter (resources, milestones, strategic importance) Council motion regarding relative priority of planning projects Regular status reports to Council re: planning projects Staff report signals strategic importance of project Consequences of outdated OCP are understood External Agency Referrals WWW Meeting Coordination (DPAC, CRD, PAAC) Good relationship network with other agencies Provincial Agency - process & regulations Viewed as solid, supportive partner in the region Legal Updates AA Data Requests (CRD, Statistics Canada) Backlog Research Requests Adequate time and resources to stay on top of things Policy Consultation Growing complexity First Nations - partnerships and communication EXPECTATIONS Helpful, responsive, supportive Effective and efficient communication Knowledgeable, on top of issues / changes 2 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 313 of 401 APPENDIX 3 SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention BUILDING INSPECTION Inspections WWW Scheduling requests Inspection requirement - met at 24 hours consistently Site inspections and reporting Communication is clear and precise Follow-up and communication Approvals / rejections / monitoring AA Consistent code interpretation EXPECTATIONS Timely process and follow-up Consistent application of codes / bylaws Code compliance Ensure health and safety Effective communication Permit Process WWW Applications Meet 5-day deadline - timeliness Coordinate review process Good customer relations / counter review Analysis and research Knowledgeable, well trained staff Coordinating approvals Education (public / builders) Managing expired applications / permits Communication (public / builders) Code / bylaw compliant buildings EXPECTATIONS All documents reviewed in a timely manner AA Ensure bylaw / code compliance Availability of inspectors for counter review Ensure community health / safety / well-being Timeliness - commercial permits Consistent application of plans and bylaws Public perception of the value of building permits Effective communication Streamline / transparency of internal review process Residential permits 2-4 weeks if not in expedited Caught up in broader permit requirements process Residential permits 2 days for complete or repetitive BEST PRACTICES application Resource protocols for inter-department referrals Clearly defined applicant expectations Checklists completed by client for fast approvals Easy access to backend system data Staff available for counter review to ensure completeness Tools to help client submit accurate / complete information Council awareness of complete versus. incomplete applications Clear trigger to identify exceptional applications Accurate application guides Dedicated counter time for public inquiries Development Reviews WWW Planning permit reviews Process, flow, procedures Research alternative solutions Board of variance AA Occupant load review (LCLB application) Receiving reviews in time EXPECTATIONS Timely processing Consistent application of plans and bylaws Accurate application of codes Meets regulatory requirements 3 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 314 of 401 APPENDIX 3 SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention BYLAW ENFORCEMENT Business License WWW Applicant consultation Consistent process Review (location and zoning) Business License Bylaw Coordinate inspections AA EXPECTATIONS Payment Timely processing Public perception of the value of business licenses Ensure use is permitted and compliant Enforcement capacity Avoid nuisance / environmental impacts and risks to Tracking database public health and safety Bylaw Investigation WWW Receive written complaint Approachable / non-confrontational Review complaint / appropriate bylaw Consistent treatment / bylaw interpretation Site investigation Resolution and follow-up AA Records management Response time EXPECTATIONS BEST PRACTICES Fair and consistent approach Require complaints in writing Accurate documentation Ensure source of complaint is valid (e.g. community- based and Professional conduct identified) Confidentiality Adequate legal budget to act Time sensitive Monitor legal budget re: enforcement action Implications Education of public Council approval for legal action Education of complainants Current bylaw enforcement policy Enforceable regulations (avoid ultra vires) Monthly file status report to Council Track voluntary compliance Established criteria for high, medium and low enforcement Acknowledge complaints within 24 hours attention Voluntary Compliance WWW Contact offender with compliance options Record keeping Communicate deadlines and penalties Good processes as time permits Gather evidence Liaise with other departments AA Determine course of action Timeliness (lack of resources) Ticket, court injunction, section 57 Financial resources Court as required EXPECTATIONS Timely processing Fair and consistent bylaw enforcement Compliance Confidentiality Effective communication Well maintained records 4 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 315 of 401 APPENDIX 3 SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention Public Relations WWW Counter inquiries Professional Phone calls / emails Effective as possible with limited resources Website Print material, guides, brochures AA Conflict resolution / mediation Timeliness Maintain statistical information Competing priorities Additional options for conflict resolution / mediation EXPECTATIONS (community policing?) Available Knowledgeable Accurate information Professional / courteous COMMUNITY SERVICES Facility Operations WWW Maintenance / repairs Contractor / tenant relations Facility conversions Understanding of community need Asset management - planning Contract lease management AA Building access Capacity to meet needs - surprises Preventative maintenance EXPECTATIONS Time to manage contracts Focus on health and safety Volume exceeding capacity High standard - Emergency Services facilities Comfortable, clean, ergonomic environments BEST PRACTICES Timely, prioritized support Contract for specialized services Cost effective management Long term asset management plan (new and existing facilities) Value for money Asset management plan linked to budget Onsite qualified staff use of project manager Access to specialized contractors Facilities Plan Safety inspections Annual staff workspace survey Facility space appropriate for population Fire hall maintenance by members Safe, productive workspace Park Use WWW Processing park use requests Consistent processes General inquiries Vandalism, complaints, calls for service AA Maintenance coordination Credit card payment process Security / caretakers Permitting software EXPECTATIONS Park availability as per FUA (agreement) Timely and responsive turnaround Approachable and customer focused 5 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 316 of 401 APPENDIX 3 SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention Parks / Open Space Planning WWW Park acquisitions Successful past projects Needs identification Centennial revitalization Public engagement Political will re: funding Design, develop and upgrade Research and reporting AA Long term planning / priorities EXPECTATIONS Timely project completion Process transparency Pubic engaged and listened to BEST PRACTICES Efficient and resourceful staff Parks Plan Diversity of parks, trails and open spaces using / quantifying value of natural assets Accessible neighbourhood /community parks Design reflects available resources Parks space ratio appropriate for population Parks contribute to ecological health Special Projects WWW Climate Action Time sensitive activities delivered on time Cenotaph, BC Book, Torch Run Bench program Gifting / sponsorship programs LGMA records management Website AA Support to departments / training Time to nature partnerships Heritage program In-house training / expertise Smart tool - (GHG’s) EXPECTATIONS Reliable resource for Climate Action info Leadership role in Climate Action Projects within existing resources After regular hours availability Sensitive interactions Events promoted and delivered Facility Planning WWW FLAMP - establishing & implementation FLAMP - 20-year plan Staff accommodations Third party leases / license Third party lease / license for facility use Record keeping - building projects & systems Safety inspections - HAZMAT inventory AA Fire safety plans Conversion to LGMA Facility logistics Limitations of facilities Role and responsibility - clarification EXPECTATIONS Establishing formal agreements with community groups Client expectations are met Accessible and accurate records WorkSafe & fire code compliance 6 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 317 of 401 APPENDIX 3 SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention ADMINISTRATIVE SERVICES Office Duties WWW Tempest S.U. and development Accurate information Record, compile and report statistics Record management AA Maintain paper and digital files Lacks of space Office and storage planning Departmental cooperation with Prospero / Tempest Maintain resource library Lack of secure storage (files) EXPECTATIONS Ensure accuracy and currency of statistics One common area for files Easy and accessible files Human Resources WWW Recruitment / dismissal Long service award Scheduling Professional development / training AA Performance plan evaluation Backfilling - vacation and illness coverage Contract negotiation Cross training healthy work space EXPECTATIONS Wellness program Safe and healthy for environment Meet contractual expectations Fair, consistent and accountable Environment of continuous improvement Internal Communication WWW Group meetings Good working team Department meetings Attitude of helpfulness and help Management meetings Email management AA Phone communication Focus on keeping others in the loop Face to face communication Management and staff support LGMA records management Provision of timely information Website Follow-up to ensure mutual understanding Support to departments EXPECTATIONS To be kept in the loop management and staff support Timely resource and follow-up Financial Management WWW Annual budget preparation Budget preparation Monitor operating accounts Fiscal accountability Invoices - coding process Good corporate culture Facility agreements, permits, rentals Follow purchasing policy AA Improved payment processing EXPECTATIONS Multi-handling of invoices Accountability Honesty and ethical management Adhere to policy Meet objectives 7 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 318 of 401 APPENDIX 3 SERVICE /Activities & Expectations ASSESSMENT / what works well & areas for attention ORGANIZATIONAL Systemic WWW Staff ratio comparison Successful past projects Time tracking Political will re: funding Overtime management - gap analysis Workflow analysis AA Staff back-up capacity Long term planning / priorities Front counter reception Timely project completion Clerical support Staff development Technological modernization and integrated software EXPECTATIONS Avoid incremental rise of workloads / balance expectations Determine impact of strategic initiatives Determine impact of strategic initiatives Define service levels Strategic planning to balance tactical / operational capacity Timely and streamlined reports Effective intra-department communication Effective inter-department communication Supportive work place environment 8 DISTRICT OF CENTRALSAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 319 of 401 Appendix 4 SERVICE ADJUSTMENT ANALYSIS E/M/ SERVICE TOPIC - Adjustment Target AIM ROE C A 2017 2018 H COMMUNITY PLANNING UPDATED SERVICE STANDARDS LONG RANGE PLANNING CAPACITY - Limited time due to application processing within ‘timeline’ expectations Dedicated time allotment - set periods of time with Council STR/WL E ST support √ √ Business Case for assistance - 2017 budget pending WL/CUS/ H MT comparative analysis outcomes STR √ √ Project Charter for Planning Project - ensure Council STR/WL E ST awareness of workload implications for each new project √ √ request Process Guidelines - user friendly guides to steps in the CUS/OE/ M MT process WL √ √ Pre-application Checklist - ensure onus is on applicant to CUS/OE/ E ST submit complete forms WL √ √ PROCESS TIMELINES - Numerous variables and vague expectations Variance Trigger - establish parameters after complete STR/WL/ E ST applications to monitor deviations from the norm CUS √ √ Timeliness - align capacity with Council expectations and then STR/WL/ E inform applicants OE √ √ Fee Recovery - determine cost recovery ratio and review M competitiveness √ √ TREE PERMIT PROCESS AUTHORITY TO DELEGATE TO STAFF - Reduce lag time going to Council for routine matters Pilot Program CUS/WL √ √ Bylaw Review and Transfers 1 DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - Page 320 of 401 Appendix 4 SERVICE ADJUSTMENT ANALYSIS E/M/ SERVICE TOPIC - Adjustment Target AIM ROE C A 2017 2018 H COMMITTEE READINESS AGENCY RESPONSE LAG BYLAW CLARITY / CURRENCY BYLAW ENFORCEMENT & BUILDING INSPECTION DEDICATED NON-PUBLIC TIME COORDINATED INTERDEPARTMENTAL REVIEWS DEFINED SERVICE LEVELS OFFICE WORKING ENVIRONMENT CERTIFICATION AND KNOWLEDGE CURRENCY UPDATED BYLAWS COMMUNITY SERVICES PARK USE User Guide - less counter time CUS/WL E ST √ √ 2 DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - Page 321 of 401 Appendix 4 SERVICE ADJUSTMENT ANALYSIS E/M/ SERVICE TOPIC - Adjustment Target AIM ROE C A 2017 2018 H Online Payment System - less counter time CUS M ST √ √ User Fee Review RG M MT √ √ Software PARKS/OPEN SPACE PLANNING HERITAGE PROGRAM CLIMATE ACTION SPECIAL PROJECTS FACILITY PLANNING FACILITY OPERATIONS SYSTEMIC STAFF RATIO COMPARISON TECHNOLOGICAL MODERNIZATION E-COMMERCE STAFF BACK-UP CAPACITY 3 DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - Page 322 of 401 Appendix 4 SERVICE ADJUSTMENT ANALYSIS INTEGRATED SOFTWARE STRATEGIC INITIATIVES IMPACT DEFINED SERVICE LEVELS INTRA-DEPARTMENT COMMUNICATION INTER-DEPARTMENT COMMUNICATION WORKFLOW ANALYSIS USE OF PROSPERO WORKPLACE ENVIRONMENT FRONT COUNTER RECEPTION STAFF DEVELOPMENT CLERICAL SUPPORT TIMELY REPORTS I-COMPASS USE 4 DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - Page 323 of 401 APPENDIX 6 (a), 6 (b) and 6 (c) APPENDIX 5 AGENCY LITERATURE and RESEARCH LITERATURE Ammons, David N. 2012. Municipal Benchmarks: assessing local performance and establishing community standards. Third edition. Published by Routledge. London and New York. Bish, R.L and E. Clemens. 