-2105-
TOWN OF GOLDEN
Regular Open Council Meeting Agenda
Tuesday, October 18, 2016 at 1:15 p.m. Council Chambers, Town Hall, 810 9th Avenue S., Golden, BC
1. CALL TO ORDER
2. LATE ITEMS
3. ADOPTION OF MEETING AGENDA
3.A. Adoption of Meeting Agenda
THAT the Regular Open Council meeting agenda for October 18, 2016 be adopted.
4. ADOPTION OF MINUTES
4.A. Minutes of the Regular Open Council Meeting held October 4, 2016 for adoption
THAT the Minutes of the Regular Open Council Meeting held October 4, 2016 be adopted. Regular Open Council - 04 Oct 2016 - Minutes - Pdf
5. BUSINESS ARISING FROM THE MINUTES
6. DELEGATIONS
6.A. Ms. Deborah Austin, Interior Health Acute Health Services Director for Golden & Invermere will give Council a health services update. Austin_Delegation_Request
Page 1 of 117 Agenda for the Regular Open Council to be held October 18, 2016
7. CORRESPONDENCE
7.A. External Correspondence
THAT the items of external correspondence be received.
Golden Nordic Ski Club - Request for a letter of support Local Government Management Association - 2015 Annual Report Tourism Golden - Request for a letter of support Mrs. Cathy Peters - Human trafficking, sexual exploitation, youth and child exploitation, porn use and addiction Transport Canada - Requirements under the Grade Crossings Regulatìons Golden Nordic Ski Club- Request for a letter of support Tourism Golden - Request for a letter of support Local Government Management Association - 2015 Annual Report Mrs. Cathy Peters - Human trafficking, sexual exploitation, youth and child exploitation, porn use and addiction Transport Canada - Requirements under the Grade Crossings Regulatìons
7.B. Internal Correspondence
THAT the items of internal correspondence be received. Briefing Note from Mr. Jordan Petrovics, Manager of recreation Services "Golden Civic Centre Operations Contract" Briefing Note from Mr. Jordan Petrovics, Manager of Recreation Services "Mount 7 Rec Plex Gymnastics Requirements" Memorandum from Ms. Carrie White, Communications "NR-20161011 - NBCF Sewer upgrades update" Memorandum from Ms. Carrie White, Communications "NR-20161003 - RJTW course in Golden" BN MRS 20161018 Civic Centre Operations Contract BN MRS 20161018 Rec Plex Gymnastics Requirements Memo Comms 20161011 - NBCF Sewer upgrades update Memo Comms 20161003 - RJTW course in Golden
7.C. Outgoing Correspondence
There are no items of outgoing correspondence to acknowledge.
8. REPORTS FROM COUNCIL
8.A. Council Reports
Page 2 of 117 Agenda for the Regular Open Council to be held October 18, 2016
9. REPORTS FROM COMMITTEES
9.A. Committee Reports
9.A.a) Minutes of the Open Standing Committee on Finance meeting held October 11, 2016
THAT the Minutes of the Open Standing Committee on Finance meeting held October 11, 2016 be received. Open Standing Committee on Finance - 11 Oct 2016 - Minutes - Pdf
9.A.b) Partnered Services Delivery Review Committee Recommendation
THAT the Partnered Service Delivery Review Committee recommends that Council and the CSRD each return to a tax funded model for cultural services effective January 1st, 2018;
AND THAT the Cultural Services Contract terms and Summer Kicks programs be merged into a singular Terms of Reference for overall annual Cultural Services;
AND FURTHER THAT the funding split for these services be designated as 50/50 for traditional cultural services and 75% (TOG)/25% (CSRD) for the summer outdoor concert series.
10. REPORTS FROM STAFF
10.A. CHIEF ADMINISTRATIVE OFFICER
10.A.a) Rural Advisory/Dividend & JTSTL Presentation - Gerri Brightwell
10.A.b) Purchase of New Collection Carts
THAT per the Staff Report Purchase of New Collection Carts received October 16th from the CAO, Council approve as presented, the purchase of new recycling carts, bear-resistant waste carts, and associated costs for approximately $70,791; AND THAT this purchase be funded in part, from the Container Replacement Reserve. SRC PKG CAO 2016-10-18 Purchase of New Collection Carts
Page 3 of 117 Agenda for the Regular Open Council to be held October 18, 2016
10.A.c) Potential Return to a Grant in Aid Program
THAT per the October 18th, 2016 Staff Report Potential Return to a Grant in Aid Program received from the CAO, Council determine the scope and nature of a renewed Grant in Aid Policy for program re-implementation. SRC PKG CAO 2016-10-18 Potential Return to a Grant in Aid Policy
10.A.d) Council Remuneration Policy
THAT per the Staff Report Council Remuneration Policy received October 16th, 2016 from the CAO, Council determine the calculation for its annual remuneration amount; AND THAT Council then approve proposed Corporate Policy Council Remuneration, Expenses and Benefits including the remuneration calculation as determined. SRC PKG CAO 2016-10-16 Council Remuneration Policy
11. NEW BUSINESS
12. QUESTION PERIOD
12.A. Members of the gallery are welcome to ask questions of council associated only with issues dealt with on the agenda, and that address policy or determinations made by council. Questions of an operational or administrative nature suited for staff may be referred to staff directly at the meeting or in the judgement of the Mayor, deferred for discussion between the questioner and staff at a separate time and place. The Mayor shall reserve the right to limit the number and type of questions and discussion.
13. ADJOURNMENT
THAT there being no further business of the Regular Open Council meeting, it be adjourned.
14. COUNCIL PRIORITIES
14.A. Council Priorities TOG Council Mid Term Strategic Priorities 2016-2018
Page 4 of 117 AGENDA ITEM #4.A.
-2104-
TOWN OF GOLDEN
Minutes of the Regular Open Council Meeting held October 4, 2016 at 7:00 p.m. in the Council Chambers, Town Hall, 810 9th Avenue S., Golden, BC
Present: Councillor Adams Councillor Barlow Councillor Fairley Councillor Hambruch Councillor Moss
Absent: Mayor Oszust Councillor Leigan
In Attendance: Mr. Wilsgard, Chief Administrative Officer Ms. Thoss, Manager of Legislative Services
1. CALL TO ORDER
Acting Mayor, Councillor Fairley called the Regular Open Council meeting to order at 7:01 p.m.
2. LATE ITEMS
There were no late items to consider.
3. ADOPTION OF MEETING AGENDA
3.A. Adoption of Meeting Agenda
Moved by Councillor Adams, Seconded by Councillor Moss 16-200 THAT the Regular Open Council meeting agenda for October 4, 2016 BE ADOPTED. Carried Unanimously
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Minutes of the Regular Open Council Meeting held October 4, ... Page 5 of 117 AGENDA ITEM #4.A.
Minutes of the Regular Open Council Meeting held October 4, 2016
4. ADOPTION OF MINUTES
4.A. Minutes of the Regular Open Council Meeting held September 20, 2016 for adoption
Moved by Councillor Hambruch, Seconded by Councillor Barlow 16-201 THAT the Minutes of the Regular Open Council Meeting held September 20, 2016 BE ADOPTED. Carried Unanimously
4.B. Minutes of the Public Hearing held September 6, 2016
Moved by Councillor Moss, Seconded by Councillor Adams 16-202 THAT the Minutes of the Public Hearing held September 6, 2016 BE RECEIVED. Carried Unanimously
5. BUSINESS ARISING FROM THE MINUTES
There were no Business Arising from the Minutes items at the October 4, 2016 Regular Open Council meeting.
6. DELEGATIONS
There were no delegations scheduled for this meeting.
7. CORRESPONDENCE
7.A. External Correspondence
Moved by Councillor Barlow, Seconded by Councillor Hambruch 16-203 THAT the items of external correspondence BE RECEIVED.
Honourable Peter Fassbender - Ride Sourcing Stakeholder Engagement Summary Report Youth Parliament of British Columbia - British Columbia Youth Parliament, 88th Parliament Green Communities Committee - Congratulatory Letter
Carried Unanimously
Page 2 of 4
Minutes of the Regular Open Council Meeting held October 4, ... Page 6 of 117 AGENDA ITEM #4.A.
Minutes of the Regular Open Council Meeting held October 4, 2016
7.B. Internal Correspondence
Moved by Councillor Adams, Seconded by Councillor Moss 16-204 THAT the items of internal correspondence BE RECEIVED.
Memorandum from Ms. Lisa Vass, Chief Financial Officer "Timeline – SCOF Meeting Schedule to January 2017" Memorandum from Ms. Carrie White, Communications "NR-20160926-Fire Prevention Week" Memorandum from Ms. Carrie White, Communications "NR-20160919 – Connectivity update" Carried Unanimously
7.C. Outgoing Correspondence
There were no items of outgoing correspondence to acknowledge.
8. REPORTS FROM COUNCIL
8.A. Council Reports The members reported on community and municipal events they attended since the last Regular Open Council meeting.
9. REPORTS FROM STAFF
There were no staff reports for Council's consideration.
10. BYLAWS
10.A. Town of Golden 2017 Permissive Tax Exemption Bylaw No. 1369, 2016 for adoption
Moved by Councillor Moss, Seconded by Councillor Adams 16-205 THAT Town of Golden 2017 Permissive Tax Exemption Bylaw No. 1369, 2016 BE ADOPTED. Carried Unanimously
11. NEW BUSINESS
There were no new business items brought forward.
12. QUESTION PERIOD
There was no one in gallery attendance that wished to speak.
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Minutes of the Regular Open Council Meeting held October 4, ... Page 7 of 117 AGENDA ITEM #4.A.
Minutes of the Regular Open Council Meeting held October 4, 2016
13. ADJOURNMENT
Moved by Councillor Moss, Seconded by Councillor Adams 16-206 THAT there being no further business of the Regular Open Council meeting, BE ADJOURNED. Carried Unanimously
THE REGULAR OPEN COUNCIL MEETING ADJOURNED AT 7:13 P.M.
______MAYOR
______CERTIFIED CORRECT
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Minutes of the Regular Open Council Meeting held October 4, ... Page 8 of 117 AGENDA ITEM #6.A.
REQUEST TO APPEAR AS A DELEGATION
REQUEST TO APPEAR AS A DELEGATION ON
Tuesday, October 18th, 2016
Council Chambers, Town Hall 810 9th Avenue South, Golden, BC
Present to: Council
APPLICANT: Deborah Austin, Interior Health acute health services director for Golden & Invermere (Name of Person Making Presentation)
ADDRESS: (Mailing Address) Unit: Number: Box 1260 Street: Golden & District Hospital City: Golden Province: BC Postal: V0A 1H0
PHONE: 250-421-3559 BUSNESS: FAX: EMAIL: [email protected]
SUBJECT AND DETAILS OF PRESENTATION: Local health services update to council and an opportunity for questions & discussion.
ACTION YOU WANT FROM COUNCIL: Receive the presentation
PLEASE NOTE: If you are using powerpoint for your presentation, please use a memory stick.
Corporate Services Department Phone: (250) 344-2271 ext. 224 PO Box 350 Fax: (250) 344-6577 Golden, BC V0A 1H0 E-mail: [email protected]
page 1 / 1
Ms. Deborah Austin, Interior Health Acute Health Services Di... Page 9 of 117 AGENDA ITEM #7.A.
Viv Thoss
From: Nicole Perrin- Golden Nordic Ski Club
Hi Viv, I was in earlier today and spoke to you briefly about a gtartt golden Nordic is apply for. This grant is coming from Viasport B.C and we are applying for it to put 2 coaches through some NCCP level coaching courses as well as a waxing clinic. Golden Nordic would appreciate the cities support in furthering our coaches education to meet the clubs growing needs. The application for the grant is due by November 8th. Thank you for your consideration and I look forward to hearing from you.
Sincerely,
Sent from my iPhone
1
External Correspondence Page 10 of 117 AGENDA ITEM #7.A.