2008. Local Government in British Columbia. Fourth Edition. Union of BC Municipalities. Richmond. BC AGENCIES Banff Community Measures Program Government Financial Officers Association of BC International City Management Association Know your Council (Australia) Municipal Benchmarking Network Canada Nanaimo Balanced Scorecard National Recreation and Park Association (NRPA) Saanich Key Performance Indicators Page 324 of 401 APPENDIX 6 (a), 6 (b) and 6 (c) ‘NOW’ SERVICE ADJUSTMENT CRITERIA SUCCESS LIKELY UNLIKELY LEGISLATIVE EASE Yes Maybe No POLICY CONSISTENCY Yes Maybe No CONTRACTUAL EASE Yes Maybe No POLITICAL WILL High Neutral Uncertain ORGANIZATIONAL CAPACITY High Medium Low SAVINGS REALIZED High Medium None TIME EFFICIENCY REALIZED Likely Maybe Not Likely TIMEFRAME FOR RESULTS Reasonable Challenging Unrealistic SUCCESS LIKELIHOOD High Medium Uncertain COMMUNITY SUPPORT High Average Low FISCAL RESOURCES Confirmed Available Difficult PARTNERSHIP POTENTIAL Ready Maybe Uncertain/No LEVERAGE OTHER RESOURCES Yes Maybe Uncertain/No ONGOING SUSTAINABILITY Likely Maybe Uncertain/No HUMAN RESOURCES Yes Somewhat No EXPERTISE In-house Available Uncertain/No CONSEQUENCES / RISK None Uncertain Negative AFFORDABILITY Yes Average No Page 325 of 401 APPENDIX 6 (a), 6 (b) and 6 (c) NOW’ SERVICE ADJUSTMENT CRITERIA URGENCY URGENT NOT AS URGENT IMPERATIVE - Requirement to Act Legislation No Legislation LIABILITY - Risk Exposure Legal Inconvenience SAFETY - Direct vs. Potential Threat Life - Imminent Property Damage FINANCIAL - Magnitude of Cost Significant Operational VISIBILITY - Implications to Organization Negative Neutral PUBLIC BENEFIT - Who receives outcomes? Most Few COMMUNITY NEED - Who’s asking? At Large Minority Interest TIMELINESS - Resource Alignment Unique Frequent STRATEGIC - Linkage to goals /priorities Critical Useful OBLIGATION - Commitment to others Contractual Casual LEADERSHIP - Political Requirement High Low TIMELINE - Imposed Timeframe Deadline None Page 326 of 401 APPENDIX 6 (a), 6 (b) and 6 (c) NOW’ SERVICE ADJUSTMENT CRITERIA RESPONSIBILITY POLITICAL ADMINISTRATIVE Procedure or POLICY New or Change Implementation New or Change in Budget FINANCIAL Approved in Budget Staff Level EXTERNAL LINKAGE Political Level Service Quality CORPORATE IMAGE Agency Integrity Service Standards SERVICE LEVELS New or Terminate Implementation STRATEGIC DIRECTION New or Change Staff Performance PERSONNEL CAO Performance Ignore or Seek to Change LEGISLATION Interpretation Low Visibility SENSITIVITY High Visibility Permissible OBLIGATION New or Change in Contract MEMBER LIAISON Elected Official Staff Page 327 of 401 APPENDIX 7 TERMS OF REFERENCE and SCHEDULE District of Central Saanich Organizational Capacity Review Capacity Indicator Survey Purpose To support and inform Central Saanich’s Organizational Capacity Review process with additional quantitative data regarding organizational capacity and peer comparisons. Deliverables • Create a survey tool, based upon indicators of organizational capacity (see examples on page 2 - for Planning, Community, Bylaw Enforcement and Building Inspection Services) for distribution to approximately 30 BC peer municipalities (based upon population size). • Invite peer municipalities to participate in the organizational capacity survey. • Analyze survey results Methodology 1. Develop Survey Tool a. Use free on-line survey framework (e.g. Fluid Survey, Survey Monkey) b. Based upon relevant capacity indicators c. Seek initial input from client 2. Review and Finalize Survey Tool a. Client review of survey questions (one time) b. Incorporate client comments and finalize survey tool 3. Deploy and Promote Survey a. Draft initial invitation email from CAO to peer municipalities b. Follow up emails/phone calls to promote participation in survey 4. Analyze Survey Results a. Analyze using standard survey tool methodologies b. Additional comparative analysis for 5 key capacity indicators SCHEDULE TASK TO/FROM DEADLINE 1. Draft Survey Tool for Central Saanich Review LA to PR October 26 2. Central Saanich comments on survey tool PR to LA October 28 3. Finalize survey tool LA October 31 4. Draft email to send to CAO’s inviting participation LA to PR November 2 5. Deploy survey and provide link for invitation email LA to PR November 3 6. Invitation email to participants re: survey PR to CAO’s November 13 7. Send reminder to participants LA to CAO’s November 1o 8. Close survey LA November 17 9. Analysis and report LA to PR November 24 DISTRICT OF CENTRAL SAANICH ORGANIZATIONAL CAPACITY REVIEW - PILOT Page 328 of 401 APPENDIX 8 SERVICE PARAMETERS CHART “Pilot Service Dashboard” December 27, 2016 FUNCTION - Activity Pilot Service Parameters Notes CUSTOMER SERVICE Phone Call Enquiries 1 day Counter Enquiry 5 minutes Application Assistance As required COMMUNITY PLANNING - assumes complete application Permit Processing - 90 days to approval Development Permits, 25 applications annually Development Variance & Temporary Use Government Agency Deadlines provided 25 A deadline is usually imposed Referrals requests annually Local, Provincial, Federal & First Nation Subdivision Applications 90 days to PLA Variable with lot size and complexity 6 applications annually Rezoning Applications 180 days to approval 9 Variable with OCP amendment applications annually Planning Projects 360 hours of allocation 3 projects DASHBOARD INDICATORS _FTE, _Response Time & _Cost per Capita comparison to peer municipalities Public Satisfaction Survey _% _% of applications processed within parameters _% of referrals done within imposed deadlines _% of permits done within parameters BUILDING INSPECTION - assumes complete application Board of Variance (BoV) * 15 days Variable to when BoV meets Appeal 10 applications annually Residential Permits 7-day response 150 permits annually Commercial Permits 20-day response 50 permits annually Residential Inspections 1-day response 1,200 inspections annually Commercial Inspections 1-day response 450 inspections annually Page 329 of 401 APPENDIX 8 SERVICE PARAMETERS CHART “Pilot Service Dashboard” December 27, 2016 FUNCTION - Activity Pilot Service Parameters Notes Internal Referrals 10-day response 150 inspections annually Miscellaneous Permits 7-day response 200 permits annually DASHBOARD INDICATORS _FTE, _Response Time & _Cost per Capita comparison to peer municipalities Public Satisfaction Survey _% _% of permits processed within parameters _% of inspections done within parameters _% of referrals done within parameters BYLAW ENFORCEMENT Investigation of Low Priority 10 days re: to validate before file is opened 250 complaints per year Investigation - High Priority 5-day response re: before file is opened 150 complaints per year x files opened to enforce Mediation Services 10 files per year Seeking neighbour resolution _% files closed Enforcement 400 files per year Voluntary, ticketing 80% closed via voluntary compliance Legal Action x files per year Net after cost recovery via Court system $_per file & $_total DASHBOARD INDICATORS _FTE, _Response Time & _Cost per Capita comparison to peer municipalities Public Satisfaction Survey _% _% of permits processed within parameters _% of inspections done within parameters _% of referrals done within parameters BUSINESS LICENSES - assumes complete application New Applications 10 days to decision Volume has impact for other departments via 120 applications annually referrals DASHBOARD INDICATORS _FTE, _Response Time & _Cost per Capita comparison to peer municipalities Public Satisfaction Survey _% _% of applications processed within parameters Page 330 of 401 APPENDIX 8 SERVICE PARAMETERS CHART “Pilot Service Dashboard” December 27, 2016 FUNCTION - Activity Pilot Service Parameters Notes COMMUNITY SERVICES Park Use 1-day response time 385 Seasonal fluctuations bookings annually Agreements / Contracts 90-day response 5 agreements annually Facility Use 1-day response time 50 bookings annually Facility Management - 4 District Buildings, # Community Sites, 4 High Priority High: 1-day response Community Buildings (3rd party) & 20 1,000 requests outdoor facilities Low Priority Low: 5-day response 30 requests annually Special Projects 200 hours of allocation 3 Assigned by Council major projects DASHBOARD INDICATORS _Cost/sq. ft. of District Building, Cost/sq. ft. Community Building _Cost for 20 facilities _FTE & _Cost per Capita comparison to peer municipalities Page 331 of 401 ORGANIZATIONAL CAPACITY REVIEW: Public Works & Engineering Page 332 of 401 Organizational Capacity INTRODUCTION Amidst increased public expectations and dwindling resources, proactive local governments are investigating ways to ensure service expectations match organizational capacity. The District of Central Saanich Council identified an Organizational Capacity Review as one of its top five strategic priorities in 2016. To address this priority, management issued a Request for Proposals to complete a ‘pilot’ Organizational Capacity Review (OCR) of one department - Planning and Building Service. Gordon McIntosh was retained to engage staff in exploring ways to maximize service effectiveness and efficiency for the pilot and subsequently all District Departments. This report provides the same background and methodological approach for all Departments customized to the District’s Public Works and Engineering results. OBJECTIVES The stated aims of the Organizational Capacity Review to achieve affective, efficient and great customer service were: 1. The District’s key service areas are aligned with needs of the community 2. Services are demonstrably efficient and effective 3. Staffing levels are appropriate for the current and future level of service demand 4. Organizational structure promotes efficient and effective service delivery 5. Service profiles inform current and future strategic and financial plans 6. Employee culture contributes to service and organizational success DELIVERABLES The key products expected from the OCR process were: • Create a list of services and activities - Service Inventory (Section 2 & Appendix 1) • Assess services to identify service topics for exploration (Sec. 2 & 3 and App. 1) • Explore adjustment possibilities to address service topics - (Sec. 4 and App. 2) • Suggest adjustment actions compatible with existing capacity (Sec. 5 and App. 3) • Compare expectations with peer practices – Services Survey (Sec. 5 and App. 4) • Articulate indicators to monitor service delivery – Dashboard (Sec. 5 & App. 5) Note: This report is part of an Organizational Capacity Review Report series: • OCR: Planning & Building Services • OCR: Finance, Administration, Information Technology (& Corporate) • OCR: Fire & Rescue Services • OCR: Summary Report 1 Page 333 of 401 KEY ACTIVITIES Key milestones in the Public Works and Engineering process included: • Inventory Session (July 18) Directors prepared a base inventory of functions and key services along with some service expectations • Assessment Session (July 19/20) staff reviewed the service inventory to assess ‘what is working well’ and ‘areas for attention’ and to arrive a service topics that warranted further review • Possibilities Session (August 3) senior staff explored service adjustment options to address the service topics raised • Action Session (August 8) senior staff identified service adjustment targets and prioritized those for implementation in 2017 • Report Back Session (August 15) staff provided further input and feedback to the 2017 service adjustment targets and report highlights • Draft Documentation & Survey Results (September 7) draft report and develop conclusions and recommendations for submission • Council Update (September 18) review outcomes and recommendations emerging from the Organizational Capacity Review for all Departments REPORT OUTLINE This report documents the approach taken, session outcomes, emerging observations and areas for follow-up: 1. SERVICE REVIEW - describing the Organizational Capacity Review (OCR) process steps along with timelines, objectives and deliverables expected 2. SERVICE INVENTORY - listing all services with key ‘activity’ descriptions and service excellence ‘expectations’ based on staff input 3. SERVICE ASSESSMENT - determining what is working well (WWW) and areas for attention (AA) to select service topics for further exploration 4. SERVICE ADJUSTMENT - exploring service adjustment possibilities for each service topic and determining ‘NOW’ (2017) and NEXT service adjustment actions 5. SERVICE EXCELLENCE - summary of key observations and recommendations 2 Page 334 of 401 Service Review PROCESS 1 THE CAPACITY BOX An organizational capacity review (OCR) extends beyond finances to consider policy parameters, staff expertise and skills, revenue sources, alternate service providers, service expectations and the strategic context of the community. The organizational Capacity Box model depicts a range of service delivery decisions. New programs or service enhancements must be assessed whether they are outside or within the municipality’s mandate. Existing services can be deleted so new or enhanced programs and services can replace a previously occupied spot in the service agenda. Alternatively, current services can be improved to free up resources for these new programs or services. Sometimes service deletions and/or improvements merely enable the organization to sustain the delivery of remaining services. Some significant new programs or rising service demands may still not fit inside the capacity box and must be deferred or service levels changed until there are sufficient resources. Even with all these efforts, new programs or even existing services may require that a case be made to expand the capacity box or seek alternate ways to deliver the services. An organizational capacity review involves rethinking effectiveness - “Are we doing the right things?” and efficiency, “Are we doing things, right?”. GUIDING PRINCIPLES The following aims guided this design of this organizational review process: • Help staff to explore ways to sustain current levels of services • Comparative analysis over time or with other service providers • Identify strategies for current service, new programs and operational strategies • Investigate ways to achieve efficiencies and workload balance • Develop a methodology that can be replicated by staff in the future LIMITATIONS The report is limited in scope to: • Arrive at conclusions and recommendations based on information received from staff rather than in depth investigations of operations • Interpret survey data without detailed analysis of explanatory factors to simply determine the District’s location within a range among peers 3 Page 335 of 401 STEPS Councils and staff traditionally reconcile existing services and new demands with available resources through the annual budgeting process. As in any household, periodically it is a good idea to clean out the closet, sort through things and re-organize it. In a similar fashion, the OCR process is depicted in the following display: A Services Inventory with service expectations is a building block to ensure the review is comprehensive while not being too detailed nor vague. The Service Review step involves identifying ‘what works well’ and ‘areas for attention’ and culminates with the identification of service topics for further analysis. Service Adjustment Possibilities involve exploring options such as alternate delivery, technology, different standards, revenue alternatives and process refinements to achieve desired aims for each service topic. Organizational Capacity uses a reality check to determine service adjustment possibilities that can be pursued as service adjustment targets as short term ‘NOW’ Service Adjustment Actions in 2017 or planned as ‘NEXT’ Service Adjustment Targets. Implementation responsibility is designated as: • Council - requiring political attention due to the action’s strategic or policy nature • Systemic - adjustments impacting more than one function or department • Operational - to be pursued by staff within operational plans Regular Check-ins are conducted using the service indicators contained in the ‘Pilot’ Service Dashboard to sustain ongoing service excellence efforts 4 Page 336 of 401 Service INVENTORY 2 A foundational base to for the OCR process is the preparation of a complete and descriptive listing of services provided by a Department or function. ACTIVITIES Inventory templates were sent out to the appropriate lead staff to prepare a base inventory of services with at least three (3) key activities for each service (see Chart below). The inventories were reviewed by staff at the July 7 session (see Appendix 1). The main objective of the inventory activity was to provide an understanding for people who are not familiar with the service. KEY SERVICES PARKS ROADS UTILITIES ENGINEERING SURFACES COMMUNITY CLASS DITCHES/CULVERTS APPLICATION REVIEW ALLOWANCES/BOULEVARDS NEIGHBORHOOD CLASS STORM DRAINS ROAD SAFETY SIDEWALKS & CURBS LANDSCAPED BOULEVARDS SEWAGE COLLECTION CUSTOMER INQUIRIES TRAFFIC TRAILS & BEACHES WATER SUPPLY ENGINEERING DESIGN FLEET FACILITY GROUNDS MASTER PLANS HERITAGE AREAS MAPPING & DATA CONSTRUCTION MANAGEMENT POLICY & PROJECTS EXPECTATIONS The next (and cornerstone) step was to identify service expectations or success indicators of what service delivery excellence looks like. If there is no understanding of what success looks like, there is no basis for an evaluation or an ideal to strive for. Further, there is no basis for staff and/or Council alignment on service delivery and consequently guidance for day-to-day operations. Two types of expectations were solicited: • Measurable - quantifiable through percentage or numerical values such as equipment is not down longer than 2 days 90% of the year • Observable - qualitative as a perception or feeling such as public frequently comment on the beautiful look of the landscaped boulevards. The service expectations were generated by staff at the July 19/20 and August 3 sessions (see Column 1 of Appendix 1 and example on next page). 5 Page 337 of 401 ROAD ALLOWANCES and BOULEVARDS Flail Mowing Litter/Rubbish Pickup Traffic Islands Tree maintenance and sight line clearing What Works Well: Areas for Attention: Service Expectations: Metrics: Positive image of community Flail Mowing - All ditches and boulevards All year Few complaints Litter Pickup - All ditches and boulevards All year Pedestrian safety 65 Traffic Islands All year Clear line of sight Tree maintenance /sight line clearing All year Reliable equipment Flail Mowing 800 hours Litter/Rubbish Pickup 300 hours Traffic Islands 300 hours Tree maintenance and sight line clearing 420 hours Total Hours 1,820 hours The notion of seeking service excellence should be an ongoing organizational effort. However, if there is no prompt to regularly review services, the status quo may prevail. The Department Service Inventory should be reviewed annually at the beginning of the scheduled budget process. It can serve as a prompt for staff and Council to consider ways to be more effective and efficient. A regularly updated Service Inventory can also be an invaluable document for: • Orientation of new staff, members or elected officials • Review to ensure service expectations guide budget preparation • Reference in the District’s strategic planning process to ensure emerging priorities match organizational capacity • Consideration in the decision-making process as Council makes decisions that may impact current service delivery capacity Considerations The Service Inventory’s activities and expectations should be kept current by Council resolution as service activities and expectations change due to: • Council decisions and policies • Accepted outcomes of relevant studies • Corporate directions and priorities • Legislative and Industry changes Note: These expectations as well as from other sources were considered in the preliminary development of a Service Indicators in the Pilot ‘Service Dashboard’ (see Section 5). 6 Page 338 of 401 Service ASSESSMENT 3 ASSESSMENT CRITERIA Staff used the Service Inventory activities and expectations, to assess ‘what is working well’ and ‘areas for attention’ for the delivery of each service considering: • Quality - client satisfaction based on citizen survey results, Council feedback and/or citizen and client conversations • Reactive Capacity - sense of being able to keep up with demand in a timely manner • Proactive Capacity - ability to devote energy to preventive efforts, keep informed and get ahead of issues • Strategic Readiness - time to adequately address operational strategies and Council priorities that meet Council expectations • Alternate Delivery - options to undertake an activity in a more effective and efficient manner • System Alignment - procedures and technology to streamline human effort and enhance the customer experience • Cost Recovery - fees adequate to reflect individual versus public benefits while providing sources of alternate revenue to tax dollars ROAD ALLOWANCES and BOULEVARDS Flail Mowing Litter/Rubbish Pickup Traffic Islands Tree maintenance and sight line clearing What Works Well: Areas for Attention: Well maintained Explore equipment options for efficiency Enhanced mowing cycle – 1 to 3 times Defined service level – public expectations In-house versatility Service Expectations: Metrics: Positive image of community Flail Mowing - All ditches and boulevards All year Few complaints Litter Pickup - All ditches and boulevards All year Pedestrian safety 65 Traffic Islands All year Clear line of sight Tree maintenance /sight line clearing All year Reliable equipment Flail Mowing 800 hours Litter/Rubbish Pickup 300 hours Traffic Islands 300 hours Tree maintenance and sight line clearing 420 hours Total Hours 1,820 hours This assessment is found in column 2 of Appendix 1. SERVICE TOPICS Staff identified (July 19/20) service topics (see next page) for further exploration based on their perspective that some items had some rationale for potential adjustment. 7 Page 339 of 401 SERVICE TOPICS ROADS PARKS UTILITIES ENGINEERING SIDEWALK VEGETATION CENTENNIAL PARK USE THIRD PARTY PROTOCOL FRONT COUNTER/INQUIRY GUIDANCE SIDEWALK REPLACEMENT ILLEGAL DUMPING VACTOR PUMP TRUCK VARIANCE TRACKING CULVERT/DITCHES NO PESTICIDE POLICY PUMPS SUPPLY INVENTORY ENGINEERING STANDARDS ROADS/SIDEWALK POLICY PARK DESIGN PROCESS SYSTEM MAPS - UPDATE REFERRAL DELAYS CATCH BASINS TIMING OF TRAINING SYSTEM INSPECTION TRANSPORTATION PLAN BENCH PROGRAM SYSTEM REPLACEMENT MASTER/CAPITAL PLAN LINKAGE HAZARDOUS TREE POLICY WATER METER REPLACEMENT 25 YEAR CAPITAL PLAN - MACHINERY EFFICIENCY THIRD PARTY PROTOCOL GIS MAPPING EQUIPMENT SHARING CRD TRUNK TRANSFER INTERDEPARTMENTAL COOPERATION COORDINATION WITH PW INTRA-DEPARTMENT COMMUNICATION LEVEL OF SERVICE DEFINED TRAFFIC SAFETY COMMUNITY GARDENS CLIENT SELF-HELP TREE MANAGEMENT PRE-DESIGN SCADA – MAXIMIZE UTILITY APPLICATION VOLUME ILLEGAL TREE CUTTING SITE CONSTRUCTION MANAGEMENT DOG BAGS – COST UTILITY REFERRALS PERMITTING Systemic topics emerged in two or more services were identified as Public Works. PUBLIC WORKS CALL FOR SERVICE SUCCESSION PLANNING MECHANIC RATIO INTRA-DEPARTMENT COOPERATION INTER-DEPARTMENT COOPERATION COMPLAINT/INQUIRY RESPONSE OLDER EQUIPMENT EQUIPMENT TECHNOLOGY SEASONALITY OVERTIME ADMINISTRATIVE REQUIREMENTS DEFINED SERVICE LEVELS THIRD PARTY REQUEST - PROTOCOL TRAINING PROGRAM SUCCESSION – KNOWLEDGE TRANSFER Consideration The assessment was conducted by staff, limiting the scope to identify service topics that they will have ownership of and see potential merit in pursuing. To get a more complete perspective as service excellence efforts continue, it would be useful to obtain other vantage points such as Council, other District staff not directly involved in the service, and service users. This approach is only suggested after Department staff have some traction in implementing and realizing the benefits of acting on service topics and ultimately, service adjustments actions. 8 Page 340 of 401 Service ADJUSTMENT 4 ADJUSTMENT STRATEGIES Service adjustments are ways to achieve service effectiveness and/or efficiency through: Revenue Sources • User Fees - cost recovery formula to those who use the service • Levies - special tax for those who benefit from the property specific program • Donations - money or ‘in kind’ resources to assist in delivering a program • Cost Sharing - cost sharing with other organizations • Sales - sell services or products using ‘in-house’ resources Level of Service • Frequency - number of times the service is provided • Level - scope or degree to which the service is provided • Efficiency - ways to reduce resources required to deliver the service • Effectiveness - whether the program is needed Alternate Delivery • Contract / Leasing - purchase service or rent equipment • Volunteers - individuals to provide services without direct compensation • Self Help - assisting individuals to meet their own needs • Delegation – encourage/direct others to provide or reduce services • Vouchers - enable user to select service provider by providing financial aid • Subsidies - assistance to other providing a service Alternate Providers • Joint Ventures - legal arrangement with others to provide a service • Franchise - allow private interest to provide a service for a specified area • Privatization - turn service over to an agency without government control Efficiency Efforts • Benchmarking - legal arrangement with others to provide a service • Technology - increase operational efficiency • Process Improvement - simply procedures and practices ADJUSTMENT POSSIBILITIES Using the Solution Seeking Model - a four-step process familiar to Council and management through the District’s strategic process, each serviced topic can be explored. Desired outcomes if it is successfully addressed are identified. Next, adjustment possibilities to achieve the desired outcome are identified. Service targets are selected as preferred strategies for implementation. Fifty-one (51) service adjustment targets were identified for potential implementation (See Appendix 3): 11 - Public Works General 13 - Parks 05 – Roads 10 – Utilities 27 - Engineering 9 Page 341 of 401 To ensure service adjustments can be implemented, each service adjustment target is assessed to determine if it can be shortlisted for short-term attention. This assessment process is guided by the application of the District’s priority setting criteria: • Reality - can it be acted on NOW, otherwise NEXT or LATER (see App. 4) • Urgency - is there a timeliness dictating immediate action (see App. 4) • Responsibility – does it go in the political or administrative realm (App. 4) SERVICE ADJUSTMENT ACTIONS Based on the application of the reality, urgency and responsibility criteria, the service adjustment targets were translated into (see Service Excellence Chart – next page): • NOW – items that were already in progress or could be done within existing human and fiscal resources • NEXT – matters that could be pursued when NOW items are completed of fiscal and human resources become available as well as • Department – within the mandate of the function and its capacity • Corporate – require Council or managerial approval and/or resources The Service Excellence Chart captures the NOW service adjustment targets identified. It should be reviewed regularly by staff as a reminder of the organization’s focus to enhance service excellence. Key elements of this Service Excellence Chart should be included in the Department’s portion of the District’s Strategic Priorities Chart that is included in Council agendas, updated monthly by management and reviewed quarterly by the CAO with Council. SERVICE EXCELLENCE ACTION CHART PUBLIC WORKS ROADS OPERATIONAL OPERATIONAL 1. EQUIPMENT ENHANCEMENT REQUEST FORM 1. INSPECTION FREQUENCY REVIEW 2. SERVICE CHART 2. GARAGE- SPARE PARTS INVENTORY 3. SPARE PARTS INVENTORY 3. COUNCIL COUNCIL 1. PW SERVICE POLICY 1. INSPECTION FREQUENCY REVIEW 2. NEW SIDEWALK BUDGET PROPOSAL UTILITIES PARKS OPERATIONAL OPERATIONAL 1. ONSITE TABLET PROPOSAL 1. PARK DESIGN PROCESS REVIEW 2. SYSTEM INSPECTION RFP 2. BENCH PROGRAM REVIEW 3. CRD TRUNK TRANSFER- IMPACT ASSESSMENT 3. DOG BAG SPONSORSHIP COUNCIL COUNCIL 1. NO PESTICIDE POLICY REVIEW 2. BENCH DONATION POLICY REVIEW ENGINEERING OPERATIONAL 1. SELF-HELP GUIDES 2. FUNCTIONAL REVIEW 3. PLANNING/BUILDING MEETING SCHEDULE COUNCIL 1. 25 YEAR CAPITAL PLAN 2. TRAFFIC COMMITTEE REVIEW 10 Page 342 of 401 Service EXCELLENCE 5 PEER MUNICIPALITY SURVEY A survey was undertaken by the Director of Finance to enable the District to locate its Public Works and Engineering services among peer municipalities. Twenty-four (24) municipalities with populations between approximately 11,000 and 30,000 were invited to participate. A summary of questions asked and data summary is found in Appendix 4. OBSERVATIONS & RECOMMENDATIONS The following observations and recommendations reflect three (3) key elements of the Organizational Capacity Review Process for Public Works and Engineering services - SERVICE INVENTORY, SERVICE INDICATORS and SERVICE CAPACITY based on: • Service Inventory, Assessment & Topics - created through staff input • Service Dashboard - based on staff, management and peer analysis • Staff Capacity - using staff and management input as well as peer comparison • Excellence Strategies - determined through staff discussion SERVICE INVENTORY The service inventory involved two key elements for Public Works and Engineering: • Services and several key activity highlights • Expectations - insights to assess service delivery and staff capacity The Service Inventory serves as a comprehensive list of services provided by Public Works and Engineering. It can be used for elected official and staff orientation, public awareness and budget structure. It should be updated as services are added or deleted and/or service levels are changed by Council. SERVICE INDICATORS Following the OCR staff engagement, success indicators were developed for monitoring in 2017/18 to establish service levels. This baseline can then be used to: • Compare service levels to assess workload, project or process ‘hotspots’ • Compare service levels and capacity with peers • Evaluate capacity when volumes are below or above volume parameters Based on staff-generated service expectations, desktop research and survey results, it was determined that the most useful service parameters to establish success indicators for Public Works and Engineering services were: • Volume – quantity of area or items that must be maintained • Frequency – rate of incidence or activity • Standards – adherence to legislated requirements The interim service indicators for Public Works and Engineering services are contained in the pilot Service Indicators Dashboard (see App. 5). Recommendation 1. That the CAO and management monitor the pilot Service Indicators Dashboard and that the CAO provide a service capacity assessment report and proposed Service Indicators Dashboard to Council by December 2018. 