October 5th 2016
Attn: Mayor Ron Oszust and Town of Golden Council Members Box 350 Golden B.C. V0A 1H0
RE: Request for a letter of support
Dear Mayor Oszust and Town of Golden Council Members
In 2012 Mayor and Council supported the application by Tourism Golden to renew its mandate to operate as the destination marketing organization (DMO) for Golden and CSRD Area ‘A’ and to administer the MRDT funds as the eligible entity. The five year mandate expires in July 2017 and Tourism Golden is in the process of preparing to submit an application for renewal before 31 December 2016.
We respectfully request a letter supporting Tourism Golden in its application as eligible entity to continue to impose for a further five year period a 2% MRDT within the designated boundary which incorporates the Town of Golden and CSRD Area A (excluding Field).
The MRDT Guidelines outline the following requirements of eligible entities applying:
“Under the Provincial Sales Tax Act, to qualify as an eligible entity, an applicant must: Be a not‐for‐profit business association (e.g. a society incorporated under the Society Act..) Note that a not‐for‐profit society whose specific purpose is tourism marketing is preferred. Have a place of business in the designated accommodation area Be actively engaged in tourism marketing, programs or projects in the designated accommodation area.”
In addition to consultation with tourism stakeholders and support from accommodation providers the entity must; “… provide evidence that all municipalities and regional districts within the designated accommodation area have been consulted and agree with the tax being imposed in the designated accommodation area on behalf of the eligible entity. Evidence must be in the form of letters of support from the municipality(ies) and regional district(s).”
External Correspondence Page 11 of 117 AGENDA ITEM #7.A.
Tourism Golden fulfils all of the required criteria, being incorporated as a non-profit society and having fulfilled the role of DMO since 2007 and eligible entity since 2012.
In this role Tourism Golden has delivered successful annual marketing campaigns according to a five year strategic plan, and in a fiscally responsible manner. In doing so, annual MRDT revenues have increased by over 70% since 2012, now representing annual accommodation revenues in excess of $23 million. Additionally, visitor research studies reveal success in achieving the following objectives:
Increased target market awareness of Golden as a great vacation destination Increased average length of stay Increased shoulder season visitation and revenues
In March 2016 Tourism Golden conducted a survey of our tourism and community stakeholders which revealed that 75% of stakeholders rated our performance as DMO as excellent (44%) or very good (31%).
The Tourism Golden Strategic Plan 2017 – 2021 was presented for review and comment at a tourism and community stakeholder open house on September 21st 2016 and a summary document circulated thereafter. I am pleased to confirm that the required minimum eligible accommodators have signed the ‘Accommodator in Support form’, and many more have pledged to sign.
If you have any questions regarding the strategic plan or the MRDT guidelines, please do not hesitate to contact me.
With thanks in advance for your support, I remain
Yours sincerely
Lynn Moffat President
External Correspondence Page 12 of 117 AGENDA ITEM #7.A.
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ÏOWN OF GOLÐEN
September 27,2016
Town of Golden 810 9th Avenue South Golden, BC VOA 1H0
Dear Mayor Oszust and Council,
On behalf of the Board of Directors of the Local Government Management Association, I am pleased to share the 2015 Annual Report with you. As a non-profit professional development and training organization created by the Union of BC Municipalities in 1919, we deeply appreciate the support and confidence elected officials place in our Associat¡on to ensure your staff have the skills, expertise and competencies to effectively serve your organization and community.
I encourage you take some time to review this Annual Report, which highlights the work the Association has undertaken over the past year, its accomplishments and the services provided to local government professionals across British Columbia. The Annual Report summarizes the key goals and strategies of the Association's Strategic Plan and tracks the performance metrics set by the Board of Directors to reflect accountability to our members and those who attend our programs and training workshops
We are also committed to making sure that a new generation of professionals will be ready to take on their roles with a range of educational and professional development offerings in leadership and management skills. The LGMA aspires to be a national and international leader in Local Government Excellence through the provision of outstanding service to the local government profession.
You may also view the Annual Report online at http://www.lsma.calEN/main/resources/annual-report. html
I welcome and appreciate any comments or feedback you may have. Thank you again for your ongoing support.
Sincerely,
Paul Murray President, Board of Directors, LGMA
LOCAI GOVIRNMËNÏ MANAGEMINÏ ASSOCIAÏION OF BRITISH COTUMSIA
a O a a O O a a a a a O O a a O a a O a a a a a TthFtoor.Centnt8uilding620ViewStVictoria.BCVSWlJ6Canada Tetephone: (250) 383-703? Fax: (250) 383-4E79 General E-mail: [email protected]
External Correspondence Page 13 of 117 AGENDA ITEM #7.A.
Annual Report 2015
External Correspondence Page 14 of 117 AGENDA ITEM #7.A.
The Local Government Management Association of British Columbia (LGMA) is a non-profi t organization dedicated to promoting professional management and leadership excellence in local government.
The LGMA strives to make the BC local government manager’s quality of working life more enjoyable and meaningful by providing professional development products and services that help managers do their jobs better, make the right connections, and advance their careers.
Our Ongoing Commitment to Helping Members Learn, Lead, Grow
1 2 3
WE ADAPT WE DELIVER WE ENSURE to the needs and demands of our on our core strengths of our program and service members and adjust our programs professional training and offerings contribute to stable and services to create value and networking growth for the Association respond to the evolving conditions within a sustainable funding that are impacting their work model
LGMA VISION LGMA VALUES
To be a responsive, innovative and dynamic organization Professionalism: supporting and encouraging members promoting professional excellence for local government to be the best they can be professionals in BC Ethical behavior: promoting the expectations for ethical conduct as expressed in the Association Code of Ethics and demonstrating honesty and integrity in management
LGMA PURPOSE/MISSION Quality: committing to the highest quality of professional programs and services
Inclusiveness: serving the diverse needs of our LGMA is dedicated to supporting excellence in local membership, respecting both size and geography government by providing high quality, practical training and resources; encouraging the development of Innovation: seeking improvement, applying ingenuity and professional networking and connections; and facilitating advancing new ideas the exchange of ideas and best practices among members Accountability: being responsive to the needs of members, transparent and resourceful
Forward thinking: scanning and anticipating future trends
External Correspondence Page 15 of 117 AGENDA ITEM #7.A.
Table of Contents
PRESIDENT’S MESSAGE 4
BOARD OF DIRECTORS 5 NORTH CENTRAL CHAPTER
EXECUTIVE DIRECTOR’S MESSAGE 6
STRATEGIC RESULTS 7
Education and Professional Development 7 Board of Examiners Report 12 Professional Networking 14 Local Government Resource Materials 15 ROCKY MOUNTAIN CHAPTER Services for Members 17 Membership and Volunteer Development, Engagement and Retention 19
SUSTAINABLE FINANCIAL MODEL 20
CHAPTER REPORTS 22 LOWER MAINLAND CHAPTER North Central 22 Rocky Mountain 23 Lower Mainland 24 Thompson Okanagan 25 Vancouver Island 26 West Kootenay Boundary 27
MINUTES OF THE 2015 ANNUAL GENERAL MEETING 28 THOMPSON OKANAGAN CHAPTER
VANCOUVER ISLAND CHAPTER
WEST KOOTENAY BOUNDARY CHAPTER
Table of Contents LGMA 3
External Correspondence Page 16 of 117 AGENDA ITEM #7.A.
“I am so proud of our Association and what it has been able to provide to our members. Our Association keeps growing and improving every” year.”
President’s Message
Recently I learned that the Local Government Management That means that as an Association, our policies and programs Association is the longest-standing organization of its kind in must uphold best practices, professional standards, and a Canada. For almost a century, the LGMA has been providing code of ethics to ensure that the residents of even the smallest local government managers with the knowledge and tools communities in British Columbia have access to the highest they need to be more successful in their jobs. Judging by calibre of manager. the evaluations we’ve received back about the programs, resources and services provided in 2015, from our signature The Board of Directors undertook a wide-ranging governance events like the CAO Forum and Clerks and Corporate Offi cers review in 2015 to confi rm the Association’s policies, Board Forum, to our MATI programs and shorter professional practices and professional standards to align with best development workshops, we have hit the mark! Our members practices and the values of the LGMA reiterated in our 2014-19 are telling us that after attending the programs, they are Strategic Plan. I am pleased to report that the substantive feeling motivated and inspired. I hope you have had the revisions to the Association’s Constitution and bylaws were opportunity to take part in some of our programs. They are a unanimously approved by the membership at the 2015 Annual great way to learn and meet lifelong colleagues and friends. General Meeting without amendment. In addition, the Board has overseen a signifi cant update of the LGMA policies, If you ask our members, they’ll tell you they joined the including a review of Board practices this past year, which LGMA primarily for the professional development and the I believe has contributed to better Board governance and networking. But I think they stay for reasons that go much clearer guidelines for delegated responsibilities to staff. deeper. I believe they stay for the spirit of collaboration and support in the local government sector here in British Columbia, Thank you for your ongoing support as President. It has the career advancement that comes from meeting mentors and been an honour to sit on this Board. On behalf of staff and connecting with professionals from around the province, and your Board of Directors, it is my pleasure to present the 2015 the knowledge that they’re delivering the best possible service Annual Report. to their local community. I am so proud of our Association and what it has been able to provide to our members. Our Association keeps growing and improving every year.
LGMA strives to provide the caring and supportive environment Kelly Ridley that can respond to the complex and ever-changing needs of President our members.
4 LGMA President’s Message
External Correspondence Page 17 of 117 AGENDA ITEM #7.A.
Board of Directors
The Local Government Management Secretary-Treasurer, and the Directors The six Chapter Director positions are Association of British Columbia is at Large are elected by the regular elected by the local Chapter members governed by a 13-member Board of membership during the Annual General during their respective Annual General Directors. The positions of President, Meeting held in conjunction with the Meetings and appointed to the Provincial First and Second Vice President, Annual Conference. Board of Directors.
KELLY RIDLEY PAUL MURRAY TOM KADLA SONIA SANTAROSSA President First Vice President Second Vice President Secretary Treasurer Governance Committee Chair, Audit and Audit and Financial Chair, Education Financial Management Management Committee Committee Committee
MARK KOCH BILL FLITTON CORIEN BECKER THERESA LENARDON Director at Large Director at Large Past President West Kootenay Boundary Chair, Governance Education Committee Chapter Committee Education Committee
WALLACE MAH PATTI BRIDAL DON SCHAFFER JANET PRESTLEY TERRY MELCER Lower Mainland Thompson Okanagan Vancouver Island Chapter North Central Chapter Rocky Mountain Chapter Chapter Audit and Financial Audit and Financial Chapter Governance Committee Education Committee Management Committee Management Governance Committee Committee
Board of Directors LGMA 5
External Correspondence Page 18 of 117 AGENDA ITEM #7.A.
Executive Director’s Message
For the LGMA team, 2015 seemed to fl y by, fi lled with multiple Randee was critical to professional development and training opportunities! 2015 the success of a number was also the fi rst full year of implementing LGMA’s 2014-2019 of signifi cant operational Strategic Plan, which required considerable new thinking, changes in 2015, including innovative approaches and greater team-work by the staff, and the identifi cation of new IT I am very proud of all they were able to accomplish. support, leading the development of new software and operational processes to increase LGMA’s fi ve-year strategic plan identifi ed a number of emerging administrative effi ciencies, and facilitating the transition for the trends, which have challenged both the Board and the staff to Chapter Standing Committees. think about how the Association operates and how we deliver our programming. Program Managers Ana Fuller and Elizabeth We have been incredibly fortunate to be able to engage Brennan made signifi cant strides designing and developing Allison Habkirk one day per week to work to identify key LGMA training and professional development programs in 2015 requirements for preparing to train the next generation to adapt learning objectives and improve the content to refl ect of local government leaders. Allison’s local government the ever-changing local government environment. The stellar experience, coupled with her expertise in adult education, evaluation results from all of our programs have reinforced that have been key to helping the team re-think and redevelop our their efforts were both appreciated and well-received. programs and services for the future.
In addition to enhanced LGMA programs, Event Coordinator I want to thank the LGMA Board of Directors for their support Shannon Gustafsson developed creative ways to engage and leadership this past year guiding a number of important participants with new ideas for fun networking, all of which change processes, including the governance review and were greatly valued judging from evaluation feedback. business planning for the implementation of technology Shannon also took on the role of leading the Association’s upgrades. communications to increase awareness about our programs and services, including the introduction of an easy planning tool To all of our members and program participants, the hundreds to help staff and their supervisors identify appropriate training of volunteers who assist us with design and delivery, and our opportunities and budget for them early in the fi nancial cycle. loyal sponsors and partners, thank you for your support, your trust in us, and your feedback. It is incredibly motivating and is When you call the LGMA, chances are Dawn Boyle, what makes it possible for us to continue to explore new ways Administrative Assistant, will pick up the phone, and you can to meet our mandate of helping local government professionals always count on her for great advice and customer service. In Learn, Lead and Grow. 2015 Dawn spearheaded work with CivicInfo to introduce an online payment system for membership renewal, and she was instrumental in identifying requirements for the development of a new membership management system, which LGMA will roll Nancy Taylor out in 2016. Executive Director Randee Platz is LGMA’s Finance Offi cer, managing the budget and expertly tracking our fi nances while also serving as the team’s technology lead.
LGMA STAFF (LEFT TO RIGHT): Ana Fuller (Program Manager), Nancy Taylor (Executive Director), Randee Platz (Finance Offi cer), Shannon Gustafsson (Event Coordinator), Dawn Boyle (Administrative Assistant), and Elizabeth Brennan (Program Manager).
6 LGMA Executive Director’s Message
External Correspondence Page 19 of 117 AGENDA ITEM #7.A.
Strategic Results for 2015
The 2015 Annual Report highlights the continued growth and evolution of the Association along with outcomes related to the defi ned performance metrics from the Association’s 2014-19 strategic plan.
The results demonstrate that, on balance, our members and those who become engaged in the Association through attending our programs or as volunteers are highly satisfi ed with the training and services we offer. The Association remains committed to responding to changing membership needs and adapting programs and services to help members cope, thrive and excel.
EDUCATION AND PROFESSIONAL DEVELOPMENT
OUR GOAL: HOW WE WILL MEASURE SUCCESS:
To enhance best-in-class educational and professional 90% of full course enrolment for every educational program development offerings for local government professionals 80% or above program satisfaction with content, materials, in B.C. speakers, accessibility and value for fees for every educational program
The LGMA remained focused in 2015 on Participant feedback from our programs in responding to the highly specialized ensuring the highest quality of educational also reinforced that we offer good value environment in which new and seasoned programming and delivering excellent for the costs we charge for our programs. local government professionals work, participant experiences in a good learning The professional development and training aiming to ensure they stay abreast of environment. opportunities offered in 2015 were effective technical and legislative changes.
SUCCESS INDICATORS FOR 2015
90% ENROLLMENT CONTENT / MATERIALS / SPEAKER QUALITY • CAO Forum • CAO Forum • Administrative Professionals • Administrative Professionals >90% Conference Conference >80% • Clerks and Corporate Offi cers Forum • Clerks and Corporate Offi cers Forum • MATI Foundations • MATI Foundations • MATI Approving Offi cers • MATI Approving Offi cers Excellent or Very Good • Bylaw Drafting Workshop • Bylaw Drafting Workshop • Freedom of Information and Protection • FOIPP Workshop of Privacy (FOIPP) Workshop % Annual Conference: 79% Annual Conference % 80 (up from 77% in 2014) <80
VALUE FOR MONEY • CAO Forum • MATI Foundations >80% • Administrative Professionals Conference • MATI Approving Offi cers • Annual Conference • Bylaw Drafting Workshop • Clerk and Corporate Offi cers Forum • FOIPP Workshop Strongly Agreed or Agreed Strategic Results LGMA 7
External Correspondence Page 20 of 117 AGENDA ITEM #7.A.
CAPILANO UNIVERSITY PARTNERSHIP
The LGMA and Capilano University have partnered to offer several advanced MATI programs. These programs can be taken as a credit Capilano University course and as a credit toward the Provincial Board of Examiners’ Certifi cation or can be taken as a non-credit program.
CAPILANO UNIVERSITY MATI EVALUATION RESULTS
90% ENROLLMENT CONTENT / MATERIALS / SPEAKERS QUALITY
• MATI Advanced Communications • MATI Advanced Communications • MATI Managing People • MATI Managing People >90% • MATI Leadership • MATI Leadership >90% • MATI Successful CAO • MATI Successful CAO
Excellent or Very Good
THE SUCCESSFUL CAO
It was exciting to roll out a new MATI program in 2015 in partnership with Capilano University –The Successful CAO. This intensive program was developed for those who are new to the position of CAO (defi ned as within three years) or who aspire to move into the role. It was designed to help ensure success in analyzing the challenges, special skills, and “It was the best course I have adaptive behaviours necessary to navigate the complex and demanding ever been to. The content responsibilities of a CAO. was right on point and HERE’S WHAT PARTICIPANTS SAID THEY THOUGHT MADE THE PROGRAM SO the presenters were lively SUCCESSFUL: and full of knowledge and • Fantastic sharing of knowledge and experience with specifi c tools and experience.” ” strategies for real world application. • Too many to list – it was the best course I have ever been to. The content SUCCESSFUL CAO PARTICIPANT was right on point and the presenters were lively and full of knowledge and experience. • The experience of the instructors. Real life examples. Networking. • Credibility of the faculty and the classroom contributions of the students. • Great structure. Energized students and faculty. Great tips and reference materials.
8 LGMA Strategic Results
External Correspondence Page 21 of 117 AGENDA ITEM #7.A.
E-LEARNING METRICS WEBINAR SESSIONS : FAST LGMA-CAMA E-LEARNING SERIES • Confl ict Resolution and Having Diffi cult Conversations • Succession Planning: Managing the Risk of Planned and FACTS The LGMA, in partnership with the Unplanned Variances Canadian Association of Municipal • Communication Planning in Six Simple Steps Administrators (CAMA), delivered a • Planning for Successful Public and Stakeholder variety of professional development Consultation in 10 ‘Easy’ Steps 19 web-based training sessions providing • Media Relations: Tips and Techniques to Improve Your LGMA-CAMA webinars greater accessibility for learning and Interview Skills and Media Coverage delivered in 2014 networking by limiting travel costs and • Managing Performance and Coaching Skills time constraints. Easy, effective and • Enhancing Leadership Skills affordable training for local government • Managing Time and Stress leaders and their teams! • Respectful Workplace and Generational Issues 150 • Social Media for Local Government: Informing and participants in total Engaging in a Virtual World • Issues Management: How Your Proactive Communications Can Prevent Problems • Customer Service in the Public Sector 129 • Essential Supervisory Skills: New and Experienced of these participants Supervisors/Managers were from BC • Strengthening Council Staff Relations
FAST FACTS TECHNICAL SKILLS WORKSHOPS OFFERED
• Bylaw Drafting Essentials • Present With Power 1,431 • Labour Negotiations • Understanding Municipal Financial Local government professionals • Freedom of Information and Statements trained in 2015 Protection of Privacy for Elected • A Closer Look at the Core Pillars of Offi cials and Staff FOIPPA • Performance Metrics and Value for • Strengthen Your Knowledge: 11 Money Audits FOIPPA Application Case Studies Scholarships were awarded by • Approving Offi cers • Elevate Your Leadership to Achieve LGMA in 2015, totaling: • Community Readiness for Industrial High Performance $14,905 Development
“I would like to thank you for your generosity in funding the Ken Dobell Public Service Education Fund Scholarship. This funding has assisted me in working towards my goal of completing my Masters in Disaster and Emergency Management. I am currently at the midway point of the program and am feeling very inspired about the career opportunities that lay ahead. Your support has made a signifi cant contribution to my journey.” MEMBER FROM SMALL COMMUNITY ” Strategic Results LGMA 9
External Correspondence Page 22 of 117 AGENDA ITEM #7.A.
TRAINING PARTNERSHIPS
The Association has benefi tted from partnerships with other collaborative relationships within the local government system in local government organizations to broaden the scope of our British Columbia. educational programs to offer technical skills training and leverage
GOVERNMENT FINANCE OFFICERS ASSOCIATION OF BC
To help prepare CAOs, Corporate Clerks, and held in Nanaimo and Kelowna providing interactive Finance Offi cers for performance audits by the discussions on the topics of value for money Auditor General for Local Government, two one-day audits, performance measurement, and public workshops, Showing Accountability and Results: accountability best practices. Practical Strategies for Local Government, were
65 79% 83% 75%
participants of the respondents rated of the respondents of respondents felt the the content/materials as rated the facilitator as program offered good Excellent/Very Good Excellent/Very Good value for money
CANADIAN PROFESSIONAL MANAGEMENT SERVICES
Entitled Labour Negotions, a three-day workshop complexities of the collective bargaining process was led by renowned labour negotiator and skilled and tips to achieve more satisfactory negotiation facilitator Mohamed Doma, and focused on the outcomes.
“This was one of the best workshops I have attended. The material was relevant and presented in a way I will retain.”
LABOUR NEGOTIATIONS PARTICIPANT
43 91% ”100%
participants of the respondents rated of the respondents the content, materials and rated the facilitator as speakers as Excellent/ Excellent/Very Good Very Good 10 LGMA Strategic Results
External Correspondence Page 23 of 117 AGENDA ITEM #7.A.
TRAINING PARTNERSHIPS (CONTINUED)
FIRE CHIEFS’ ASSOCIATION OF BC AND OFFICE OF THE FIRE COMMISSIONER
Two three-day workshops were held in Nelson and Parksville to bring CAOs and Fire Chiefs in communities operating predominately volunteer and paid on call/composite fi re departments together to improve understanding of their respective roles and responsibilities and to learn about the administrative, management and operational aspects of both fi re services and local governments.
111 97% 100%
participants of the respondents rated of respondents felt the the content, materials and program offered good speakers as Excellent/ value for money Very Good
LOCAL GOVERNMENT LEADERSHIP ACADEMY
A 90-minute webinar was held to provide elected records management in the local government offi cials with information on the Freedom of context. Information and Protection of Privacy Act and
32 89% 89%
participants of the respondents rated of the respondents the content, materials and rated the facilitator as speakers as Excellent/ Excellent/Very Good Very Good
Strategic Results LGMA 11
External Correspondence Page 24 of 117 AGENDA ITEM #7.A.
BOARD OF EXAMINERS REPORT FOR THE PERIOD: APRIL 2015 - MARCH 2016
The Provincial Board of Examiners improvement districts, who meet the scholarship funding to eligible local operates under the Local Government standards of qualifi cation in local government employees. The principal Act and is responsible for awarding government administration as prescribed goal of the Board is to improve the certifi cates to local government by the Board’s Regulation. In conjunction professional skills of local government employees in municipalities, the City with the Union of British Columbia employees in British Columbia. of Vancouver, regional districts and Municipalities, the Board awards
Certifi cation Program
Four categories of certifi cation are available as well as relevant work experience. A -- Certifi cate in Local Government Service Professional Development Endorsement, Delivery, Certifi cate in Local Government to encourage a commitment to ongoing Administration, Certifi cate in Local learning of CAOs and Deputy CAOs, is also Government Statutory Administration, offered to holders of the Certifi cate in Local Certifi cate in Local Government Executive Government Executive Management. Management -- each requiring a level of competency in local government In 2015/16, fourteen (14) certifi cates were administration and management, services, awarded. fi nance, law, policy, and economics,
EIGHT (8) CERTIFICATES REBECCA BLIXRUD, Executive Assistant, Thompson-Nicola Regional District IN LOCAL GOVERNMENT DEBORAH LISKE, Offi ce Administrator – Corporate Services, Township of Esquimalt SERVICE DELIVERY JAIME SCHWEEN, Executive Assistant, Fraser Valley Regional District DEAN BANMAN, Manager of Recreation Services, Regional District of Nanaimo KATE O’CONNELL, Deputy City Clerk, City of Burnaby EDITH WATSON, Senior Executive Assistant, Strathcona Regional District JENNIFER RUSSELL, Deputy Corporate Offi cer, District of Mission SARAH TEMPLE, Finance and Administrative Assistant, District of Sooke
12 LGMA Strategic Results
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BOARD OF EXAMINERS REPORT
FOUR (4) CERTIFICATES KERI-ANN AUSTIN, Director of Corporate Administration, District of Coldstream IN LOCAL GOVERNMENT DEVON COOPER, Manager of Police Support Services, City of Prince George ADMINISTRATION ROBERT TROUSDELL, Assistant Fire Chief – Training and Development, City of Port Coquitlam DOUG ALLIN, Chief Administrative Offi cer, City of Grand Forks
ONE (1) CERTIFICATE IN KERI-ANN AUSTIN, Director of Corporate Administration, District of Coldstream LOCAL GOVERNMENT STATUTORY ADMINISTRATION 14 ONE (1) CERTIFICATE IN MARK FERCHO, CAO, Municipality of Jasper, Alberta LOCAL GOVERNMENT (formerly CAO, District of Mackenzie) EXECUTIVE certifi cates were MANAGEMENT awarded in 2015/2016
Scholarship Program
SCHOLARSHIP TOTAL BREAKDOWN OF MATI COURSES ALL OTHER COURSES UBCM PADM 204 PADM 205 PADM 207 PADM 208 PADM 308 96 78 Commemmorative 43218 Jeff McKelvey 12
One (1) applicant declined their award. Funding remains at $50,000 from the UBCM Commemorative Scholarship fund and $5,000 from the Jeff McKelvey Scholarship fund. 108
Respectfully submitted,
Gary Paget, Chair scholarships were awarded in 2015/2016 Ron Poole, Member and LGMA Representative Marie Crawford, Member and UBCM Representative
Strategic Results LGMA 13
External Correspondence Page 26 of 117 AGENDA ITEM #7.A.