11 Page 343 of 401 STAFF CAPACITY The Organizational Capacity Review did not involve an analysis of workflow, performance or procedures. Therefore, the status of staff capacity is based on staff and management input as well as comparing (the ‘survey’) delivery, volume and staffing factors relative to peer municipalities (‘peers’). The latter is subject to interpretations of data that may not catch explanatory nuances. Nevertheless, for the purposes of comparison, the information gained provides insights whether the District services are in the ‘high’, ‘average’ or ‘low’ range relative to peers. This section deals with staff levels for current service levels and the strategies developed by staff to maximize efficiency and effectiveness to enhance the capacity within existing service levels. UTILITIES Observations The municipal responses for the District’s ‘Public Works’ survey were limited and/or incomplete. Respondents indicated they did not have the requested data or simply did not have time to generate responses given the detailed nature of the questions. Staff generated nine (9) service topics and senior staff developed ten (10) service adjustment targets. One (1) of the service topics – Vactor Pump Truck is a capital purchase scheduled in the capital plan for 2019. Two (2) service topics – Third Party Protocols is addressed the Public Works section. ‘System maps’ is dealt with in the Corporate section of the Finance, Administration and Information Technology (& Corporate) Report and System Replacement is addressed in the Engineering section of this report. Interpretation Overall, the staff levels appear adequate based on staff discussion. However, levels need to be monitored relative to the CRD trunk transfer and planned subdivisions. Perhaps more significant, but less evident than system additions, is the potential increased time required to keep an aging infrastructure working. The staff generated service topics reinforce this concern: • Spare Parts – minimize system downtime • System Replacement – capital plan with adequate funding needs to match master plan conclusions/recommendations approved by Council • System Inspection – lack of vendors puts preventive efforts at risk • CRD Trunk Transfer – full implications of system’s condition need to be known Staff also had ideas to enhance work program efficiency: • Developer Protocols – to avoid short notice work requests • Information Retrieval – accurate GIS/data accessible in the field Recommendations 2. That the District assess the CRD trunk condition to ensure future District capacity to maintain it. This will likely have more of an impact on the capital plan and funding unless it is problematic and not addressed in the operating budget - resulting in increased workload. 3. That the District examine the business case for in-house CCTV inspection capacity. This effort has merit given both the District’s vulnerability to limited vendors and ability to take preventive measures for an aging system. 12 Page 344 of 401 ROADS Observations The municipal responses for the District’s ‘Public Works’ survey were limited and/or incomplete. Respondents indicated they did not have the requested data or simply did not have time to generate responses given the detailed nature of the questions. Staff generated five (5) service topics and five (5) service adjustment targets. Sidewalk Vegetation was shared with parks and is addressed in the Public Works section. The balance of service topics captured concerns over the ability to conduct inspections in accordance with District policy for sidewalks, road and catch basins. The mechanic attended the roads session and his input is dealt with in the Public Works section. Interpretation Overall, the staff levels do not appear to be problematic today based on staff discussions. However, like utilities, levels need to be monitored relative to community growth - additional culverts, sidewalks and roads through planned subdivisions. Perhaps more significant, but less evident than system additions, is the potential increased time required to keep an aging infrastructure working. The staff’s major concern is the ability to proactively conduct inspections and replace infrastructure hotspots in a timely manner. The former necessitates a review of inspection frequencies stated in service bylaws and the latter requires consideration of capital funding levels. Recommendations 4. That the District review the frequency requirements of or staff capacity for roads, sidewalks and catch basins inspection frequency. Either the frequency or capacity needs to be adjusted while ensuring prudent risk management. 5. That the District review the new/replacement sidewalk program for a safe and enhanced pedestrian environment. Prioritization is required in the Capital Plan. 6. That the District review the its ditch upgrade and culvert replacement program to within the long-term capital plan. Prioritization is required within the Capital Plan PARKS Observations The municipal responses for the District’s ‘Public Works’ survey were limited and/or incomplete. Respondents indicated they did not have the requested data or simply did not have time to generate responses given the detailed nature of the questions. Staff generated sixteen (16) service topics and thirteen (13) service adjustment targets. One service topic – ‘Timing of Corporate Training’ is dealt with in the Corporate section of the Finance, Administration and Information Technology (& Corporate) Report. Three (3) service topics – Machinery Efficiency, Equipment Sharing, and Defined Service Levels were shared with other functions and are addressed in the Public Works section. There is a concern over the changing use patterns at Centennial park – increased dog presence impact on forest protection. The balance of service topics primarily capture concerns over the ability to keep up with service levels for new facility grounds (Fire Hall), new parks, community projects as well as the existing park system. 13 Page 345 of 401 Interpretation Overall, current staff levels do not appear to be problematic if the service levels are clearly defined and scalable to existing resources. The major themes identified include: • Service creep – unplanned service changes due to no pesticide policy, District assuming maintenance of volunteer initiatives, and park design implications • Dealing with violations – illegal dumping and tree cutting • Defined Service levels – align work program and employee expectations to defined service levels compatible with District resources More generally there is a concern over the changing use patterns and increased use of park spaces. It is felt that an overall park master plan would proactively think about the future allocation, design and use guidelines for trails, community and neighborhood parks and trails. At the same time. A comprehensive review and plan would inform future service levels. Recommendations 7. That the District review the implications of the No Pesticide policy. Either adjust the circumstances, applications or techniques. 8. That the District review the park and facility design process to ensure design implications for maintenance are addressed prior to approval. This primarily involves Parks and Community Services. 9. That the District develop a Volunteer Project Policy to ensure staff workload implications are known before support or a transfer is approved by Council. Assuming volunteer projects such as community gardens without staff resource allocations places stress on regular park maintenance services. 10. That the District develop a parks and open space plan to guide park allocation, design and use. The open space system is a critical asset to the community’s quality of life and should be carefully planned for present and future parks the same as rest of the District’s infrastructure. PUBLIC WORKS Sixteen (1) service topics and nine (9) service adjustment targets were identified as impacting at least two (2) public work functions – parks, road s& utilities. Equipment is critical to both sustain and enhance service efficiency. There is a focus on reducing downtime by ensuring the mechanic to equipment ratio and parts inventory are adequate to limit downtime of existing equipment and vehicles. At the same time, there are enhanced efficiency opportunities for replacements beyond status quo replacement. Defined service levels in terms of volumes and frequency require some attention. Historical service provision, staff views and client expectations may no longer be aligned with the District’s resource capacity. As well, the lack of clear service expectations presents some uncertainty in day-to-day staff guidance. Disruptions to the scheduled work program are understood if they are emergencies. However, there is a high frequency of third party or internal requests that have short term notice and therefore response expectations that conflict with schedule staff activities. A common theme among staff was communication for work program effectiveness. The focus was both internal among the 3 PW services as well as with other Departments and functions - engineering, community services, planning and building. 14 Page 346 of 401 Recommendations 11. That the District review garage operation to ensure staff and parts capacity to maintain the current fleet and equipment. The aim is to minimize equipment downtime which in turn disrupts staff work program and service cycles. 12. That the Director propose a public works service level chart for review and approval by Council. This omnibus approach would ensure service levels are compatible with staff capacity and resources. 13. That the District review the process of internal or external work requests to minimize unplanned disruptions to scheduled work activities. The issue is not the request, but the advanced communication required to insert requests into the scheduled maintenance program so core services are not impacted. ENGINEERING Observations The six (6) municipal responses for the District’s ‘engineering’ survey ranged from populations 10,000 to 25,000 or more. The Survey indicates the engineering level (Full Time Equivalent = Central Saanich – 5.0 FTE vs. average – 6 FTE) is ‘average’ among peers. Positions most frequently cited as included in the FTE amount were the Director, Deputy Director or Engineer, Technician, and Administrative Assistant. Activities overall appear average for road safety reviews, engineering designs, special projects and counter inquiries. The review of design drawings and construction project management warrants further review. The survey data is inadequate to locate the District among peers with incomplete information submitted and variable conditional responses. Staff generated seventeen (17) service topics and twenty-six (28) service adjustment targets. GIS Mapping and Application Tracking are dealt with in the Corporate section of the Finance, Administration and Information Technology (& Corporate) Report. The main themes that emerged included: • Asset Management – master plan linkage to capital plan, master plan development and infrastructure assessment • Major Projects – capital construction management, developer project oversight • Internal Liaison – Public Works, Planning and Building • Application Processing – volume, tracking and counter/telephone service time Interpretation Overall, the current staff levels may be strained relative to keeping on top of developer and district projects during the District’s current growth. The need for timely onsite presence takes time from other functions such as applications, inquiries and project capacity such as studies and master plans. It is recognized that applications, reviews and projects require richer inter-departmental communication. A regular meeting schedule with public works, planning and building will require time but may make work programs more efficient and services more effective. In addition to internal communication, is the need for engineering to take the lead with developers to minimize disruptions to regular public work services while maintaining a business- friendly reputation. Staff have noticed a more strained work program to undertake regular activities and services when construction activity increases. Construction project management requires on site staff presence that impacts customer service at the office and application reviews and processing 15 Page 347 of 401 Recommendations 14. That the District review the development pre-plan and pre-construction process to ensure developer and District awareness of expectations. It is felt that a documented understanding by the developer and District staff will clarify service notice and response recommendations. 15. That the Director review options to handle increased construction project management. This service is variable and casual or contract options appear most suitable. 16. That the District direct staff effort and resources to complete the asset management system and long term capital plan. This effort will clearly show Council and management what is required to sustain an infrastructure that matches the District’s service capacity. Otherwise, the aging and new infrastructure will require increase staffing levels or reduced service levels 17. . 16 Page 348 of 401 Appendices 1. Service Inventory 2. Service Adjustment Possibilities 3. Service Adjustment (Priority Setting) Criteria 4. District Service Survey 5. Pilot Dashboard Prepared by Dr. Gordon McIntosh, CGLM 17 Page 349 of 401 Appendix 1 SERVICE INVENTORY ROADS ROAD SURFACES Pot Hole Patching Road Surface Inspections Crack filling and sealing Chip sealing and patching Road shoulder maintenance Shoulder berm removal Sweeping Litter pickup Plowing/Sanding/salting snow removal What Works Well: Areas for Attention: Notice things quickly Capacity to do all work within season Knowledgeable staff Replacement funding Lots of preventive effort Good roads Service Expectations: Metrics: Quick response to safety issues Pot Hole Patching and Road Patching All year Smooth road surfaces Road Surface Inspections 2 Times per year Public satisfaction Crack filling and sealing Once per year No loose rock Chip patching and chip sealing Once per year Clean roads and roadways Road shouldering maintenance Once per year Safe roads Shoulder berm removal Once per year Sweeping All year Litter pickup – All Boulevards All year Plowing and sand/salting As needed Sidewalk snow clearing As needed Snow/ice equipment cleaning As needed Pot Hole Patching and Road Patching 800 hours Road Surface Inspections 160 hours Crack filling and sealing 600 hours Chip patching and chip sealing 878 hours Road shouldering maintenance 424 hours Shoulder berm removal 200 hours Sweeping 800 hours Litter pickup 300 hours Plowing and sand/salting 296 hours Sidewalk snow clearing 80 hours Snow/ice equipment cleaning 200 hours Total hours 4,162 hours 18 Page 350 of 401 ROAD ALLOWANCES and BOULEVARDS Flail Mowing Litter/Rubbish Pickup Traffic Islands Tree maintenance and sight line clearing What Works Well: Areas for Attention: Well maintained Explore equipment options for efficiency Enhanced mowing cycle – 1 to 3 times Defined service level – public expectations In-house versatility Service Expectations: Metrics: Positive image of community Flail Mowing - All ditches and boulevards All year Few complaints Litter Pickup - All ditches and boulevards All year Pedestrian safety 65 Traffic Islands All year Clear line of sight Tree maintenance /sight line clearing All year Reliable equipment Flail Mowing 800 hours Litter/Rubbish Pickup 300 hours Traffic Islands 300 hours Tree maintenance and sight line clearing 420 hours Total Hours 1,820 hours SIDEWALKS and CURBS Sidewalk Inspections Weed control Sidewalk Repairs What Works Well: Areas for Attention: Excellent shape Sidewalk vegetation – no herbicide use Replacement program Service Expectations: Metrics: Pedestrian safety Sidewalk Inspections - All sidewalks once per year Favourable community image Weed control - All sidewalks and curbs once per year Sidewalk Repairs - As needed twice per year Sidewalk Inspections 100 hours Weed control 100 hours Sidewalk Repairs 160 hours Total hours 360 hours 19 Page 351 of 401 TRAFFIC Roads General Sign Maintenance Commercial Sign Maintenance New sign installations Road and curb painting Guardrail maintenance What Works Well: Areas for Attention: Works OK Update commercial signs Excellent condition of signs Good police relations Service Expectations: Metrics: Few complaints Roads General - All roads twice per year Favourable community image Sign