PROFESSIONAL NETWORKING
OUR GOAL: HOW WE WILL MEASURE SUCCESS:
To support professionals in the local government sector to 80% Excellent/Very Good evaluation feedback on formal make connections and build enduring, mutually benefi cial networking events professional relationships. 80% Excellent/Very Good evaluation feedback confi rming opportunities were created for mentor connections
Members consistently report on the and retain their membership. Every are dealing with similar challenges. Most evaluations following an LGMA program professional development or training event importantly, the Association aims to create that professional networking is essential is an opportunity to get together with like- a positive atmosphere where participants to their development, and it is one of minded individuals in an informal setting leave with new ideas, inspirations, and a the top reasons they become members to hear about new trends and how others sense of motivation.
SUCCESS INDICATORS FOR 2015
EXCELLENT/VERY GOOD NETWORKING OPPORTUNITIES EXCELLENT/VERY GOOD MENTORING OPPORTUNITIES
• CAO Forum • Clerks and Corporate Offi cers Forum • Clerks and Corporate Offi cers Forum • Administrative Professionals >80% • Administrative Professionals Conference >80% Conference • Annual Conference • MATI Foundations % Annual Conference: 62% • MATI Approving Offi cers <80
“What a great avenue to network with like-minded individuals. Relationships were created and brainstorming was benefi cial!”
“There were many opportunities to go outside your comfort zone and meet other people. Everyone was very welcoming and friendly.” “I really enjoy getting together with this group of people. I keep ”a list all year long of questions and topics to network about.”
“I appreciated the chance to interact and meet other clerks. It was great, a good chance to bounce ideas off of an understanding ear.”
14 LGMA Strategic Results
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FIRST NATIONS ENGAGEMENT AND RELATIONSHIP-BUILDING
In support of LGMA’s commitment to Roberta Jamieson, As the conference keynote, she spoke strengthen engagement and collaboration from the Six Nations with strength, wisdom and hope about her with First Nations, the 2015 Annual of the Grand River shared vision for a Canada that embraces Conference focused on three educational Territory in Ontario, and includes Indigenous peoples. She sessions. is a Mohawk challenged local governments to enrich woman of many our communities with opportunities for The plenary session Reconciliation in accomplishments First Nations economic development and Action challenged local government including many Roberta Jamieson education partnerships. professionals to actively seek fi rsts – the fi rst First opportunities to engage our communities Nations woman to earn a law degree; the Deborah Francis of BC Assessment and in dialogue that revitalizes relationships fi rst non-parliamentarian appointed an Ernest Jack of the Westbank First Nation between Indigenous and non-Indigenous ex-offi cio member of a House of Commons also offered a break-out session on people, increases understanding of our Committee; the fi rst female Ombudsman Fostering Partnerships with First Nations, shared history and explores the meaning of Ontario; and the fi rst woman elected providing a strong educational and of reconciliation in the aftermath of the Chief of the Six Nations of the Grand River technical session focused on reaching Truth and Reconciliation Commission Territory. First Nations/Local Government service report. agreements.
FAST FACT 5 First Nations organizations were LGMA members in 2015
LOCAL GOVERNMENT RESOURCE MATERIALS
OUR GOAL: HOW WE WILL MEASURE SUCCESS:
To anticipate current and future professional resource 80% or above level of satisfaction in professional resource needs in the local government sector materials based on evaluation feedback 100% cost recovery achieved for each resource material produced
Changes in the legal and legislative resources to support them in their work members, and anticipate future trends to frameworks that govern local government and to ensure they have the information support professional management and in British Columbia continue to evolve they need to provide the best advice to leadership excellence, several resource and change, and the LGMA strives to their elected offi cials. In keeping with the materials were updated in 2015. keep abreast of those changes to ensure Association’s values to seek improvement, our members have the most up-to-date be responsive to the needs of our
SUCCESS INDICATORS FOR 2015
100% cost recovery achieved for No surveying of members on their satisfaction with % member-only services was conducted in 2015 100 each resource material produced
Strategic Results LGMA 15
External Correspondence Page 28 of 117 AGENDA ITEM #7.A.
RESOURCE MATERIALS PRODUCED IN 2015
RECORDS MANUAL UPDATE
Record-keeping for local governments is a EXECUTIVE COMPENSATION TOOLKIT UPDATE business, legal and regulatory obligation, and Signifi cant updates changes in requirements create a need for were made in 2015 constant review. The 2015 update included to assist senior signifi cant changes to legislation on limitation management staff periods, local government audits, elections, with changes in anti-spam laws and workplace bullying and local government harassment. compensation policies and STATUTORY APPROVING OFFICERS’ MANUAL UPDATE practices. This resource tool is packed with practical The role of the Approving Offi cer is complex compensation resources tailored to the and decisions and advice are frequently B.C. local government context, including challenged. Ensuring they have expert a step-by-step approach to conducting a guidance at their fi ngertips is essential. This compensation survey and helpful resource fourth major revision of the manual updated links, along with valuable tips and templates references to legislation and regulations, to develop policies, employment contracts, addressed recent court decisions, and and benefi t options. provided sample checklists and documents.
SHARING INNOVATIONS
EFFECTIVE FIRE SERVICE ADMINISTRATION RESOURCES In 2015, LGMA completed the last two pilots the Fire Commissioner, and the LGMA was for a new program on Effective Fire Service approached and asked if we could share the Administration for Fire Chiefs and Local model developed for B.C. As part of LGMA’s Government CAOs in collaboration with ongoing commitment to supporting a strong the Fire Chiefs’ Association of BC and the local government system in B.C. and beyond, Offi ce of the Fire Commissioner. The Nova the resource manual was provided to the Nova Scotia Fire Marshall learned about the work Scotia Fire Marshall and was very positively being done here through the BC Offi ce of received.
TAPPING INTO MEMBER EXPERTISE
In addition to providing resource • David Stuart, CAO, District of North • Lee-Ann Crane, CAO Regional District materials, the Association has benefi tted Vancouver – Fire Services Act of East Kootenay; Brian Reardon, from the expertise of a number of CAO Regional District of Central our members to support provincial • Paul Gipps, CAO Fraser Valley Okanagan; Debra Oakman, CAO committees reviewing legislation Regional District; David Trawin, CAO Comox Valley Regional District; and regulatory frameworks for local City of Kamloops; Paul Thorkelsson, and Deborah Sargent, CAO Town of government in 2015. Our deepest thanks CAO Regional District of Nanaimo Smithers (now CAO, City of Campbell go to the following.: (now CAO District of Saanich) – River) – Local Government Act Building Act
16 LGMA Strategic Results
External Correspondence Page 29 of 117 AGENDA ITEM #7.A.
SERVICES FOR MEMBERS
OUR GOAL: HOW WE WILL MEASURE SUCCESS:
To offer member services that deliver a return on 10% improvement in satisfaction levels year over year with membership investment services over 2013 baseline 50% increased awareness of member services in 2018 over 2013 baseline
The LGMA offers a range of member- The paper provided information to only services designed to address the provoke discussion at the staff and professional needs of our members. Board level about the infl uences that Did you know? may be impacting CAOs and senior These services range from career management staff in local governments LGMA will be reaching out to transition counselling to deal with in B.C. and ways the LGMA may respond. involuntary termination, to pension members in 2016 for feedback By undertaking this examination, the on ideas for new professional consulting services, to access to the New LGMA hopes to be better positioned to Zealand overseas exchange program development and member support prepare and support local government services recommended in the 2015 with the Society of Local Government CAOs and senior managers to face Managers of New Zealand. Concept Paper entitled Preparing emerging challenges and to achieve and supporting local government In 2015, the Board requested that staff success in their roles. A full membership CAOs and senior managers into the begin the process to explore new value- engagement process to test the fi ndings next decade. added services. The fi rst stage in the from the Concept Paper is planned for research process was a Concept Paper 2016 to help guide the Association in entitled Preparing and supporting local providing new professional development government CAOs and senior managers and member support services. into the next decade.
SUCCESS INDICATORS FOR 2015
No surveying of members on their satisfaction with member-only services was conducted in 2015
32 15 5
members accessed members accessed members accessed the Temporary Pension Consulting Career Transition Assistance Database Services Counselling Services
Strategic Results LGMA 17
External Correspondence Page 30 of 117 AGENDA ITEM #7.A.
NEW ZEALAND OVERSEAS EXCHANGE
“It was my honour to have been selected as the British Columbia 2015-16 LGMA representative for the British Columbia-New Zealand Overseas Exchange” Program. 2015-16 was the fi rst time that a First Nations government was selected for the overseas exchange.”
LINDA BERG, DIRECTOR OF OPERATIONS HAISLA NATION Left to right: Sue Davidson (exchange host – COO, New Plymouth District Council) Barbara McKerrow (CEO, New Plymouth District Council) Dr. Martin Reeves (CEO, Coventry City Council, United Kingdom)
EXCHANGE QUARTERLY NEWSLETTER
The LGMA’s quarterly magazine Exchange remains a popular service, highlighting professional, technical and leadership skills and best practices.
18 LGMA Strategic Results
External Correspondence Page 31 of 117 AGENDA ITEM #7.A.
MEMBERSHIP AND VOLUNTEER DEVELOPMENT, ENGAGEMENT AND RETENTION
OUR GOAL: HOW WE WILL MEASURE SUCCESS:
To ensure a sustainable operating model with sound 100% of local governments have a membership in LGMA by governance and fi scal health that delivers value to a 2019 (100th anniversary) strong membership base 15% increased non-member awareness of LGMA in 2018 over 2013 baseline
Defi ned member market
The Association continues to be mindful of approved by the membership in 2007 and the limited fi nancial resources for learning 2009. and development and the need to manage programs carefully to continue to respond Aided by Past LGMA Presidents Jim Chute, with excellent program offerings within a Mark Brown, and Elsie Lemke, governance fi nancially sound and stable model. expert and retired CAO Judy Rogers, and LGMA Directors Ken Watson, Sonia The Board of Directors oversaw a Santarossa and Terry Melcer as members signifi cant governance review in 2015, of the Governance Subcommittee, and including a complete update of the bylaws with the support of legal counsel and and policies of the Association to ensure Lisa Zwarn, registered parliamentarian, options and giving the Association the that as a non-profi t Association, we meet a number of areas for improvement ability to hold meetings electronically. the pending changes to the BC Society were identifi ed to strengthen Board Act. It also provided a timely opportunity governance, ensure compliance with The updated bylaws and policies can be to undertake a more extensive review to pending legislation and enhance member found on the LGMA website. In addition, identify other governance improvements. participation. Modifi cations also allow the Board of Directors Handbook was There hadn’t been a signifi cant review the Association to make better use completely updated, along with the of the LGMA Constitution and bylaws in of technology, enabling more direct introduction of a more formalized process recent years, with only minor changes notifi cation to members, increasing voting for Board orientation.
Our Success Indicators for 2015:
883 200+ 21 members volunteers sponsors $$$
contributed their time contributed $94,776 for to successful programs, professional development events, and resource programing materials
Strategic Results LGMA 19
External Correspondence Page 32 of 117 AGENDA ITEM #7.A.
Sustainable Financial Model Local Government Management Association of BC Statement of Financial Position (Unaudited)
December 31 2015 2014
ASSETS Current Cash and cash equivalents $ 1,096,371 $ 1,089,048 Cash and cash equivalents - restricted for Chapter Standing Committees 75,914 - Short-term investments 215,747 212,559 Accounts receivable 157,301 117,903 Accounts receivable - Chapter Standing Committee contributions 120,913 - Prepaid expenses and deposits 110,772 85,849 1,777,018 1,505,359
Property and equipment 14,344 6,807
$ 1,791,362 $ 1,512,166
LIABILITIES Current Accounts payable and accrued liabilities $ 142,147 $ 100,247 Deferred revenue 174,696 173,090 316,843 273,337
Net assets Internally restricted for Operating 990,223 825,223 Internally restricted for Capital purchases 83,000 51,000 Internally restricted for Chapter Standing Committees 196,688 - Invested in Capital assets 14,344 6,807 Externally restricted for endowment purposes 14,500 14,500 Unrestricted 175,764 341,299 1,474,519 1,238,829
$ 1,791,362 $ 1,512,166
APPROVED ON BEHALF OF THE BOARD: PRESIDENT
FIRST VICE PRESIDENT CHAIR, AUDIT AND FINANCE MANAGEMENT COMMITTEE
20 LGMA Sustainable Financial Model
External Correspondence Page 33 of 117 AGENDA ITEM #7.A.
Sustainable Financial Model Local Government Management Association of BC Statement of Operations (Unaudited)
For the year ended December 31 2015 2014
REVENUE Annual conference $ 196,029 $ 269,628 Municipal Administration Training Institute programs (MATI) 517,093 507,452 Membership fees 217,047 205,425 Newsletter 40,084 40,845 Investment income 15,224 17,146 Professional development 396,568 366,848 Job posting revenue 470,511 428,013 Manual sales 80,465 125,535 1,933,021 1,960,892
EXPENSES Administration 486,243 447,245 Annual conference 176,951 267,797 Board of Directors 64,789 61,344 MATI programs 431,808 418,844 Newsletter 45,077 43,147 Promotions, scholarships, other 48,233 24,574 Professional development 330,483 313,098 Job posting 265,839 241,828 Manuals 43,043 45,550 Membership fee registration 1,553 - 1,894,019 1,863,427
Excess of revenue over expenses – operations 39,002 97,465 Contribution from Chapter Standing Committees 196,688 -
Excess of revenue over expenses $ 235,690 $ 97,465
These condensed fi nancial statements are derived from the fi nancial statements of the Local Government Management Association of BC for the year ended December 31, 2015, which a review engagement report was issued on April 22, 2016.
Sustainable Financial Model LGMA 21
External Correspondence Page 34 of 117 AGENDA ITEM #7.A.
FORT ST JOHN
Chapter Report: North Central
GOALS & OBJECTIVES For the last few conferences, the NCLGMA has offered a pre-conference half- or full-day session on specifi c topics The NCLGMA completed a of relevance that cannot be adequately provided within the strategic plan in 2013 that conference setting itself. This has generated additional outlined goals and objectives for interest from those attending the pre-conference session to the society moving forward. stay for the conference itself.
One of the objectives is to offer KEY SUCCESSES & SIGNIFICANT ACCOMPLISHMENTS strong professional development programs that are relevant to The annual conference continues to be a key success for local government, keeping in the organization since NCLGMA is fortunate to receive mind that there are additional sponsorship funding from a variety of businesses that allows challenges faced in the north. the ability to offer excellent training opportunities at a reasonable price. Another goal of the organization is to increase membership numbers, thus First Nations and UNBC political science The Chapter has a complement of long-term board members students continue to be encouraged to participate in training who provide stability to continue to move initiatives forward programs. Over the last two years, there has been an as well as new members who provide a fresh look at existing increase in First Nations local government employees joining professional development opportunities. the association. Janet Prestley EVENTS AND PROJECTS North Central Chapter Director The NCLGMA hosted its annual conference in April with 75 registrants (includes speakers). The NCLGMA is extremely fortunate that membership participation is this high in comparison to other chapters.
Those in attendance requested a multitude of legal sessions be scheduled for the upcoming conference in April 2016, and the Executive has strived to provide as many of these topics as possible within the two-day session.
22 LGMA Chapter Reports
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Chapter Report: Rocky Mountain
The Rocky Mountain Chapter sends warm greetings to our colleagues across the Province. As Chapter Director for our region, I am pleased for this opportunity to provide an update on our activities for the past year. Our members come from the City of Cranbrook, District of Elkford, City of Fernie, Town of Golden, District of Invermere, City of Kimberley, Village of Radium Hot Springs, Regional District of East Kootenay (RDEK) and District of Sparwood.
The work initiated by LGMA to bring those chapters who were not registered societies into compliance with the Society Act and other regulations was completed with the adoption by DISTRICT OF ELKFORD our Chapter of the newly drafted Rocky Mountain Chapter Standing Committee Terms of Reference at our AGM. Our The third Annual softball game, now an annual event for our members are very pleased to see this work completed and joint conference, resulted in the trophy moving to the East thank the many folks who worked on this project. Kootenay. I am sure the Rocky Mountain team will enter spring training camp a little earlier in 2017 to ensure its return The continuing goal of bringing education opportunities to our to its rightful home in the West. member municipalities was reached again in 2015 through Chapter support to member communities for a two-and-a-half- A big thank you to our conference sponsors for their fi nancial day workshop on long term fi nancial planning. Our Chapter support and the RDEK, District of Elkford and Village of provided a 50% subsidy for registration fees to RMLGMA Radium for organizing our events this past year. Chapter members to offset the cost to employers.
Our Chapter recognized the value of the workshops offered Terry Melcer to senior management staff by Mohamed Doma of Canadian Rocky Mountain Chapter Professional Management Services in 2013 and 2014. To Director build on that learning, a course targeted to employees within our organizations who supervise staff but are not in senior management roles, or who perhaps missed the earlier training, was delivered in the Elk Valley in 2015, again by Mohamed.
Each year the Rocky Mountain Chapter and East Kootenay Chapter take turns hosting a Spring Conference. The RDEK came forward as the organizer for the April, 2016 conference which was held in Fairmont Hot Springs. The location is beautiful and the course content was one of the best ever. The speaker topics included building leaders (Tracey Lorenson), Performance Management (Adriana Wills), and Building High Performance Cultures (David Irvine).
Chapter Reports LGMA 23
External Correspondence Page 36 of 117 AGENDA ITEM #7.A.
Chapter Report: Lower Mainland
The Lower Mainland chapter executive continues to be a catalyst for promoting education in local government. We asked our members what was important to them immediately following our “Spring” conference in 2015. Here are some of the suggestions that were made:
• More motivational speakers; • Leadership and Career Development; • Communication Skills; BOWEN ISLAND • Trending changes in local government; • First Nations protocol; The Lower Mainland chapter of the Local Government • CAO Refl ections; Management Association (LMLGMA) continues to endeavor • Successional planning; to pursue excellence in providing education and training that • Freedom of Information on third-party requests; you request as our members. We hope you see good value • Role of Councils in addressing non-compliance issues; and and encourage others in your department to join the LMLGMA. • Navigating through local government. Our annual “Spring Conference” training is made possible As one can see we have very diverse membership and by many private agencies that support local government. interests in different areas of local government education Without the co-operation and support of MIA (Municipal and training. How do we as your Executive develop training Insurance Association), MFA (Municipal Finance Authority), programs that will facilitate the general member interest with Legal Law Firms -Bull Housser Tupper, and Roper Greyell, relatively limited time and more key topic areas than one can the fi nancial cost for all of our guest speakers may not be accommodate in each Spring Conference? possible.
Regardless, your Executive continues to act on your behalf The payback for education increases over the long term so and has created an excellent Spring Conference for April 13, learn to know yourself and never let your limitations get in the 2016: way of adjudicating the right call.
• We believe our program will “Wire Your Brain With High On behalf of our Executive we are all very proud to serve our Impact Leadership with Terry Small.” You will learn how to members in the Lower Mainland chapter. incorporate knowledge into behavior and how to initiate and lead change in your organization. Wallace Mah • “Making the Call”, with Shannon Harvey-Renner and Lower Mainland Chapter Sandra Guarascio. This topic should stimulate your grey Director matter on the dynamics of teamwork with human resources and legal counsel. • And if you cannot get enough cerebral stimulation with “Making the Call,” we will provide you with insight on how leaders such as yourself have to put up with diffi cult situations involving members of the public, staff, and your political masters. This session with Richard Hart should help provide perspective on sorting out and “Managing Diffi cult Situations” in your work environment.
24 LGMA Chapter Reports
External Correspondence Page 37 of 117 AGENDA ITEM #7.A.
SUMMERLAND
Chapter Report: Thompson Okanagan
Warm Greetings from the Respondents were generally satisfi ed with the content from Thompson Okanagan Chapter of the 2015 conference and 85% felt the main benefi t was the the LGMA Standing Committee networking/information exchange opportunities. It is evident (TOLGMA). Our Chapter that communications continues to be an area requiring more geographical area covers the attention – and members would like to hear from TOLGMA Okanagan Valley from Osoyoos more frequently. The Executive is currently setting up a page north to Salmon Arm, east to on LinkedIn which we hope will be interactive and a venue Revelstoke, to the west as far as in which to provide those members interested with current Lillooet and north up to Clinton, information. The 2016 Membership Survey can be found on and the resort community of the LGMA page for TOLGMA: http://www.lgma.ca/EN/main/ Sun Peaks, encompassing many about/chapters/thompson-okanagan.html municipalities, First Nations, and Regional Districts. We are famous for our orchards, We invite all members and local government employees lakes, vineyards, skiing, golf, deserts, mountains, valleys and to join us for the 2016 Annual General Meeting at Silver everything in between. Star Resort from Wednesday, September 14 to Friday, September 16. This year the conference will kick off at The 2015 AGM and Conference was held September 9 to 11 1:00 pm, September 14, with Mr. Gord McIntosh providing at the Walnut Beach Resort in Osoyoos. The AGM kicked off a full afternoon session “WHAT’S ON FIRST BASE?” – Local with the Welcome Dinner and social. The various conference Government Priority Setting. This 3.5 hour educational sessions included Succession Planning, Legal Highlights, opportunity will provide tools for dealing with strategic Management Leadership Skills, Procurement, as well as planning, facilitation, strategic thinking and problem-solving. updates from MIA, LGMA and CivicInfo. Keynote speaker The Vance Creek Hotel and Michael Kerr provided two sessions – Inspiring Leadership Convention Centre is our host. and an evening presentation of Putting Humor to Work. Registration to commence in June. The Executive completed a Membership Survey in January 2016. A total of 42 responses were received to the 16 Respectfully submitted, questions. The survey provided valuable information to the Executive for planning the 2016 Conference and was a good Patricia Bridal matrix for comparison to the 2014 survey. In 2014, 38% Thompson Okanagan Chapter respondents indicated “limited budgets’ the main reason Director for not attending the conference, compared to 53% in 2016. Being cognizant of restricted budgets, the 2016 conference rate has not been increased and the venue chosen was the most economical site reviewed.