Maintenance - All District signs monthly Quick response to issues Commercial Sign Maintenance twice per year Effective police liaison New sign installations as needed Road and curb painting - all roads once per year Guardrail maintenance - 36 guard rails once per year Roads General 140 hours Sign Maintenance 400 hours Commercial Sign Maintenance 160 hours New sign installations 160 hours Road and curb painting 600 hours Guardrail maintenance 300 hours Total 1,760 hours FLEET Vehicles Major Minor Preventive Maintenance What Works Well: Areas for Attention: Staff know equipment well Mechanic/equipment ratio Good teamwork Increased Administrative workload Good resource network Online access to information Service Expectations: Metrics: Extended life of equipment Preventive maintenance Timely repair Effective prioritization Versatile staff Department self-sufficiency Minimal downtime 20 Page 352 of 401 UTILITIES DITCHES & CULVERTS Ditch cleaning Agricultural Cleaning Culvert Cleaning Culvert replacement Hagen Creek water sample & Spill response bail hole maintenance What Works Well: Areas for Attention: Keep on top of repairs & blockages Replacement Cycle Service Expectations: Metrics: Property protection Ditch cleaning All ditches Yearly Timely repairs McHugh & Maber & machine cleaning Yearly Timely blockage removal Culvert Cleaning All ditches Yearly Culvert Replacement As needed Yearly Hagen Creek sample & bail hole maintenance Hagan & Bryson’s Bridge bi-annually Spill response All As needed Ditch cleaning 335 hours McHugh & Maber & machine cleaning 125 hours Culvert Cleaning 335 hours Culvert Replacement 300 hours Hagen Creek sample & bail hole mtce. 48 hours Spill response 80 hours Total 1,223 hours 21 Page 353 of 401 STORM DRAINS Cleaning Repairs and root cutting Flushing Replacement Condition assessments What Works Well: Areas for Attention: Few complaints Replacement program Capacity for annual inspections Keeping up with repairs Service Expectations: Metrics: Good water flow Catch basin cleaning Bi-annually Regular inspections Catch basin installation Three As needed Public safety Storm intakes & gutter repair as needed Property safety Storm system repairs as needed Inspect & repair storm sewer manholes Yearly Storm system outfalls & tide gate Monthly Storm System replacement Various All year Storm main flushing Various Annually Storm main root cutting Various Annually Ditch enclosures Various As needed Video inspection reviews Annually Drainage Administration All Daily Catch basin cleaning 300 hours Catch basin installation 70 hours Storm intakes & gutter repair 240 hours Storm system repairs 184 hours Inspect & repair storm sewer manholes 80 hours Storm system outfalls & tide gate 96 hours Storm System replacement 100 hours Storm main flushing 200 hours Storm main root cutting 100 hours Ditch enclosures 100 hours Video inspection tape report reviews 100 hours Drainage Administration 526 hours Total 2,096 hours 22 Page 354 of 401 WATER SUPPLY PRV & Pump station Mains and service repairs Replacements Water Quality Monitoring Flushing Exercising Hydrants Meters Meter reading What Works Well: Areas for Attention: Reliable CRD system Aging pipes – pace too slow Few complaints Water meter replacement Third party requests – response timing Regulatory compliance Out-dated maps Call for service Spare parts/pump inventory 15-year capital plan Master Plans translate to capital fund development SCADA system Sucker Pump purchase Service Expectations: Metrics: System reliability PRV & Pump station (6)/water monitoring Weekly Quality Water PRV Maintenance - 5 Bi-monthly Minimal pipe leaks Pump station telemetry All Daily Minimal repairs Pump station site maintenance - 5 Bi-annually Adequate system for growth Water main & services repair 35 Regular Quick responses to issues Unidirectional flushing Annual & as needed Qualified staff Water line valve exercising 1200 Annual No user interruptions Water line valve repair & maintenance (24) Annual Reliable fire hydrant flows Hydrant Servicing 1/3 of 450 Annual Self-funded replacement Read Water Meters 3 times annually Meter and Box Repair 150 of 4,300 Annual Meter and Box Repair 320 of 4,300 Annual Meter Chamber Maintenance 30 Annual PRV & Pump station/water monitoring 425 hours PRV Maintenance 540 hours Pump station telemetry 200 hours Pump station site maintenance 100 hours Foreman 1,000 hours Water main & services repair 1,000 hours Unidirectional flushing 1,100 hours Water line valve exercising 767 hours Water line valve repair & maintenance 400 hours Hydrant Servicing 1,000 hours Read Water Meters 756 hours Meter and Box Repair 350 hours Meter Chamber Maintenance 300 hours Total 2,265 hours 23 Page 355 of 401 SEWAGE COLLECTION Installations Maintenance Repairs Inspections flushing Condition assessment What Works Well: Areas for Attention: Few complaints CCTV scans Knowledgeable staff Control Limitations for SCADA Environmental compliance Service Expectations: Metrics: Environmental stewardship Repair sewer connections (4) 3 times annually Inspection cleanout maint. (24) Annually See WATER SUPPLY Sanitary sewer main repair (8) Annually Sewer main blockage removal (8) Emergency Maintenance flushing 1/10 Annually Sanitary main video 1/7 of 100.5km Annually Inspect & repair manholes/cleanouts 729 Annually Weekly inspection rounds 17 Weekly Inspect &maintain sewer grinder stations 13 Monthly Sanitary lift station maintenance 17 - Annually Cleaning sanitary lift station wet wells 17 Bi-Annual Washing & flushing wet wells 17 Bi-weekly Repair sewer connections 300 hours Inspection cleanout maint. 1,000 hours Sanitary sewer main repair 300 hours Sewer main blockage removal 300 hours Maintenance flushing 1,432 hours Sanitary main video inspection 200 hours Inspect & repair manholes and cleanouts 500 hours Weekly inspection rounds 800 hours Inspect and maintain sewer grinder stations 300 hours Sanitary lift station maintenance 900 hours Cleaning sanitary lift station wet wells 500 hours Washing & flushing wet wells 500 hours Sewage supervision 700 hours Total 7,732 hours 24 Page 356 of 401 PARKS PARKS – COMMUNITY (Centennial Park, Rom Knott-Pioneer Park) Turf Horticulture Irrigation Sanitation Facilities and Structures Inspections What Works Well: Areas for Attention: Good equipment Defined level of service Limited machinery downtime User group expectations Versatile staff Coordination of equipment via Public Works Budgeted resources for new subdivisions Staff cross training Turf schedule met Impact of volunteer projects (community gardens) Well trained staff Increased use – limits to scheduled maintenance Good relations with public works Need Centennial master plan High public satisfaction Calls for service – login capacity for all? High user satisfaction Succession planning Calls for service Access to training Flexibility re: changing conditions Examine more efficient machinery Timing for hiring temps Contractor presence during scheduled maintenance Centennial becoming a dog park Avoid corporate training during park season Stage placement at Centennial Park Service Expectations: Metrics: Met maintenance schedules Mowing, Fertilize Top Dress 1/3 of 450 S/S/F High user satisfaction Integrated Plant Health 2 times annually High public satisfaction Play Equipment Repair Monthly All Year Enhanced community aesthetics Structure Repairs Monthly All Year Environmental stewardship practices Sport Facility Maintenance Monthly All Year Qualified staff Litter Control Weekly All Year Inspections Monthly All Year Mowing, Fertilize Top Dress 1,541 hours Integrated Plant Health 526 hours Play, Structure and Sport Facility Repair 1,348 hours Sanitation, Surfaces, Winter 895 hours Inspections 50 hours Total 4,458 hours 25 Page 357 of 401 PARKS – NEIGHBOURHOOD (Blossom, Hardy, Rodolph, Rom Knott, Saanichton Bay, Seabrook, Seamount and Verdier) Turf Horticulture Irrigation Equipment, Structures and Sanitation Inspections Facilities What Works Well: Areas for Attention: Illegal dumping – yard waste See PARKS - COMMUNITY Hazardous waste dumping Illegal tree cutting for views Design alignment with maintenance capacity Park Design role clarity with Comm. Services No Herbicide policy – workload impact Service Expectations: Metrics: Mowing, Fertilize Top Dress 1/3 of 450 See PARKS - COMMUNITY Spring/Summer/Fall Integrated Plant Health 2 times annually Play Equipment Repair Monthly All Year Structure Repairs Monthly All Year Sport Facility Maintenance Monthly All Year Litter Control Weekly All Year Inspections Monthly All Year Mowing, Fertilize Top Dress 1,945 hours Integrated Plant Health 911 hours Play, Structure and Sport Facility Repair 1,022 hours Sanitation, Surfaces, Winter 862hours Inspections 140 hours Total 4,880 hours PASSIVE PARKS (21) TRAILS (5) AND BEACH ACCESSES (10) Mowing Horticulture Irrigation Parking Lots and Structures Sanitation Inspections What Works Well: Areas for Attention: Hazardous tree – risk tolerance See PARKS - COMMUNITY Dog poop bags – cost Bench donation program – work load impact Service Expectations: Metrics: Mowing hours See PARKS - COMMUNITY Horticulture hours Irrigation hours Total hours 26 Page 358 of 401 PARKS – COMMUNITY FACILITIES (Municipal Hall and Fire Station 1) Turf Horticulture Irrigation Equipment, Structures & Facilities Sanitation Inspections What Works Well: Areas for Attention: Looks good Design to match maintenance capacity (Fire Hall) Well used playground See PARKS – COMMUNITY Service Expectations: Metrics: Mowing, Fertilize Top Dress S/S/F See PARKS - COMMUNITY Integrated Plant Health 2 times annually Irrigation Structure Repairs Monthly All Year Sanitation Weekly All Year Parking Lot & drainage inspections - Monthly All Year Mowing, Fertilize Top Dress 1,527 hours Integrated Plant Health 311 hours Irrigation 40 hours Sanitation, Surfaces, Winter 200 hours Inspections 12 hours Total 4,458 hours LANDSCAPED BOULEVARDS (East and West Saanich Roads) Mowing and Turf Horticulture Irrigation Parking Lots and Structures Sanitation Inspections What Works Well: Areas for Attention: See PARKS - COMMUNITY Role clarity re: public works (litter, boulevards) Defined complaint protocol Service Expectations: Metrics: Mowing hours See PARKS - COMMUNITY Horticulture hours Irrigation hours Total hours HERITAGE PARKS Mowing Horticulture Irrigation Parking Lots and Structures Sanitation Inspections What Works Well: Areas for Attention: See PARKS - COMMUNITY Service Expectations: Metrics: See PARKS - COMMUNITY Mowing hours Horticulture hours Irrigation hours Total hours 27 Page 359 of 401 Appendix 2 ENGINEERING & PUBLIC WORKS OCR – SERVICE ADJUSTMENT TARGETS August 20, 2017 TOPIC - Outcomes OPTIONS ACTION / TARGETS GENERAL 1. CALL FOR SERVICE – REVIEW 1. INCLUDE ALL DISTRICT FUNCTIONS MOVED TO CORPORATE CHART SEAMLESS, TIMELY RESPONSE, CUSTOMER-ORIENTED, 2. OBTAIN STAFF BUY-IN LIMITED ADMINISTRATIVE BURDEN, EFFECTIVE TRACKING, 3. ESTABLISH CENTRAL CLEARING HOUSE ANALYTICS CAPACITY 4. INTEGRATE WITH CORRESPONDENCE 2. SUCCESSION PLANNING – PLAN 1. IDENTIFY FUTURE POSITION GAPS EMPLOYEE READINESS, MOTIVATION-DRIVEN, TARGETED 2. DETERMINE EMPLOYEE INTERESTS STAFF TRAINING, GROW OUR OWN PEOPLE 3. ESTABLISH CAREER PLAN IN PPP 4. COORDINATE CROSS TRAINING EFFORTS MOVED TO CORPORATE CHART 3. INTRA-DEPARTMENT COOPERATION 1. TARGETED CROSS TRAINING WEEKLY FOREMAN MEETING- IN PROGRESS SHARE INFORMATION, RESOURCES & PEOPLE 2. WEEKLY PROJECT MEETINGS 4. MAJOR PROJECTS DETERMINE DEVELOPER NEEDS SHARE INFORMATION, RESOURCES & PEOPLE, AVOID CLARIFY SERVICE EXPECTATIONS SURPRISES, MOVED TO ENGINEERING #13 5. COMPLAINT/INQUIRY RESPONSE 1. ESTABLISH STANDARD ACKNOWLEDGEMENT CONSISTENCY, EFFECTIVE PRIORITIZATION, TIMELY 2. DETERMINE URGENCY CRITERIA INCLUDE IN CALLS FOR SERVICE REVIEW FOLLOW-UP, CUSTOMER SERVICE 3. CONFIRM DEFINED RESPONSE TIME 6. OLDER EQUIPMENT 1. EQUIPMENT REPLACEMENT PLAN – IN PLACE Page 360 of 401 INCREASED EFFICIENCY, REDUCED REPAIR COSTS, LESS REPLACEMENT RESERVE – IN-PLACE DOWNTIME 7. EQUIPMENT TECHNOLOGY INCREASED 1. CREATE OPERATIONAL ENHANCEMENT FUND EQUIPMENT ENHANCEMENT REQUEST TEMPLATE (NOW) EFFICIENCY, 2. PREPARE EQUIPMENT ENHANCEMENT TEMPLATE Appendix 2 8. SEASONALITY BUDGET & SERVICE LEVEL-DRIVEN – IN PLACE APPROPRIATE WORK PROGRAM CAPACITY, HIRING TEMPS 9. OVERTIME - CONSEQUENCES 1. MONITOR SEASON HOURS TIME ESTIMATES VS. ACTUALS ANALYSIS- IN PLACE TIME OFF IMPLICATIONS, FILLING IN GAPS 2. MONITOR WORK PROGRAM VARIANCES REVIEW TEMPORARY STAFF TIME USAGE 10. ADMINISTRATIVE REQUIREMENTS – 1. EXPLORE TECHNOLOGY OPTIONS ADMINISTRATIVE DUTIES REVIEW WORKLOAD IMPACT 2. EXPLORE APPLICATION OPTIONS HARDWARE/APPLICATION RESEARCH REDUCE NON-SERVICE TIME, INCREASED OVERSIGHT & 3. REVIEW TASKS – NECESSARY? LEADERSHIP CAPACITY, 11. DEFINED SERVICE LEVELS BALANCE 1. CREATE SERVICE LEVEL CHART SERVICE CHART & POLICY (COUNCIL) (NOW) EXPECTATIONS WITH CAPACITY. MANAGE PUBLIC 2. REVIEW SERVICE POLICIES EXPECTATIONS, STAFF PERFORMANCE GUIDANCE 3. REVIEW POSITION PROFILES 4. REVIEW PERFORMANCE PLAN CRITERIA 12. THIRD PARTY REQUESTS – 1. IMPROVE WEEKLY COMMUNICATION SEE ENGINEERING #13 – MAJOR PROJECTS’ AVOID SURPRISES, DEVELOPMENT-FRIENDLY COMMUNITY 2. REVIEW SERVICE ALTERNATIVES SEE PW #3 IMPROVED INTRA-COMMUNICATION 13. TRAINING PROGRAM – MOVE TO CORPORATE CHART DEFINED EXPECTATIONS, EQUITABLE ACCESS 14. MECHANIC/EQUIPMENT RATIO 1. COMPARE TO OTHER OPERATIONS COMPARE MECHANIC/EQUIPMENT RATE TIMELY REPAIRS, REDUCED DOWNTIME, WORKLOAD 2. ADDRESS PEAK PERIODS BALANCE 15. INVENTORY – SPARE PARTS HOTSPOT PARTS INVENTORY SPARE PARTS INVENTORY (NOW) REDUCED DOWNTIME Page 361 of 401 Appendix 2 ROADS 1. SIDEWALK VEGETATION – NO PESTICIDE POLICY SEE PARKS # 3 REDUCED LABOR INTENSITY, QUALITY OF PROPERTIES 2. SIDEWALK REPLACEMENT 1. REVIEW SIDEWALK CONDITIONS CAPITAL PLAN – NEW SIDEWALK INCLUSION (NOW) PEDESTRIAN SAFETY, COMMUNITY AESTHETICS, REDUCED 2. CONFIRM REPLACEMENT FUND ADEQUACY TRANSPORTATION PLAN REVIEW WORKLOAD 3. ROADS/SIDEWALK POLICY – INSPECTION 1. REVIEW POLICY – EXPECTATIONS FREQUENCY 2. ASSESS OPTIONS RE: RISK EXPOSURE ENSURE EXPECTATION MATCHES CAPACITY, MANAGE RISK EXPOSURE 4. CATCH BASINS – 1. REVIEW POLICY – EXPECTATIONS ENSURE CAPACITY MATCHES CAPACITY, MANAGE RISK 2. ASSESS OPTIONS RE: RISK EXPOSURE EXPOSURE 5. CULVERT REPLACEMENT 1. CONFIRM REPLACEMENT FUND ADEQUACY CAPITAL PLAN – CULVERT/DITCH INCLUSION (NOW) REDUCED WORKLOAD Page 362 of 401 Appendix 2 PARKS 1. CENTENNIAL PARK USE - DOG USE & 1. CREATE CENTENNIAL PARK PLAN DOG BYLAW POLICY REVIEW (COUNCIL) FOREST PROTECTION 2. REVIEW BYLAW CONDITIONS CENTENNIAL PARK DESIGN REVIEW USER SAFETY, ENVIRONMENTAL PROTECTION 3. INCREASED BYLAW PREFERENCE 2. ILLEGAL DUMPING 1. REVIEW BYLAW CONDITIONS BYLAW REVIEW TOXINS, YARD WASTE 2. CONSIDER ONSITE TECHNOLOGY - CAMERA ENVIRONMENTAL PROTECTION, CONSISTENT MONITORING/ENFORCEMENT, LESS STAFF WORKLOAD FOR CLEAN-UP, 3. NO PESTICIDE POLICY – WORKLOAD IMPACT 1. CHANGE POLICY NO PESTICIDE POLICY REVIEW (COUNCIL) (NOW) REDUCED LABOR INTENSITY, QUALITY OF PROPERTIES 2. EXPLORE ALTERNATIVES WEED ERADICATION OPTIONS 4. PARK DESIGN – RE: MAINTENANCE FRIENDLY 1. REVIEW DESIGN PROCESS PARK DESIGN APPROVAL PROCESS REVIEW (NOW) ENSURE WORK PROGRAM CAPACITY, CLOSE LIAISON 2. PARK DESIGN – MAINTENANCE SIGN-OFF WITHIN DESIGN PROCESS 5. CORPORATE INITIATIVES – TIMING 1. CREATE ANNUAL CALENDAR REDUCE WORK PROGRAM IMPACT, PRIORITIZE NEEDS MOVE TO CORPORATE CHART 6. BENCH DONATION PROGRAM – 1. ENSURE PROGRAM RENEWAL FUNDS BENCH PROGRAM FUNDING REVIEW (NOW) WORKLOAD IMPACT 2. EXPLORE ALTERNATE MATERIALS BENCH MATERIAL