Chapter Reports LGMA 25
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Chapter Report: Vancouver Island
Change was the operative word Losing long-term, hard-working Executive members could in our chapter in 2015. present challenges for a volunteer group, but we were fortunate to have good people step forward – Liz Cornwell Our Executive saw several is our new Vice-President and Karen Robertson was elected signifi cant changes. Sarah the new Director-at-Large. We’re also fortunate to have Anja Jones stepped down as chapter Nurvo stay on as secretary, Michael Dillabaugh as treasurer representative after years of and Heather Svensen, Jake Marten and Selina Williams as distinguished service to the directors-at-large. Chapter on our executive in a number of capacities. Thank With Sarah taking the lead, we also took part in the change you, Sarah, for all your time in the status of our Chapter. In the meantime, we plan to and hard work on our behalf. continue with our overall goal of providing an effective and Thanks also to Tina Neurauter, who left the Executive after cost-effi cient educational volunteering time and effort to the Chapter over a period of opportunity for our members years as Director-at-Large. each year at our conference and assisting them in staying Darren Kiedyk was elected President at the very successful abreast of developments in our 2015 conference held in November at the Vancouver Island fi eld. Conference Centre in Nanaimo. Darren was the primary organizer of the conference, which was sponsored by the Don Schaffer Nanaimo Regional District. We received excellent feedback on the conference, attendance was up from smaller numbers Vancouver Island Past President/ in previous years, and we’re looking forward to the 2016 Chapter Director conference this fall in Campbell River.
NANAIMO
TOURISM NANAIMO PHOTO
26 LGMA Chapter Reports
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Chapter Report: West Kootenay Boundary
The West Kootenay Boundary (WKB) Chapter is comprised of local governments in the Regional Districts of Kootenay Boundary (RDKB) and Central Kootenay (RDCK). The RDKB local governments include the Cities of Greenwood, Grand Forks, Rossland and Trail, the Villages of Midway, Warfi eld, Montrose and Fruitvale and Electoral Areas A-E. The RDCK local governments include the Cities of Nelson and Castlegar, the town of Creston, the villages of New Denver, Nakusp, Silverton, Kaslo, Salmo and Slocan and Electoral Areas A-K. KETTLE RIVER
The WKB Chapter established two goals for 2015. The The other three issues signifi cant to local governments made Executive also recognized fi nance, asset management, up a good portion of the agenda for our Joint Spring Chapter infrastructure and organics recovery as four signifi cant and meeting. The meeting was held with the Rocky Mountain current local government issues we wanted to support at our Chapter in Nelson last April and was very successful. spring and fall events. Doug Allin, CAO, City of Grand Forks offered valuable details on asset management, and MMM Group provided Our fi rst goal was to fi nally be successful in engaging enough particulars on infrastructure, downtown revitalization and members to make it worth holding a fall Chapter meeting on grant opportunities. Alan Stanley, General Manager of a day when enough members could attend. We achieved this Environmental Services offered direction respecting product goal by arranging a one-day meeting last October in the City stewardship with Multi Material BC as well as organics of Castlegar. The agenda was structured with membership recovery. (only) roundtable discussions and information-sharing on budgets and fi nancial plans, council-staff relations, inter- Our second goal was for our Chapter Executive to complete municipal relations and a peer-learning opportunity where the work required to become a LGMA Standing Committee. participants shared success stories in meeting some current This was approved by resolution at our fall Chapter meeting. local government challenges. The roundtable sessions Our Chapter continues to network and engage with the transitioned into open discussions to obtain feedback from Columbia Basin Trust, BC Hydro, BC Assessment, several law the broader group. fi rms and CivicInfo for sponsorship, but more importantly Overall, the meeting offered valuable dialogue and support for guidance and the in budgeting and fi nancial planning activities, which was one knowledge that help us of the four signifi cant issues. There was a great review on become and remain effi cient using strategic plans to keep budgets on target, which also and professional in our daily provided guidance on budgeting for larger capital projects. local government duties and responsibilities. Membership success stories include the completion of a solar crosswalk in Castlegar, the receipt of a Canada 150 grant Respectfully submitted, for pool upgrades in the Village of Warfi eld, the RDKB’s very Theresa Lenardon successful 2015 Interface Wildfi re Emergency Operations Centre and Montrose’s water-smart joint procurement with West Kootenay Boundary Valemount. Chapter President and Chapter Director
Chapter Reports LGMA 27
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Minutes of the 2015 Annual General Meeting Prince George Civic Centre Wednesday, June 17, 2015
IN ATTENDANCE: Acting President, Kelly Ridley Second Vice President, Paul Murray Secretary-Treasurer, Sonia Santarossa Director at Large, Mark Koch Director at Large, Ken Watson Vancouver Island Representative, Sarah Jones Rocky Mountain Representative, Terry Melcer North Central Representative, Janet Prestley Thompson Okanagan Representative, Stephen Fleming (representing Patti Bridal) West Kootenay Boundary Representative, Theresa Lenardon
STAFF: Dawn Boyle Elizabeth Brennan Ana Fuller Randee Platz Shannon Gustafsson Nancy Taylor
MEMBERS: Approximately 120
Acting President Kelly Ridley called the meeting to order at 9:30 a.m.
It was confi rmed that the Notice of the Annual General Meeting had been given in accordance with the Bylaws of the Association sent March 10, 2015.
28 LGMA Minutes of the 2015 AGM
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MINUTES OF THE 2014 ANNUAL GENERAL MEETING AS CIRCULATED IN THE ANNUAL REPORT
MOVED by Elsie Lemke Seconded by Paul Gipps, That the minutes of the 2014 Annual General Meeting held on CARRIED June 11, 2014 be adopted.
PRESIDENT’S REPORT
MOVED by John Malcolm Seconded by Don Schaffer, That the President’s Report be adopted as circulated in the CARRIED 2014 Annual Report.
FINANCIAL STATEMENTS
MOVED by Mac Fraser Seconded by Brian Woodward, That the 2014 Financial Statements be adopted as circulated in the 2014 Annual Report. CARRIED MOVED by Joanne Frank Seconded by Jennifer Russell, That BDO be approved as the auditor for the 2015 fi scal year.
REPORTS OF BOARD OF EXAMINERS AND CHAPTER REPRESENTATIVES
MOVED by Kerry Hilts Seconded by Alisa Thompson, That the reports of the Board of Examiners and Chapter CARRIED Representatives as circulated in the 2014 Annual Report be adopted.
SPECIAL RESOLUTION MOVED by Alberto De Feo Seconded by Elsie Lemke, That the current Constitution and Bylaws be repealed; And that the Constitution and Bylaws 2015 be adopted in their place;
And that the new Constitution and Bylaws do not come into CARRIED effect until after the conclusion of this annual conference; UNANIMOUSLY And that the Executive Director be authorized to make any corrections to the Constitution and Bylaws for typographical, numbering or grammatical errors prior to submitting these documents to the Registrar for Societies.
2014 ANNUAL REPORT
Nancy Taylor, Executive Director provided an overview of the highlights from the 2014 Annual Report. CARRIED MOVED by Ken Watson Seconded by Don Schaffer, That the 2014 Annual Report be adopted as presented.
Minutes of the 2015 AGM LGMA 29
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NOMINATING COMMITTEE REPORT
Corien Becker, Co-Chair of the Nominating Committee, presented the report of the Nominating Committee.
The Nominating Committee is pleased to nominate the following individuals for consideration as members of the Board of Directors for the Local Government Management Association of BC for the 2015/2016 year under the existing bylaws as the new bylaws will not come into effect until such time as they have been fi led: President Kelly Ridley* First Vice President Paul Murray* Second Vice President Mac Fraser CAO, City of Powell River Tom Kadla, CAO, Village of Lumby Secretary-Treasurer Sonia Santarossa, Senior Manager, Legislative & Information Services, Capital Regional District* Director at Large (2-yr) Ross Blackwell, General Manager, Planning, Cowichan Valley Regional District Ron Bowles, General Manager, Corporate Services, City of Campbell River Bill Flitton, Director of Legislative Services/City Clerk, City of Abbotsford * Positions fi lled by acclamation.
APPOINTMENT OF RETURNING OFFICER MOVED by Paul Gipps Seconded by Sarah Jones, That Deanna Wasnick be appointed as Returning Offi cer for the CARRIED Election of Director at Large. UPDATE — MUNICIPAL PENSION PLAN Diana Lokken, Trustee, Municipal Pension Plan, provided an update on the plan and the issues facing the Trustees.
ADJOURNMENT MOVED by Paul Gipps
Seconded by Mark Koch, That the Annual General Meeting be adjourned and reconvened at CARRIED 1 p.m. on Thursday, June 18, 2015 to receive the results of the Election for the Second Vice President and Director at Large positions.
THE MEETING ADJOURNED AT 10:10 A.M.
MEETING RECONVENED THURSDAY, JUNE 18, 1:05 P.M.
Returning Offi cer Deanna Wasnick announced the Board election results. Tom Kadla was elected to the position of Second Vice President and Bill Flitton was elected to the two-year Director at Large position. CARRIED MOVED by Kim Mushynsky Seconded by Sonia Santarossa, That the results of the election be accepted.
ADJOURNMENT
MOVED by Linda Tynan CARRIED Seconded by Danny Dwyer
THE MEETING ADJOURNED AT 1:10 P.M.
30 LGMA Minutes of the 2015 AGM
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7th Floor, Central Building Email: offi [email protected] 620 View Street, Victoria BC Web: www.lgma.ca V8W 1J6, Canada Phone: 250.383.7032
We’d like to hear from you!
External Correspondence Page 45 of 117 AGENDA ITEM #7.A.
EÇEIV : !!: r1 . ..' ;-: .i Û-/' osv'çf &¿a"-- Cno,-,o'/, ffi ii j .,,'
wN oF G{ " '-*'" Dear Mayors, Courncillors, Regional District Directors Se , 6
We have beerr "raising awareness" to the issue of Human trafficking/sexuai exploitation, youth and child exploitation, youth porn use/addiction with civic leaders in BC for the past 4 years.
This culminated in 2 TJBCM Resolutions last September 853 on Human Trafficking and 880 on Rape Culture (see yellow sheet). We are encouraging civic leaders to implement and fund these resolutions.
We are also encouraging the innplernentation of Bill C-36 "The Protectlon of communities and Exploited Persons Act" (see yellow sheet).
Human trafficking/sexual exploitation is the fastest growing crirne in the world, in Canada and locally. lt is a "low risk, high return" crime that has been "invisible" to the public. However, as the demand for commercial paid sex increases, due to an unhindered internet, the supply rnust increase, making our youth and children vulnerable and targets.
We have included L0 strategies for Councils to consider in stopping this egregrous cnme.
Please let us know what you are doing in your communitles. Please let us know if you need more informatlon. Please let me know if I can present to your Council.
Most Sincerely, Mrs. Cathy Peters; former inner city high school teacher, volunteerfor 2 Fecleral MP's (John Weston- West Vancouver, BC & Joy Smith- St. Paul/Kildonan, Manitoba) , speaker and advocate addressing Human Trafficking/Sexual Expioitation in BC.
#302-1"50 W. 1"5th St., North Vancouver, BC V7M 0C4 [email protected]
External Correspondence Page 46 of 117 AGENDA ITEM #7.A.
10 strategies for cities and municipalities to consider:
L. Learn about the issue. ReacJ the books "lnvisible Chains" by UBC law professor Benjamin Perrin, "Pornland" by Dr. Gail Dines (world expert on porn research), have staff take the OCTIP (Office to Combat Trafficking in Persons) free ontine course. Encourage police to take l'lT course on the Police Knowledge Network. 2. lncorporate the United Nations 4 Pillars to stop Human trafficking/sexual exploitation : Prevention, Protection, Prosecution, partnerships. 3. Prevention: raise awareness in community. "Education is our greatest weapon". le. chiidren of the Street society does school programs, 4. Encourage "Men end exploitation" movements: ie. Moosehide Campaign, Fortress Founclation (in r/ictoria). 5. Use comrnunications to support a cultural mindshift. Ontario has "saving the girl next door program", the RCI\4p has the "l'm Not for Sate,, campaign. 6. Protection: help victims, have exit strategies in place for them, consider 24-7 "wrap-around programs" ie. Salvation Army "Deborah's Gate,,, Covenant House, Servants Anonymous. 7. Prosecution: increase policing budget, training and priorities. Have "john', deterrants in place, enforce B¡ll C-36 "Protection of Cornmunitíes and Exploited Persons Act" which addresses 'ndemand" ie. perpetrators, johns, facilitators. 8. Train community stakeholders: Health care workers, fire department, municipal business licensing managers to recognize human trafficking/sexual exploitation ie. Fraser Health Authoritv has a human trafficking protocot, surrey Fire department is trained to recognize HT indicators. 9. Partnerships: Collaboration: with other cities and municipalities at local government associations, Police agencies and RCMP, 3 levels of government (civic, provincial, federal); UBCM, FCM with Resolutions. 10.No decriminalization of prostitution because the vulnerable (aboriginal girls/women, youth, children) in our communities will be targets to be lured, groomed and exploited for the sex trade. Goal: safe communities.
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853 HUMAN TRAFFICKING; . NCLGA Exect¡tive WHEREAS human trafficking is a real and devastating issue in British Columbia; AND WHEREAS significant work & research has been done as of late to aid in the prevention and prosecution of human trafficking throughout Canada: THEREFORE BE lT RESOLVED that UBCM call on the RCMP, local police forces and local governments to work collaboratively in order to implement the recommendations found within the National Task Force on Sex Trafficking of Women and Girls in Canada's recent report ("'NO MORE' Ending Sex -Trafficking ln Canada") as well as the Province of British
eÞ Columbia's "Action Plan to Combat Human Trafficking." ENDORSED BY THE NORTH CENTRAL LOCAL GOVERNMENT ASSOCIATION Þ' UBCM RESOLUTIONS COMMITTËE RECOMMENDATION
880 RAPE GULTURE lN CANADA: NcLcA Executive WHEREAS sexual assaults continue to be committed across Canada, and victims are of every age, race, income and gender; AND WHEREAS sexual assaults are under reported, and prosecution and conviction rates are low: THEREFORE BE lT RESOLVED that UBCM advocate for an intergovernmental task force to be convened to determine the steps needed to erase the "rape culture" that is pervasive in schools, universities, workplaces and elsewhere across Canada; AND BE iT FURTHER RESOLVED that the task force be mandated to elicit testimony fr:om victims in order to determine the steps needed to improve the repoÉing, arrest and conviction rates across Canada. ENDORSED BY THE NORTH CENTRAL LOCAL GOVERNMENT ASSOCIATION UBCM RESOLUTIONS COMMITTEE RECOMMENDATION
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Canadian Federal B¡ll C-36: "The Protection of Communities and Exploited Persons Act" (versus the New Zealand Model of Decriminalization):
L. Targets the demand by targeting the buyer of sex; the predator, pimp, trafficker, john are criminalized 2. Recognizes the seller of sex is a victim; usually female and is not criminalized 3. Exit strategies put in plaçe to assist the vlctim out of the sex trade.
Reasons to say No to legalization/decriminalization:
-h uma n trafficking, juven i le/ch i ld prostitution, a nd orga nized cri me explodes -sex tourism explodes (USA to Canada) -international crime syndicates move in -the sex industry grows and becomes legitimized and normalized in the culture -porn/prostitutio n/rape culture are a toxic mix and all become normalized. Every girl and woman will become vulnerable and a possible target. canada becomes a pimp and prey culture. -significant violence against girls and women will increase. Prostituted girls and women currently experience extreme violence, torture, degrading and brutal acts. -the health and the community /public safety all become compromised in our communities to the point they will not be safe, vibrant, healthy or working. -once chitdren are involved in the sex industry our society breaks down. -aboriginal girls and women are the first casualties.
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427 Laurier Avenue West hÇElvH Enterprise Building H ffi 14th Floor Ottawa, ON KlA ON5 TOWN TF GOLÛF"þ{
sEP 0 0 2016
Mayor Ron Oszust Golden PO Box 350 810 9th Avenue South Golden, British Columbia VOA 1H0
Subject: Requirements under the Grøde Crossings Reguløtìons pursuant to the Røílwøy Søfety Act
Dear Mayor Ron Oszust:
As you may be aware, on Novemb er 28,2014, the new Grade Crossings Regulations came into force. The Regulations apply to all public and private grade crossings on federally regulated rail lines. They also apply to the grade crossing owners (railway companies, road authorities and private entities) who share ownership of these crossings.
The overriding objective of the Regulations is to improve safety by establishing comprehensive safety standards for grade crossings, clarifying roles and responsibilities of railway companies and road authorities, and ensuring that they share safety-related information with each other.
We are sending this letter to provide you with more information about the Regulations and to remind you of some important requirements.
As you are likely aware, different requirements of the Regulations will be phased-in over the next five years. As of November 28, 2014, railway companies and road authorities are required to be in compliance with specific provisions in the Regulations for existing grade crossings. These requirements specifically concern the crossing surface, railway signage, the inspection and testing of waming systems, as well as record keeping related to the inspection and testing of warning systems. Additionally, there are other provisions in effect which apply to existing crossings conceming the whistling cessation process, the obstruction of public crossings, and the temporary protection measures required at crossings in the event that a work or activity could interfere with the safety of railway operations.
Furthermore, new requirements are upcoming. Specifically, road authorities and railway companies will be required to share safety-related information with each other by November 28. 2016, in order to fully comply with the regulatory requirements by the end of 2021.
Road authorities and railway companies will have five years to upgrade their crossings to satisfy the regulatory requirements based on the information shared. For convenience, Transport Canada has developed a form to facilitate the sharing of information with railway companies, which can be found online at: www.canada.calgrade-crossings. The use of this form is optional.
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In addition to the Regulations' phased-in approach for existing crossings, there are requirements for new grade crossings, as well as for modifications to existing crossings. The enclosed publication, entitled "Gretde Crossings Regulations: what you need to know", highlights the various requirements that may apply and when they come into force.
Further, in response to requests for information and clarification from several municipalities on the Grade Crossings Regulations, Transport Canada is also developing a detailed handbook to assist road authorities and railway companies in the implementation of the Regulations. This handbook will be available on Transport Can4da's website by the end of December 2016.
You may be eligible to receive funding toward grade crossing improvements. Transport Canada provides funding under the Railway Safety Act to crossing improvement projects under federal jurisdiction. A railway company or road authority may apply to Transport Canada to determine if the proposed project is eligible for funding under the program.
We hope that this letter, including its attachment, was useful in providing you information on the Grade Crossings Regulations, and will assist you and your personnel in meeting the requirements. For any questions regarding this letter, please contact us at [email protected] or at l-844-897-7245
For more details on the Grade Crossings Regulations and the funding program, please visit: www. canada.calgrade-crossings.
Sincerely,
I' Y
Brigitte Diogo Director General, Rail Safety Transport Canada
Enclosure
Grade Crossings Regulations: what you need to know
Canadä
External Correspondence Page 51 of 117 AGENDA ITEM #7.A.
Transports Transport l*I Canada Canada
427 , avenue Laurier Ouest Immeuble Enterprise 14" étage Ottawa (Ontario) KIA 0N5
0 6 sEP, 2016
Maire Ron Oszust Golden c.P. 350 810, avenue 9th Sud Golden (Colombie-Britarurique) VOA 1H0
Objet : Exiglences en vertu du Règlement sur les pøssases ù niveøu conformément ùla Loí sur lø fcrrovì.aíre
Monsieur le Maire,
Comme vous le savez peut-être déjà, le nouveau Règlement sur les passages à niveau est entré en vigueur le 28 novembre2014.Le Règlemenl s'applique à tous les passages à niveau publics et privés sur les voies ferrées de compétence fédérale. Il s'applique également aux propriétaires de passages à niveau (les compagnies de chemin de fer, les autorités responsables du service de voirie et les autorités privées) qui partagent la propriété de ces passages à niveau.
L'objectif premier du Règlement est d'améliorer la sécurité en établissant des norrnes de sécurité complètes en ce qui concerne les passages à niveau, en précisant les rôles et responsabilités des compagnies de chemin de fer et des autorités responsables du service de voirie, et en veillant à ce que ces demières s'échangent des renseignements liés à la sécurité.
Nous vous faisons parvenir cette lettre pour vous donner de plus amples renseignements au sujet du Règlement et vous rappeler certaines exigences importantes.
Comme vous le savez probablement, differentes exigences du Règlement seronf appliquées progressivement au cours des cinq prochaines années. En date du 28 novembre?}l4,les compagnies de chemin de fer et les autorités responsables du service de voirie sont tenues de se conformer à des dispositions particulières du Règlement povr ce qui est des passages à niveau existants. Ces exigences portent plus précisément sur la surface de croisement, la signalisation ferroviaire, f inspection et l'essai des systèmes d'avertissement ainsi que la tenue de registres liés à l'inspection et à I'essai des systèmes d'avertissement. De plus, d'autres dispositions en vigueur visent les passages à niveau existants en ce qui conceme le processus d'abolition du sifflet, I'obstruction des passages à niveau publics et les mesures de protection temporaires exigées aux passages à niveau si des travaux ou des activités risquent de compromettre la sécurité ferroviaire.
De plus, de nouvelles exigences sont à venir. Plus particulièrementr les autorités responsables du service de voirie et les compagnies de chemin de fer seront tenues d'échanger des renseignements liés à la sécurité avant le 28 novembre 2016, afin de respecter complètement les exigences réglementaires d'ici la ftn de 2021.
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F,
Les autorités responsables du service de voirie et les compagnies de chemin de fer auront cinq ans pour améliorer leurs passages à niveau en se fondant sur les renseignements communiqués. À titre , informatif, Transports Canada a conçu un formulaire - en ligne sur le site : www.canada.calpassages- a-niveau - afin de faciliter la communication de renseignements aux compagnies de chemin de fer. Ce formulaire est facultatif.
En plus de I'approche progressive du Règlement concernant les passages à niveau existants, des exigences sont prévues pour les nouveaux passages à niveau et les modifications apportées aux passages à niveau existants. La publication ci-jointe, intitulée Règlement sur les passages à nivequ : ce que vous devez savoir, présente les diverses exigences pouvant s'appliquer ainsi que leur date d'entrée en vigueur.
De plus, pour répondre aux demandes de renseignements et de précisions de la part de plusieurs municipalités sur le Règlemenl, Transports Canada élabore également un guide détaillé pour aider les autorités responsables du service de voirie et les compagnies de chemin de fer à mettre en æuvre le Règlement. Ce guide sera disponible sur le site Web de Transports Canada d'ici la fin de décembre 2016.
Vous pourriez être admissible à une aide financière pour apporter des améliorations à des passages à niveau. Transports Canada offre un financement en vertu dela Loi sur la sécurité ferroviaire pour les projets d'amélioration des passages à niveau relevant de la compétence fédérale. Une compagnie de chemin de fer ou une autorité responsable du service de voirie peut envoyer une demande à Transports Canada afin de déterminer si le projet proposé est admissible au financement dans le cadre du programme.
Nous espérons que cette lettre, y compris la pièce jointe, a été utile pour vous foumir des renseignements sur Ie Règlement sur les passages à niveau, et vous aider, ainsi que votre personnel, à satisfaire aux exigences. Si vous avez des questions concernant laprésente lettre, veuillez communiquer avec nous par courdel à I'adresse suivante : [email protected] ou par téléphone au I -844-897 -7245.
Pour obtenir de plus amples renseignements sur le Règlement sur les passages à niveau etle programme de financement, veuillez consulter le site Web: www.canada.ca./passages-a-niveau.
Veuillez agréer mes salutations distinguées.
v o Y Brigitte Diogo Directrice générale, Sécurité ferroviaire Transports Canada
Pièce jointe Règlement sur les passages à niveau: ce que vous devez savoir Canadä
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What is a grade crossing? A grade crossing is an intersection where a road or path crosses railway tracks at the same level. Grade crossings are also known as level crossings, railway crossings, or train crossings.