OPTIONS LONG TERM FUNDING, LONG TERM ASSET 3. DEVELOP CLEAR AGREEMENT TEMPLATE BENCH DONATION POLICY REVIEW (COUNCIL) 7. HAZARDOUS TREES POLICY DEFINED RISK 1. REVIEW TREE REMOVAL PROCEDURE (IN PLACE) TOLERANCE, PUBLIC SAFETY, WORKER SAFETY 2. REVIEW TREE REMOVAL PROCESS (IN PLACE) 8. MACHINERY EFFICIENCY – BUSINESS CASE RATIONALE SEE PW #7 9. EQUIPMENT SHARING/ACCESS – WORK PROGRAM EFFICIENCY, COST REDUCTION, EFFECTIVE SEE PW #3 COMMUNICATION & COOPERATION 10. COORDINATION WITH PUBLIC WORKS – 1. REVIEW OVERLAP AREAS SEE PW # 3 Page 363 of 401 BOULEVARDS, LITTER PICK-UP 2. REVIEW WEEKLY WORK PROGRAMS WORKLOAD EFFICIENCY, COST REDUCTION, IMPROVED SERVICE 11. LEVEL OF SERVICE DEFINED – RECONCILE PROFESSIONAL/PUBLIC EXPECTATIONS WITH CAPACITY SEE PW#11 12. AD HOC PROJECTS – 1. DEVELOP ACCEPTANCE CRITERIA VOLUNTEER PROJECT AGREEMENT (COUNCIL) COMMUNITY GARDEN TRANSFERS, WORKLOAD IMPACT 2. UNDERSTAND OPERATIONAL IMPLICATIONS Appendix 2 13. ILLEGAL TREE CUTTING – VIEWSCAPE 1. REVIEW BYLAW CONDITIONS TREE BYLAW REVIEW (COUNCIL) CLEARING ENVIRONMENTAL PROTECTION, ENFORCEMENT CONSISTENCY, SAFETY, CLEAN-UP TIME 14. DOG BAGS – COST 1. CONSIDER SPONSORSHIP DOG BAG SPONSORSHIP (NOW) BENEFICIARIES PAY FAIR SHARE, COST REDUCTION, 2. CONSIDER FEE SYSTEM 15. PARKS MASTER PLAN 1. BUDGET TO UNDERTAKE PROCESS PARKS PLAN – 2018/19 (COUNCIL) FUTURE PARK USE, DESIGN GUIDANCE Page 364 of 401 Appendix 2 UTILITIES 1. THIRD PARTY PROTOCOL MOVED TO PW #13 2. VACTOR SUMP TRUCK - PURCHASE LIST AS A CAPITAL PLAN ITEM FOR 2019– IN PLACE EQUIPMENT REPLACEMENT, INCREASED EFFICIENCY 3. SUPPLY INVENTORY – PUMPS SERVICE 1. ESTABLISH BACK-UP INVENTORY - PUMPS BACK-UP PUMP SUPPLY: BUSINESS CASE (NOW) RELIABILITY, INCREASED WORK PROGRAM EFFICIENCY 4. SYSTEM MAPS 1. OBTAIN VEHICLE TABLETS ONSITE TABLET (NOW) ACCURATE DATA, WORK PROGRAM EFFECTIVENESS, SEE CORPORATE #3 - GIS RESPONSE EFFICIENCY 5. SYSTEM INSPECTION – CCTV 1. ADDRESS LACK OF VENDORS CONTRACT-OUT – IN PLACE FOR 2017 PREVENT PROBLEMS, CONSISTENCY COMPETITIVE BID PROCESS (NOW) 6. SYSTEM REPLACEMENT TRANSLATE MASTER PLANS TO CAPITAL FUNDS SEE ENGINEERING # 6 & 7 7. WATER METER REPLACEMENT 1. PREPARE BUSINESS CASE FOR COMPLETION REPLACEMENT SCHEDULE REVISION (COUNCIL) WATER CONSERVATION, LESS TIME FOR METER READING, WATER CONSERVATION PLAN 8. SCADA – 1. REVIEW CRD SERVICE AGREEMENT CRD SCADA AGREEMENT REVIEW ACCURACY, DATA CONTROL 2. SYSTEM CONTROL PROCEDURES SCADA CONTROL PROCEDURES SCADA OPTIONS 9. CRD SEWER SYSTEM TRANSFER COMPLETE TRANSFER CRD TRUNK SYSTEM ASSESSMENT (NOW) SEAMLESS TRANSITION, ACCURATE ASSESSMENT, INSPECT SYSTEM SERVICING CAPACITY FORECAST/BUDGET REPLACEMENT Page 365 of 401 Appendix 2 August 20, 2017 ENGINEERING 1. FRONT COUNTER/INQUIRIES DEVELOP SELF-HELP AIDS SELF-HELP GUIDES (NOW) HOW MUCH, WORKLOAD IMPLICATIONS, CUSTOMER PROPOSE DISTRICT OFFICE LAYOUT CLIENT SERVICE POLICY (COUNCIL) SERVICE, COST RECOVERY SEEK EXTRA SERVICE COST RECOVERY (2 TIER) 2. APPLICATION TRACKING DEVELOP TRACKING SYSTEM - TRIGGER POINTS SELF-HELP GUIDES PROCESS TIMING DEFINED FOR APPLICATIONS, CLARIFY APPLICANT EXPECTATIONS TRACKING SYSTEM DEVELOPMENT – TIMELINES INQUIRIES & PERMITS 3. ENGINEERING STANDARDS – UPDATE & REVIEW STANDARDS BYLAW UPDATE UPDATE SPECIFICATIONS, DETERMINE ACCEPTANCE ACCEPTANCE CRITERIA FOR INNOVATIVE IDEAS DEVELOPMENT INNOVATION PHILOSOPHY (COUNCIL) FOR INNOVATIVE IDEAS, CONSISTENT INTERPRETATION 4. REFERRAL DELAYS – INTERNAL ENHANCE INTER-DEPARTMENTAL LIAISON TIMELY RESPONSE, EFFICIENT PROCESSES, CUSTOMER INTERNAL REFERRAL TIMELINES SEE # 2 SERVICE 5. TRANSPORTATION PLAN – TRANSPORTATION PLAN (COUNCIL) UPDATED TO GROWTH, PLANNED FUTURE GROWTH 6. MASTER/CAPITAL PLAN LINKAGE 7. 25 YEAR CAPITAL PLAN – EFFECTIVE LONG TERM FINANCIAL PLANNING 8. GIS MAPPING – BASELINE, DATA MOVED TO CORPORATE CHART INTEGRATION 9. INTERDEPARTMENTAL COOPERATION PLANNING DEPARTMENT LIAISON PLANNING/BUILDING MEETING SCHEDULE (NOW) EFFICIENT PROCESSES, SHARED INFORMATION BUILDING INSPECTION LIAISON PUBLIC WORKS MEETING SCHEDULE (IN PROGRESS) 10. INTRA-DEPARTMENT REGULAR LIAISON WEEKLY MEETING SCHEDULE (IN PROGRESS) Page 366 of 401 COMMUNICATION FUNCTIONAL REVIEW (NOW) SHARED INFORMATION, MORE EFFICIENT PROCESSES 11. TRAFFIC SAFETY ROLE CLARITY COMMITTEE TERMS OF REF. REVIEW (COUNCIL) (NOW) ROLE CLARITY - COMMITTEE & STAFF, 12. CLIENT SELF-HELP BEST TIMES SCHEDULE PROMOTION SEE #1 FRONT LINE INQUIRIES Appendix 2 13. PRE-DESIGN – MAJOR PROJECTS ENHANCE LIAISON WITH DEVELOPER PRE-DESIGN CHECKLIST – SIGN OFF CLEAR EXPECTATIONS, AVOID LAST MINUTE ENHANCE LINKAGE TO PUBLIC WORKS DEVELOPER AGREEMENT TEMPLATE REQUESTS, LESS DEVELOPER COMPLAINTS WORK ORDER SYSTEM PRE-CONSTRUCTION CHECKLIST –SIGN OFF 14. APPLICATION VOLUME ESTABLISH QUEUE APPLICATION RATIO ANALYSIS ADEQUATE CAPACITY THRESHOLD, CLIENT SERVICE, DEFINE CLIENT SERVICE LEVELS CONSISTENT TIMELINES, DETERMINE STAFF TO APPLICATION RATIO 15. SITE CONSTRUCTION MANAGEMENT DETERMINE DEVELOPER PROJECT/STAFF RATIO CONSTRUCTION PROJECT/STAFF RATIO INCREASED VOLUME, WORKLOAD CAPACITY DETERMINE DISTRICT PROJECT/STAFF RATIO PRE-CONSTRUCTION CHECKLIST – RESPONSE PROTOCOL 16. PERMITTING REVIEW FEES FEE BYLAW UPDATE – SEE CORPORATE COST RECOVERY, TIME REQUIREMENT DETERMINE NEED FOR PERMIT PERMIT PROCESS REVIEW 17. UTILITY REFERRALS REVIEW TIME REQUIREMENT & COST RECOVERY COST RECOVERY REVIEW COST RECOVERY, DEVELOP SELF-HELP TOOLS BC ONE PROGRAM REVIEW INTEGRATED CADASTRAL MAPS Page 367 of 401 APPENDIX 3 SERVICE ADJUSTMENT CRITERIA SUCCESS LIKELY UNLIKELY LEGISLATIVE EASE Yes Maybe No POLICY CONSISTENCY Yes Maybe No CONTRACTUAL EASE Yes Maybe No POLITICAL WILL High Neutral Uncertain ORGANIZATIONAL CAPACITY High Medium Low SAVINGS REALIZED High Medium None TIME EFFICIENCY REALIZED Likely Maybe Not Likely TIMEFRAME FOR RESULTS Reasonable Challenging Unrealistic SUCCESS LIKELIHOOD High Medium Uncertain COMMUNITY SUPPORT High Average Low FISCAL RESOURCES Confirmed Available Difficult PARTNERSHIP POTENTIAL Ready Maybe Uncertain/No LEVERAGE OTHER RESOURCES Yes Maybe Uncertain/No ONGOING SUSTAINABILITY Likely Maybe Uncertain/No Page 368 of 401 APPENDIX 3 SERVICE ADJUSTMENT CRITERIA URGENCY URGENT NOT AS URGENT IMPERATIVE - Requirement to Act Legislation No Legislation LIABILITY - Risk Exposure Legal Inconvenience SAFETY - Direct vs. Potential Threat Life - Imminent Property Damage FINANCIAL - Magnitude of Cost Significant Operational VISIBILITY - Implications to Organization Negative Neutral PUBLIC BENEFIT - Who receives outcomes? Most Few COMMUNITY NEED - Who’s asking? At Large Minority Interest TIMELINESS - Resource Alignment Unique Frequent STRATEGIC - Linkage to goals /priorities Critical Useful OBLIGATION - Commitment to others Contractual Casual LEADERSHIP - Political Requirement High Low TIMELINE - Imposed Timeframe Deadline None Page 369 of 401 APPENDIX 3 SERVICE ADJUSTMENT CRITERIA RESPONSIBILITY POLITICAL ADMINISTRATIVE Procedure or POLICY New or Change Implementation New or Change in Budget FINANCIAL Approved in Budget Staff Level EXTERNAL LINKAGE Political Level Service Quality CORPORATE IMAGE Agency Integrity Service Standards SERVICE LEVELS New or Terminate Implementation STRATEGIC DIRECTION New or Change Staff Performance PERSONNEL CAO Performance Ignore or Seek to Change LEGISLATION Interpretation Low Visibility SENSITIVITY High Visibility Permissible OBLIGATION New or Change in Contract MEMBER LIAISON Elected Official Staff Page 370 of 401 APPENDIX 5 SERVICE SURVEY 4.1 Public Works Organizational Capacity Survey Questions Question 1: What is the population of your municipality based on the 2011 census or subsequent population change certified by the Minister of Community Sport and Cultural Development? (10,000-11,999 12,000-13,999 14,000-15,999 16,000-17,999 18,000-19,999 20,000-21,999 22,000-23,999 24,000-24,999 25,000 or more). Question 2: Please give us a sense of the infrastructure inventory Public Works manages. Please fill in all that apply. Roads - Arterial (km), Roads - Collector (km), Roads - Local (km), Roads - Sidewalks (km) Street Lights (count), Traffic Lights (count), Storm Drains (km), Drainage ditches (km), Sewer Treatment - Treatment plants (count), Sewer Transmission - force mains (km), Sewer Transmission - laterals (km), Sewer Transmission - Grinder and lift stations (count), Water Supply - reservoirs and watersheds (count), Water Distribution - Mains (km), Water Distribution - PRV and pump stations (count), Water Distribution - valves (count), Water Distribution - Services (count), Water Distribution - Meters (count), Marine Structures - Docks etc. (count), Buildings and Facilities (count), Parks - Community (number of parks and hectares), Parks - Neighbourhood (number of parks and hectares), Parks - Passive (number of parks and hectares), Parks - Trails (km), Parks - Beach or lake accesses (count), Parks - Playgrounds (count), Airport (yes or no), Cemetery (yes or no), Other (please describe). Question 3: Please indicate how many Full Time Equivalent (FTE) positions were engaged in Public Works Services during the last fiscal year in the following categories (please enter your answer as a numeral, including 0, if you have no staff in a category. Question 4: What was the total gross OPERATING expenditure budget for Public Works Services in the last fiscal year (2016)? Don't include any third party capital program - just the capital you build with your own staff. Question 5: Which of the following services does Public Works provide within your jurisdiction? Please tick all that apply. Road Surface maintenance (paving, sweeping, line painting, pothole patching etc.), Road Allowances and Boulevard maintenance ( shouldering, Flail mowing, sight-lines, traffic islands etc.), Sidewalks and Curb maintenance, Bridge maintenance, Snow Clearing, Sanding and Salting, Water Supply Maintenance (Watersheds, reservoirs etc.), Water Distribution System maintenance, Water Meter reading, Hydrant maintenance, Sanitary Sewer Treatment Plant operation, Sanitary Sewer Transmission maintenance, Enclosed Drainage System maintenance, Ditches and culvert maintenance, Landfill Operations, Garbage Pickup, Recycling Program, Parks Maintenance, Trails Maintenance, Beach or lake access maintenance, Sports fields and playgrounds maintenance, Landscape grounds maintenance (municipal hall, library, community centre grounds etc.), Cemetery grounds maintenance, Fleet - Public Works, Fleet – Fire, Fleet – Police, Buildings and Facilities Maintenance (Municipal Hall, Fire Hall, Community Centre etc.), Purchasing and Inventory Management, Capital Program - only if you build capital with internal staff, Other (Please describe). Question 6: What is the dollar value of your annual capital program constructed internally by public works? Question 7: How many capital projects do you construct each year with public works staff? Question 8: On average, how much time would you estimate it takes for a member of the public to receive a response to a telephone or written (email or hard copy letter) request for routine information? Question 9: If you have any comments you would like to make to clarify unique circumstances or provide explanations about your answers, please do so here: Page 371 of 401 APPENDIX 5 4.2 Engineering Organizational Capacity Survey Questions Question 1: What is the population of your municipality based on the 2011 census or subsequent population change certified by the Minister of Community Sport and Cultural Development? (10,000-11,999 12,000-13,999 14,000-15,999 16,000-17,999 18,000-19,999 20,000-21,999 22,000-23,999 24,000-24,999 25,000 or more). Question 2: Please give us a sense of the infrastructure inventory engineering manages. Please fill in all that apply. Roads - Arterial (km), Roads - Collector (km), Roads - Local (km), Roads - Sidewalks (km) Street Lights (count), Traffic Lights (count), Storm Drains (km), Drainage ditches (km), Sewer Treatment - Treatment plants (count), Sewer Transmission - force mains (km), Sewer Transmission - laterals (km), Sewer Transmission - Grinder and lift stations (count), Water Supply - reservoirs and watersheds (count), Water Distribution - Mains (km), Water Distribution - PRV and pump stations (count), Water Distribution - valves (count), Water Distribution - Services (count), Water Distribution - Meters (count), Marine Structures - Docks etc. (count), Buildings and Facilities (count), Parks - Community (number of parks and hectares), Parks - Neighbourhood Parks - Passive (number of parks and hectares), Parks - Trails (km), Parks - Beach or lake accesses (count), Parks - Playgrounds (count), Airport (yes or no), Cemetery (yes or no), Other. Question 3: How many Full Time Equivalent (FTE) positions were dedicated to Engineering in the last fiscal year? Please enter your answer as a numeral, using 0 or a decimal (e.g. '0.5', '2.25') if necessary. Don't include Public Works or Parks operations staff - this is the subject of a separate survey. Question 4: What was the total gross expenditure operating budget for the Engineering Department in the last fiscal year (2016)? Please answer in whole dollars. Do not include Public Works or Parks please. Question 5: What was the total gross capital program expenditure budget that is managed by the Engineering Department? Use an average to indicate the normal level of the program. Question 6: How many individual capital projects do you generally manage in any one year? Question 7: How many of these do you construct yourself and how many are contracted each year? Question 8: Please break out your FTE total into positions in the following categories (please enter your answer as a numeral, including 0, if you have no staff in a category. Where a position served more than one role, please indicate a fraction that estimates the proportion of time spent in each role. Director of Engineering or equivalent, Deputy or Manager of Engineering, Technician, Project Manager or coordinator, CAD or GIS Technician, Administrative Assistant, Reception/clerical, Other (Please describe). Question 9: As accurately as possible, please indicate the number (using whole numerals, including 0) of the following in the last fiscal year by the following categories: Engineering review of applications (Such as Rezoning and Development Permits, Subdivision Servicing, Soil or Erosion Permits, Building Permits, PLA comments). How many?, Road Safety Reviews (from complaints, Traffic Safety Committee or development). How many? Engineering Designs of Infrastructure (Sewer Water Storm Roads etc.). How many projects were designed? Prepare, Manage and Update of Master Plans (Sewer, Water, ISMP etc.). How many updates/adjustments did you do in the year? External Liaison Meetings and Referrals (Federal, Provincial, Regional, First Nations etc.). How many? Customer Service - Counter, email or phone inquiries. (How much overall staff time as a general percentage of work week), Capital Construction Program Management - Projects - how many construction projects managed during the year?, Public Works/Parks Management or liaison - percentage of time committed to this area., Council or committee meetings attended, Staff Reports produced, Significant Policy Development Projects or Special Initiatives managed, Other (Please describe). Question 10: On average, how much time would you estimate it takes for a member of the public to receive a response to a telephone or written (email or hard copy letter) request for routine information from Engineering? Same Day, One to Two Days, Two to Five Days, Five to Ten Days, More than Ten Days. Question 11: If you have any comments you would like to make to clarify unique circumstances or provide explanations about your answers, please do so here: Page 372 of 401 APPENDIX 5 Highlighted Graphs Highlighted Graphs Page 373 of 401 APPENDIX 5 Page 374 of 401 APPENDIX 5 Page 375 of 401 APPENDIX 5 PUBLIC WORKS & ENGINEERING SERVICE DASHBOARD August 20, 2017 INDICATOR (number) Assessment PUBLIC WORKS Equipment Downtime – 2 days 90% Employee Accident free days – 365 days 100% Safety Issue Follow-up – same day 100% Vehicle/Equipment Inspection Schedule 100% Vehicle/Equipment Maintenance Schedule 80% Public Complaint/Inquiry (non-urgent) response – 1 day 90% PARKS BC Landscape Standards 80% Turf Cycle Completion – 2 weeks 90% Irrigation System Leaks/Repairs 20/year Playground Inspection – 30 days 100% ROADS Road Inspection Cycle 1/year 90% Road Sweeping – 4/annual 90% Catch Basin Cycle – 2/year 90% Sidewalk Inspection Cycle 90% UTILITIES Drainage blockage 6/year Water quality compliance -365 days 100% Odour complaints 10/year System – mains breaks 10/year System – service breaks 20/year Meter Reading – on time – 120 days 100% Hydrant Valve exercising – annual 100% Hydrant tear down – 33%/year 100% System - Service breaks 20/year ENGINEERING Application timelines 90% Soil Permits 5/50 hours/year Unauthorized soil removal 5/150 hours/year Tree Permits 24/50 hours/year Engineering Drawing Submissions 12/1,200 hours/year Subdivision Application Reviews 12/36 hours/year Value of annual capital expenditures 1.0 M Building Permit Reviews 5/150 hours/year Utility Referrals 1,000/1,000 hours/year Engineering Drawings – District Projects 6/600 hours/year Engineering Drawings – Development 20/200 hours/year Special Projects 3/300/year Construction Project Management 4/year Page 376 of 401 ORGANIZATIONAL CAPACITY REVIEW OPERATIONAL PERFORMANCE STANDARDS DASHBOARD Appendix ‘A’ September 16, 2017 Page 377 of 401 Page 378 of 401 Page 379 of 401 Page 380 of 401 Page 381 of 401 Page 382 of 401 Page 383 of 401 Page 384 of 401 The Corporation of the District of Central Saanich COMMITTEE OF THE WHOLE REPORT For the Committee of the Whole meeting on September 11, 2017 To: John Manson File: 5320-20-5633 Interim Director of Engineering and Public Works From: Yvan Sylvestre Priority: Strategic Senior Engineering Technician Operational Date: July 19, 2017 Re: Expansion of Sewer Collection Area No 1 - Bylaw 1922 RECOMMENDATIONS: 1. Central Saanich Sewage Collection Area No 1, Extension Bylaw No. 1922, 2017 be introduced and read a first time by title only. 2. That the Central Saanich Sewage Collection Area No 1, Extension Bylaw No. 1922, 2017 be read a second; and 3. That the Central Saanich Sewage Collection Area No 1, Extension Bylaw No. 1922, 2017, be read a third time. DISCUSSION: The District has received a request from the owners of 6465 Rodolph Road for a connection to the sanitary collection system. Sanitary servicing requires inclusion of the lands into Sewer Collection Area No.1. 1903 Mount Newton Cross Road, Saanichton, B.C. V8M 2A9 Phone: 250-652-4444 Fax: 250-652-0135 Page 385 of 401 To: John Manson, Interim Director of Engineering and Public Works July 19, 2017 For: September 11, 2017 Committee of the Whole Re: Expansion of Sewer Collection Area No 1 - Bylaw 1922 The property is described in detail below and shown on the Site Context Plan attached as Appendix “A”. Lot 2, Section 16, R4E, SSD, VIP23082 (6465 Rodolph Road) The property is currently zoned Large Lot Single Family Residential (R1) and is within the Urban Settlement Boundary as defined in the Official Community Plan (OCP). The property is currently serviced by on-site septic treatment but is showing sign of failure and causing concern to the property owner. The municipal sewer system is available on Rodolph Road but requires an extension of 18m to service the property. The criteria used to consider the inclusion of lands into the Sewer Collection Area are the policies of the Official Community Plan (OCP) and Council Resolution 532.09. A flowchart outlining the process used by Staff is attached for reference (Appendix ‘B’). The OCP Bylaw No.1600 deals with municipal utilities in Section 10. Policy 1 of subsection 10.2.1 states: “Detailed expansion of utility services shall be in conformity with overall land use and development policies of this plan; as a general principle, water and sanitary services will be available in areas designated as Urban Settlement shown on Schedule A, Land Use Plan.” Policy 1 of subsection 10.2.2 states: “The use of conventional and innovative septic tank and field disposal systems is supported for any residential dwelling situated, or to be situated on Agricultural or Rural lands provided environmental impacts are fully considered, including impacts on the marine environment.” Council Resolution 532.09 states: “Extension of Sewer Lines would follow the existing policies already in place. Consideration of extending the Sewer Service Area outside of the Urban Containment Boundary should only be seen as a means to resolve a current health problem as confirmed by a professional if no reasonable alternative is feasible.” CONCLUSION: Based on Council policies, it is supported that this property be included into the Sewer Collection Area which requires an amendment to the Central Saanich Sewage Collection Area No. 1. The “Central Saanich Sewage Collection Area No.1, Extension Bylaw No. 1922, 2017” is attached for appropriate readings. ATTACHMENTS: Page 386 of 401 To: John Manson, Interim Director of Engineering and Public Works July 19, 2017 For: September 11, 2017 Committee of the Whole Re: Expansion of Sewer Collection Area No 1 - Bylaw 1922 Appendix "A" - Site Context Plan Endorsed by: Bylaw 1922, 2017 John Manson Interim Director of Engineering and Public Works Administrator’s Recommendation: I concur with the recommendation contained in this report. Patrick Robins Chief Administrative Officer Page 387 of 401 Sewer lnclusion Appendix"A" 6465 Rodolph Rd LEGEND SUBJECT SITE ecale 1'25OO 6535 6536 2456 c0 2+55 6540 653J 651 6 2452 653 1 6525 6538 6522 + 6521 + 6517 6536 rt- N 2441 6506 (\ co (o c.l @ + (o N 6509 C\ o o (\ N ¡.) + + lr) 6509 O¡ + + + + + + + + + 6505 r.) N N N N N (\ N N N N 6499 a 6498 6495 2384 { VI 649 1 6492 a_ O) o o ô It r.) O) |r) + + C.J (\ t) r.) + lf) 6458 N N l if + + + $ + 6447 6486 o) N N N N N c.l N M) Z. ô 648 1 t- @ (\ É r.) Ð N N --) 6468 T 6+77 6480 6470 647-7 O 6479 lf) æ z. ¡/) N 6+67 647+ 6475 6464 6+62 (n{ 6473 6465 6458 6468 Ol 6453 6465 ó + "$ (o 6+64 64+5 LI 6+45 EÐ O ( 6+41 6+37 6454 2 É 6437 6+29 6446 o*46 6438 z. 6438 o ôrJ6 øúL9 6 6421 â o æ N o ó N z ¡/) + st L¡- 6437 + t t $ + + q 6428 z z4o2 N N N N N N 1 641 5 6429 6+28 WILCOX TCE 6409 6420 ( Itr It- ú) r.) r.) (o + + + $ + rf)+ + ¡ 6403 6+12 N ô.1 c.l N c.l N N c 6414 6+1 1 2310 6+04 6403 6404 C 6403 YI z 6+O2 2322 f 639 6 6J95 6+04 6393 2334 6J 6388 6387 6383 2346 6384 6 6379 2335 6380 Btoh;¡22-6L5 Bodoþh Page 388 of 401 THE CORPORATION OF THE DISTRICT OF CENTRAL SAANICH BYLAW NO. 1922 A Bylaw to Amend Sewer Loan Authorization Bylaw No. 322, 1971 to Extend Sewage Collection Area No. 1 to include Lot2, Section 16, R4E, SSD, Vlp230S2 (6465 Rodolph Road) WHEREAS District of Central Saanich has been petitioned by the property owners of 646b Rodolph Road outside the Sewage Collection Area No. 1, for a cônneciion to t'he Sanitary Sewer System; NOW THEREFORE, the Council of the Corporation of the District of Central Saanich, in open meeting assembled, enacts as follows: This 1' Bylaw may be cited for all purposes as the "Central Saanich Sewage Coilection Area No. 1, Extension Bylaw (Lot 2, secfion 16, R4E, ssD vtp2g0g2) No. íg22, 2017,. 2. That Sewer Loan Authorization Bylaw No. 322, 1gr1 be amended as follows: a) By adding the following paragraph to section 1 of the Byraw: .P H 181: Allthat part of Lot 2 section 16, R4E, ssD, vtp23og2 (646s Rodotph Rd),' By b) amending Schedule "A" to Bylaw No. 322, 1971 to include within the shaded area identifying Sewage Collection Area No. 1 those lands shown shaded on the Site plan attached as Schedule "4" to this Bylaw. READ A FIRST TIME this day of ,2017 READ A SECOND TIME this day of ,2017 READ A THIRD T|ME this day of ,2017 ADOPTED this day of ,2017 Ryan Windsor Mayor Liz Cornwell Corporate Officer Page 389 of 401 Bylaw No. 1922 Schedule "4" Sewer Extension 6465 Rodolph Rd LECf;ND 1'25OO SUBJECT SITE ecale 6535 6536 2456 co 2+55 6540 6533 2452 651 6 653 1 6525 6538 6522 + 6521 + 6517 6536 ù"o N 24+1 6506 N @ (o N ó + (o C\ 6509 C\l N N ¡.) + + ú) 6509 +o +o + + + + + + + 6505 t) c! N (\ c.l N N (\ N C\ N 6499 t\-a 6498 6495 2384 {> 649 1 6+92 o_ O oO) ô t- r.) o, lr) + N N t) ¡.) + l]. 6458 N + l $ + + O) N + + s 6+87 6486 Þ. t/) N N N N N N ô 648 1 It- @ z. t n ¡.) N c.l N --l 6468 ï 6+77 6480 6470 6477 6479 l¡. O æ z- ¡r) 6+75 N 6+6+ 6+62 6467 6+74 6465 (n 6473 6458 J 645J uout +Ol _\ + f z. 6464 qÐ 6445 L! 6+45 (J f 64+1 6+37 6+5+ f 6437 6429 6446 6438 z 6+46 6438 o ôlJ8 ol29 € 6+21 ô o @ N o cO N z. r.) * s lJ. z. 6437 + + + $ + + 6+28 z4oz N N N N N c.l 641 5 6429 6428 WILCOX TCE 6409 6+20 ( O) ft- It- rf) ¡.) o o ¡.) + ú) (o I + * $ $ + + + 640J 6+12 N c..l N N N N C\l c 641 4 641 1 2310 6404 6403 6404 C 6403 6402 2322 6396 6395 6404 6J94 6393 639 2334 6388 6387 2346 6384 6383 63 6380 6379 2335 ¡ ryr¡22-4L5Rodoþh Page 390 of 401 Calendar of Meetings October 2017 1 2 3 4 5 b 7 Regu¡ar Council GVLRA Board of Variance 11'.45 am (tentative) 9:00 am Joint Gouncil / Police Board Agricultural Advisory Commission pm 6:00 (tentative) 7:00 pm (Fûe Hall#1) Town Hall 7:00 pm (Saanich Fairgrounds) I I 10 11 12 13 14 Thanksgiving Committee of the Whole CRD lntegrated Resource CRD Traffic Safety Commission (office closed) 7:00 pm Management Advisory Committee 12:00 pm 11:00 am Police Board CRD Board 4:00 pm 1:30 pm Economic Development Advisory Healthy Watershed Committee Committee (tentative) 7:00 pm 7:00 pm Peninsula & Area Agricultural Commission 7:30 pm 15 16 17 18 19 20 21 Regular Council Regional Parks Committee 7:00 pm 10:00 am Regional Water Supply Commission l2:30 pm CRESTAGM 4:00 pm Advisory Planning Commission (tentative) 7:00 pm 22 23 24 25 26 27 28 Committee of the Whole GVPL Board CRD Environmental Services GRD Special Task Force on First 7:00 pm 12:00 noon Committee Nations Relations 9:30 am 12:00 pm GRD Planning & Protective Services Peninsula Recreation Commission Commíttee 7:00 pm Page 391of 401 11:30 am CRD Hospitals & Housing Committee 1:30 pm 29 30 31 The Officg of the Gomplaints/Enq uiries : 947 Fort Street PO Box 9039 Stn Prov Govt 1-800-567-3247 cq, mbudsperson (250) 387-5855 Victoria BC VBW 945 Fax: (250) 387-0198 B.C.'s lndêpendont VolcG For Falrness www. bcom buds pe rso n. ca August 28,2017 His Worship Ryan Windsor Mayor District of Central Saanich 1903 Mt. Newton Cross Rd. 1Þ__ SAANICHTON BC V8M 249 €GE#Væ sEP 05 2aî7 Ihe Dear Mr. Windsor, Co¡ of the D;slrici RE: Quarterly Report April 1 - fune 3O,2Ot7 I am pleased to provide you with the enclosed documents detailing the complaint files our Office closed for District of Central Saanich between April 1 and fune 30,20L7. We have updated our tracking and reporting process in response to feedback received from public authorities during our strategic planning sessions held in the spring o12016. We hope you will fìnd this information useful for ongoing service and program planning within your organization, and look forward to hearing your feedback on our new process' Enclosed you will find a detailed report containing the foìlowing: o The number of files our Office closed in the last quarter regarding your organization and the category under which these files were closed, including both investigated and non- investigated complaints. We have also included a description of our closing categories to assist you in interpreting the data provided' o Copies of all closing summaries from investigated files that were closed during the last quarter, indexed with the file number, complainant name, and the contact person within your organization for the matter we investigated. o If available, a summary of the issue types identified in complaints that were closed in the last quarter. This information provides public agencies with a breakdown of specific categories of issues that are being reported to our Office in relation to the total number of complaints received. This data is provided for both investigated and non-investigated complaints. Issues tracking data is only available for select authorities or groups of authorities with sufficient complaint volume to implement issues tracking. We will be working on making changes as required to the issues tracking feature of the quarterly reporting process to ensure we are providing the most useful information to public authorities from trends being reported in complaints to our Office. In addition, I am pleased to inform you that our new Prevention Initiatives Team has been established and is available for further outreach and consultation. This three-year pilot program is intended to support authorities to proactively address issues in policy and program delivery to promote administrative fairness in public service. A number of opportunities for consultation and education with the Prevention Initiatives Team will be announced in the coming months, and we welcome your recommendations and feedback on ways that the team may be of assistance to your specific organization over the course of the three-year pilot, In particular, we would like to hear from you about how we can further improve our reporting to authorities, Page 392 of 401 His Worship Ryan Windsor Page 2 suggestions for training for your staff on our process and the principles of administrative fairness, and ideas for consultation projects to assist your organization with incorporating fair practices into changes to programs or service delivery. You can contact the Prevention Initiatives Team with your questions, ideas and requests for assistance at [email protected]. An upcoming opportunity for initial engagement with our Prevention Initiatives Team is being offered by way of an interactive 60 minute webinar to discuss the changes to our quarterly reporting process, provide further information on how we will be tracking common complaint trends across authorities under our jurisdiction, and invite feedback on how we can continue to provide more useful reporting on the complaints our Office receives. This is also an opportunity for public authorities to communicate directly with our staff about our Office's role and process, with the goal of increasing collaboration towards continuous service improvement. These interactive webinars have been scheduled for the following dates and times: Tuesday September 26,20L7 at LOam Wednesday September 27, 201,7 at 2pm Ifyou are interested in attending one ofthese sessions or another webinar offering at a later date, I invite you to contact the Manager of the Prevention Initiatives Team, Rachel Warren, at [email protected] or (250)508-3068. As there are a limited number of spaces available, we request you contact us as soon as you are able to confirm your attendance, and before September 22,20\7. You may also wish to extend this invitation to another delegate within your organization. Additional opportunities to engage in collaborative consultation with our Office will be offered in the coming months. I sincerely hope that our new quarterly reporting process, as well as the support offered by the Prevention Initiatives Team, will be useful to your organization. I look forward to receiving your feedback. Yours sincerely, 4-\L-L-t^- Jay Chalke Ombudsperson Province of British Columbia Page 393 of 401 the Office of the Files Closed from April 1 to fune 3O,2Ol7 mbudsperson District of Central Saanich B.C.'s lndependent Volce For FalrnEss l. Complaints with No Investigation 0 a. Enquiry OnIy 0 b. Refused (discretion) . More than one year between event and complaint 0 . Insufficient personal interest 0 . Available remedy 0 . Frivolous/vexatious/trivial matter 0 . Can consider without further investigation 0 . No benefit to complainant or person aggrieved 0 . Complaint abandoned 0 . Complaintwithdrawn 0 c. Statute barred (FIPPA, Police Act, etc') 0 d. Not a matter of administration 0 e, Voluntary Refemal 0 Í. Pre-empted by existing stqtutory right of appeal, obiection or 0 review 2. Early Resolution Investigations 0 b. Investigation ceased (discretion) 'No findÍngs . Insufficient personal interest 0 . Available remedy 0 . No benefit to complainant or person aggrieved 0 . Complaint settled 0 3. Complaintlnvestigations t a, Not a matter of administration 0 b. Pre-empted by existing statutory ríght of appeal, obiection or 0 review c. Investigation ceased (discretion) 'No findings . More than one year between event and complaint 0 . Insufficient personal interest 0 . Available remedy 0 . Frivolous/vexatious/trivial matter 0 . Can consider without further investigation 1. . No benefit to complainant or person aggrieved 0 . Complaint abandoned 0 . Complaint withdrawn 0 . Complaint settled 0 Page 394 of 401 Files Closed from April 1 to fune }O,ZOLT District of Central Saanich Page2 d, Investigatíon completed - Findings - Substontiated o Remedied in whole 0 o Remedied in part 0 o Not remedied . 0 Recommendations made - remedy to be implemented over time 0 e. Investigation completed - Findings - Not substantiated 0 4, Ombudsperson Initiated Investigations 0 a. Investigatíon ceased (discretion) - No findings 0 b, Investigation completed - Findings - Substantiated . Remedied in whole 0 o Remedied in part 0 ¡ Not remedied 0 . Recommendations made - remedy to be implemented over time 0 c, Investigation completed - Findings - Not substøntiated 0 28/08/2017 Page 395 of 401 The Off¡ce of the Ombudsperson Quarterly Report mbudsperson Glossary of Terms B.C.'s lndependent Vo¡ce For Fairness Available remedy This notice includes the essential details of the complaint and the identity of the We may decline or discontinue complainant. Investigations may conclude investigation of a complaint where the with a determination that a complaint is law or an existing administrative not substantiated, or with a negotiated procedure sets out an available process settlement of the complaint, or with that may provide an adequate remedy for public findings and recommendations. We the complaint. This may include review or may also exercise discretion to cease complaint processes that are established investigation for a number of other in policy or legislated review or appeal reasons specified in the }mbudsperson processes with limited grounds that are Act. not considered to be "on the merits" (see "Pre-empted" category above). Before we Complaint settled decline a complaint based on a referral to an available process, we first consider the We may cease investigating a complaint applicability of that process to the specific when we have achieved a settlement of issues raised in the complaint as well as the complaint. The Ombudsperson Act whether the complainant has any provides specific authority for the reasonable basis for not pursuing the Ombudsperson to consult with referral. Considerations in this regard authorities to attempt settlement of may include the urgency of the matter or complaints once an investigation is the complainant's capacity to pursue the commenced. When an investigation leads referral in the circumstances. us to conclude that action on the part of the authority is required to resolve the Can consider without further complaint we try to achieve that investigation resolution by obtaining the voluntary agreement of the authority to settle the This section is used to discontinue an complaint. This allows matters to be investigation when, upon consideration of resolved fairly for the complainant and the circumstances and the available authority without requiring a formal evidence, we reach a conclusion that finding of maladministration. further investigation is not necessary. Complaint withdrawn Complaint abandoned We may decline or discontinue We may decline or discontinue investigation of a complaint when the investigation of a complaint when the complainant indicates that they do not complainant will not respond to our wish us to proceed with in an attempts to contact them or where the investigation. This may be used to close a person refuses to provide appropriate complaint file when the complainant has contact information. achieved a resolution of the matter through their own efforts after filing a Complaint investigations complaint with our office. When we investigate a complaint, we notify the authority being investigated. Page 396 of 401 Page2 Complaints with no investigation from Complaints which are requests that Our office does not investigate every our office investigate. complaint it receives. First, we have to determine whether we have authority to Frivolous/vexatious/trivial matter investigate the complaint under the We may decline or discontinue )mbudsperson Act and whether other investigation of a complaint where we legislation may limit our authority. We conclude it is frivolous or vexatious, not also have discretion to decline to made in good faith, or concerns a trivial investigate for reasons specified in the matter. In practice this provision is used Ombudsperson Act. We share the details of extremely rarely. a complaint and the identity of complainants with an authority only Insufficient personal interest when we investigate the complaint. The We may decline or discontinue details of complaints closed without investigation of a complaint when the investigation are kept confidential and we person who makes the complaint is not report only statistical summary the person primarily affected by i! and information on non-investigated files to does not have sufficient personal interest authorities and the public through our in the matter. Sometimes friends or quarterly and annual reports. relatives make a complaint on behalf of the person directly concerned without Early Resolution investigations the person's knowledge or consent. In these Early Resolution investigations provide cases we ask the person making the an expedited process (generally within complaint to get consent from the person two weeksJ to deal with complaints when directly affected before we will accept an opportunity appears to exist for the their complaint. This category is also used authority to take immediate action to when individuals make complaints about resolve less complex issues, before we matters discussed in the media that they enter into a full, formal investigation. believe indicate government wrongdoing T;'pical issues that are addressed through but do not have a direct personal interesi Early Resolution include timeliness, in the matter. An investigation on the communication, and opportunities for Ombudsperson's own initiative may be internal review. considered in these circumstances if an investigation appears to be in the public Enquiry interest. Many people who contact us indicate that More than one year they are not calling to make a complaint, between event and but are seeking information or advice. complaint They may be gathering information about We may decline or discontinue our process or available review options in investigation of a complaint arising from anticipation of a future complaint, seeking a matter that occurred more than one advice about how to approach a dispute, year before we receive the complaint. or simply looking for information about a However, we carefully review such cases government program. These contacts are to determine whether an investigation classified as Enquiries to distinguish them should still be carried out, and typically only decline an investigation under this Page 397 of 401 Page 3 provision where there are evident Not substantiated in arising from difficulties investigation When the evidence obtained in a made to the delay in the complaint being complaint investigation leads us to a clear our office. conclusion that an authority has not acted unfairly with respect to the matter under person No benefit to complainant or investigation, we make a finding that the aggrieved complaint is not substantiated. We may decline or discontinue investigation of a complaint when we are Ombudsperson Initiated investigations able to conclude that commencing or The Ombudsperson has the authority to continuing an investigation would not initiate investigations independently from person benefit the complainant or our process for responding to complaints aggrieved. This may include from the public. These investigations may are able to circumstances where we be ceased at the discretion ofthe conclude based on evidence available Ombudsperson or concluded with formal before commencing an investigation that findings and recommendations. the complaint will not be substantiated. It may also include complaints where no Pre-empted by existing statutory right corrective action beyond what has of appeal, obiection or review already occurred is merited even if investigation may confirm a technical Our jurisdiction to investigate is limited error or other flaw in the administrative where there is a right of appeal, objection process. We may also conclude that there or review on the merits of the case is no benefit to continuing an available in respect of the matter investigation when all available evidence complained about. The right itself, as well has been reviewed but is insufficient to as the court or tribunal that hears the support either a determination of fault or appeal or objection or conducts the error on the part of the public authority review, must both be established under a that would justify corrective action, or a statute or regulation. The appeal, conclusion that the complaint is not objection or review must also be "on the substantiated. merits" of the case, meaning that processes where the review is limited to Not a matter of administration errors oflaw or procedural fairness do not trigger this limitation. As a result the jurisdiction to The Ombudsperson has availability of judicial review or internal investigate decisions or complaint mechanisms created by policy done recommendations made, acts or do not limit our jurisdiction. omitted, or procedures used by public authorities. These are referred to as "matters of administration" to distinguish Refused/Investigation ceased them from the functions of the legislature (discretion) or the courts. While most complaints The Ombudsperson Act sets out a number about a public authority relate to one of of circumstances in which we may these matters, a small number of exercise discretion to either decline to complaints are closed on the basis that investigate a complaint or discontinue an they do not relate to an identifiable investigation after it has started. matter of administration. Page 398 of 401 Page 4 Statute barred formal process available to the complainant to do so, we may There are a small number of statutes that suggest other avenues such as specifically limit the jurisdiction of the contacting a Ombudsperson to investigate. While most supervisor about service complaints, or of these limitations are specific to writing a letter to a senior official. If a complainant postpone particular authorities, the Freedom of agrees to their complaint pursue Information and Protection of Privacy to such an opportunity, (FIPPA) specifically limits the we close the complaint as a voluntary Ombudsperson's authority to investigate referral. matters relating to the administration of that act. Complaints about authorities that relate to FIPPA are closed under this category and referred to the Office of the Information and Privacy Commissioner. Substantiated When a complaint investigation leads us to conclude that action on the part of the authority is required to resolve the complaint and we are unable to reach a voluntary agreement to settle the complaint with the authority, the Ombudsperson may exercise the authority under The Ombudsperson Act to make formal findings of administrative unfairness and make formal recommendations on the basis of those findings. The Ombudsperson may also report those findings and recommendations and the basis for them in a public report to the legislature. The specific authority for the findings and recommendations that may be made by the Ombudsperson is set out in section 23 of the Ombudsperson Act and explained in more detail in our Code of Administrative Justice which is available on our website. Voluntary referral Some complaints are brought to us when the matter at issue is at an early stage and there may be opportunities for the complainant to resolve their concerns by raising them directly with the staff of the authority. When there is no specific Page 399 of 401 Thê Olflce of lhe Issues Tracking - Sector Only Investigations Closed from April 1to fune 3O,2Ol7 budsperson Local Governments B.C,'s lndependent Volce For Fa¡rnoË6 Closed Complaint Files: 1,52 Percentage ofClosed Issue Number of Issues Complaints with Issue D evelopmen t / Zonine/ OCP 29 19.'J,o/o Bylaw Enforcement 42 27.60/o Conflict of Interest 27 17.8o/o Fees and Fines 1,6 10.5o/o Consultation I4 9.2o/o Procurement 1. 0.7o/o Open Meetings 7 4.60/o Building Inspections 7 4.60/o Alternative Approval Process 0 0.0o/o Other 47 30.9o/o Total Number of Issues 190 Additional Information: o Issues listed above were identified through complaint files [both investigated and non- 'J.,2017 investigated complaints) closed by our Office between April and fune 30,20\7 . . We have provided aggregate issue information for aìl local governments, rather than a breakdown of the issues identified for each local governmenL. This is to protect the confidentiality of persons making complaints to our Office, given the low volume of cìosed complaints for some Iocaì governments. o We have tracked all issues raised by each complaint file. This includes all investigated issues, both substantiated and not substantiated. It also includes issues we did not investigate. . A complaint file may have more than one issue, so the number of issues may exceed the number of complaint files. . The "Percentage of Closed Complaints with Issue" column provides the percentage of closed complaint files that included the listed issue. As the percentage provided is based on the total number of closed complaint files, not the total number of issues, the percentages total will exceed \00o/o. o This information is provided on a confidential basis for quality assurance purposes. It is not intended to be used to identify persons who have reported a complaint to the Office of the Ombudsperson. Section 16 of the Ombudsperson Act protects persons making a complaint under the Act. o Issue categories are being developed by our Office on an ongoing basis. We welcome your input on how we might improve our issues tracking categories and framework. . We welcome your organization to contact us with any additional feedbach suggestions or questions. Page 400 of 401 6+S & Review Other & MaYor c: C: File Page 401 of 401