What is public grade cross¡ng? There are about 14,000 public and 9,000 private a grade crossings along more than 40,000 kilometres A public grade crossing is where railway of federally regulated railway track in Canada. tracks intersect with a road that is owned Transport Canada's Grade Crossrngs Regulations by a public authority, such as a province, (the Regulations) help to improve safety at these municipality or band council, and is used public. crossings by: by the general . establishing comprehensive and enforceable What is a private grade crossing? safety standards for both new and existing crossings in Canada; A private grade crossing is where railway tracks intersect with a road that is owned . railway clearly defining the roles and responsibilities of and used by private parties, such as farmers, companies and road authorities; and commercial businesses or private individuals. . ensuring that railway companies and road authorities share key safety information with each other.
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Ðid you know that you may have Enforceable Grade Crossings Standards responsibilities under the Regulations? The Regulations incorporate standards based on the practices Railway companies, road authorities (provinces, best engineering known today and make requires municipalities and band councils) and private crossing them law This all federally regulated grade in owners are each responsible for managing the safety crossings Canada to meet the same standard. Railway at grade crossings. companies and road authorities will continue to apply the best options, building on the existing guidelines, for The Regulations identify the roles and responsibilities making their crossings safe.* of railway companies and road authorities that relate to: What's happening when? . lnformation sharing . lmmediately: The standards will apply to new grade . Crossing surfaces crossings; or when making a change to an existing grade crossing widening . Sightlines - the road, for example. . By the end 202'l=The standards . Roadway and railway signs of will apply to surfaces, signs, sightlines and warning systems . Traffic signals for existing grade crossings. . Warning systems *Note: lmmediate action can and will be taken by Transport Canada where a serious safety deficiency is identified. Do you know what's expected of you? Effective Sightlines Greater Gollaboration Through lnformation Sharing A safe crossing is a visible crossing - so the Regulations contain formulas for defining the area that Transport Canada has developed forms that may be road authorities, railway companies and private land used by the railway company or the road authority to owners must keep clear of anything that could block facilitate information sharing. These forms can be found a road user's view of an oncoming train. at www.Can ada.calgrade-crossings. What's happening when? The Regulations require that railway companies and The Regulations prescribe customizable requirements road authorities share safety-related information on their for your crossings. grade crossings. Sharing this information with each other . will allow them to determine what they need to do to lmmediately: When constructing new grade make their crossings safer. crossings, or making a change to an existing grade crossing. What's happening when? . By the end of 2O21l.ïo existing grade crossings. . lmmediately: When constructing a new grade crossing or making a change to an existing grade crossing. . By November 28,2016: To share safety information with each other for existing public grade crossings.
Available funding for grade cross¡ngs
Transport Canada can provide funding for eligible costs related to a grade crossing improvement project. To learn more visit: https//www.canada.calen/servicesltransporVrail.html
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Working Together to Safeguard Public Complaint and Dispute Resolution Grade Crossings Who can help when complaints or issues become The Regulations and standards require road authorities disputes that railway companies and road authorities and railway companies to work together on: cannot resolve? Blocked public crossings lf the complaint or dispute is about grade crossing safety, contact Transport Canada. Learn more at Under lhe Grade Crossrngs Regulations: www.Ganad a.calgr ade-crossi ngs. . Railway equipment cannot block a public grade crossing for more than five minutes when a road lf a railway company and a road authority disagree pay user requires passage, unless the railway on who should for railway work at a crossing, equipment is moving. either party can ask the Canadian Transportation Agency to apportion the costs of the project. Learn . passage, When emergency vehicles require more at the Canadian Transportation Agency at railway companies must immediately clear www.otc-cta.gc.ca. any grade crossing. lf the municipality has a safety concern relating to a Need help? crossing that is blocked, both parties must work together For general inquiries to find a solution to the safety concern. After 90 days, if they find no solution, the municipality can inform Email : [email protected] Transport Canada. Phone: 61 3-998-2985 Toll{ree: 1 -844-897 -RAl L (1 -844-897 -7245) Activity on/near a crossing Fax: 613-990-7767 The requirements are that if a railway company or road authority performs any activity, such as rail or road repair Transport Canada at or near a crossing, they must: Rail Safety Branch Mailstop:ASR . Share information about the activity with each 427 Laurier Street West, other, and Ottawa, Ontario . Take temporary protection measures (e.9. detours) to K1A ONs address any threat to the safety of railway operations. Pacific: 604-666-0011 Train whistling cessation Prairie and Northern: 1 -888-463-0521 Train whistling is an important way to keep drivers, cyclists Ontario: 416-973-9820 and pedestrians safe when using public grade crossings. Quebec: 514-283-5722 Atlantic: 506-851 -7040 Whistling cessation www.canad a.cal gr ade-c rossi n g s . Section 23.1 ol lhe Railway Safety Act provides a process for whistling cessation at a public grade crossing subject to certain requirements outlined in the Regulations. . Crossings must be equipped with an appropriate warning system based on railway speed design, vehicle and pedestrian use, and the number of railway tracks going through the crossing. . The municipality must also pass a resolution agreeing that the whistle should not be used at that crossing. Transport Canada encourages railway companies and municipalities to work together to ensure that all the requirements have been met. Should these two parties disagree that the requirements have been met, they may approach Transporl Canada for a final decision.
Should a road authority wish to pursue whistling cessation, the procedure for train whistling at public crossings can be found at www.canad a.calgradecrossings.
External Correspondence Page 56 of 117 External Correspondence
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As of As of As of November 28, November 28, November 28, 2014 2016 20/21
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Roilwoy compcrnies ond rood Roilwoy compon¡es qnd rood quthor¡ties must shore fhe following Crossings must meef certoin requiremenls outhorities were required to: sofefy informqlion: defined in the Regulotions such qs:
. Meet surfoce condition design . Point of contoct (regulor, emergency) . Sightlines ond roilwoy signoge requirements . Locotion of grode crossinc . Crossing surfoce design
. Test ond inspect worning systems AGENDA ITEM#7.A. ' Detoils on ihe rood opprooch ond roil . Rood ond roilwoy signs ¡ Meet new conslruction requirements configurotion (number of lones, grodient, . Crossing Worning Systems Page 57 of117 for new crossings trocks, whistling, signoge, etc.) . Troffic Signols timing with worning systems . Respect new provisions for . Rood/roil volumes ond speeds preventing blocked crossings . Crossing user detoils (vehicles, pedestrions, . Follow new troin whistling oss¡stive devices, etc.) cessotion process
. Apply new ond existing protection meosures
. Keep records
O Her Majesty the Queen in Right of Canada, represented by the l\ilinister of Transport, 2016 Cette publication est aussi dispon¡ble en français sous Ie titre Règlement sur les passages à n¡veau : ce que vous devez savoir. Catalogue No. T86-19/2016E-PDF ISBN: 978-0-660-06039-2 AGENDA ITEM #7.B.
Briefing Note To: Council (via CAO) From: Jordan Petrovics, Manager of Recreation Services Date: Tuesday October 18th 2016 File: 2240-20 Golden Civic Centre RE: Golden Civic Centre Operations Contract
SUMMARY OF ISSUE The current Civic Centre Operations Contract with Kicking Horse Culture was drafted in 2015 as a one year agreement with an automatic one year renewal expiring on December 31st 2016.
As the contract is due for renewal staff are seeking direction regarding this operational agreement.
BACKGROUND The building of the Golden Civic Centre was the result of a substantial volunteer effort that started in 1945, and culminated on New Year’s Eve in 1948 when the first event was held in the nearly completed Civic Centre.
Over the years the Civic Centre fell into disrepair and concerns were raised about the building’s structural integrity. In 2001, council contemplated demolishing the facility. In response the Civic Centre Society (CCS) was formed with the mission of saving the Golden Civic Centre for future generations.
An agreement between the CCS and the Town was formalized, resulting in the decision to have the society manage the operations and capital infrastructure needs for the building beginning in the summer of 2003. The CCS carried out repairs, and made significant changes to the facility.
The majority of the arrangements with the user groups grew and developed over time, but many appeared to be informal and inconsistent.
In a report presented in 2007, Kicking Horse Culture (KHC) recommended to a Town of Golden Select Committee that it become the new operating agent for the facility. KHC was to act as a pro-active agent for the Town of Golden in the operation and “rebirthing” of the Civic Centre.
After years of hard work and chasing grants, renovations were approved and the facility was reborn. The New Year’s Eve 2011 grand opening celebrations commemorated significant structural and aesthetic changes to the Golden Civic Centre that we have the pleasure of using today.
KHC continued the property management duties for the facility and worked with Town staff on drafting the Golden Civic Centre Property Management Agreement in January of 2012. Staff also worked with KHC on drafting bylaw number 1305, 2012 Civic Centre Rates to provide direction to KHC on the rental rates for the facility. This bylaw was repealed and replaced with bylaw number 1348, 2015 Civic Centre Rental Rates in attempts to soften the tight rental timings in bylaw 1305. No major adjustments have been made to the rental rates of the facility since before the renovation.
DISCUSSION In preparations for this discussion, staff met with Bill Usher – Executive & Artistic Director of Kicking Horse Culture and requested some operator feedback:
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Kicking Horse Culture would be very pleased to continue as the Town’s partner in the effective and collaborative management of the Civic Centre.
We originally became involved with the Civic Centre in 2007 and took great pride in our role on the Civic Centre Select Committee as we all worked towards the restoration and redevelopment of the hall as Golden’s dedicated performing arts centre with multi-use capacity. For KHC in particular it was the achievement of a community dream that was stated as the #1 priority in GAI’s 2006 Community Cultural Scan and Consultation. Throughout the 18 month design and build process, the Select Committee made effective decisions to ensure that the dream would not be co-opted and would honour the deliverables requested by our funding stakeholders. This dedication to the vision by the Town and KHC continues today to ensure that Golden has a facility that is the pride of our community and the envy of many others.
As a prime stakeholder and a dedicated renter of the building, we have endeavored to partner with the Town to use our experience and knowledge of professional practices for similar facilities to help ensure that the capacity and attractiveness of the hall remains at a very high standard at a reasonable use of resources. Much credit must be given to Chris Cochran’s Ops staff who continue to pro-actively dedicate themselves to servicing and maintaining the building at a high level and who remain respectfully responsive to our suggestions for improvement.
Specifically: We feel that the present agreement with the Town is effective in the delineation of responsibilities and that the fees remain appropriate. If a longer multi-year term is envisioned then we should look at some amendment to allow for increases of wages at KHC for cost-of-living etc.
We suggest that if dollars for advertising were increased there is the potential for a good return on investment with rental revenues from the higher value rentals like weddings etc.
We suggest that aligning the term of the Civic Centre agreement with the term of the Cultural Services Agreement would be a natural fit. As acknowledged and applauded by all, the Cultural Services agreement provides KHC with the operational capacity to provide significant programming and leverage third party dollars into Golden. If, the Cultural Services agreement were to be dissolved at some point, then this would have a negative domino effect on KHC’s capacity to fulfill the Civic Centre agreement.
With a consistent Civic Centre booking agent now in place, the time MRS spent working on specific rental details with the operator has reduced significantly. The charts below summarize the past four years of rentals at the Civic Centre.
All events that have happened after the re-opening of the facility in December of 2011 to December 2015 are included below.
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Internal Correspondence Page 59 of 117 AGENDA ITEM #7.B.
2015 Civic Centre Operations Review – 73 Rentals Weddings A Class B-Class C-Class Specialty 4 1 24 39 5 Chew Chew Dentistry (1) Kicking Horse Culture (13) Kicking Horse Culture (12) Elections Canada (1) Chamber of Commerce (1) Ministry of Energy (1) Minor Hockey (1) Elite Sound (1) Chamber of Commerce (1) Music Recital (3) Magi Scallion (2) BC Emerg Services (1) Rotary Club (1) Tourism Golden (2) CBEEN (1) Golden Museum (1) PMO (2) Town of Golden (6) Wildsight (1) CBT (1) Women’s Centre (1) Rotary Club (1) GNAR (1) CSRD (1) GCRS (3) CBAL (1) CKCA (1) Women’s Centre (2) Community Futures (1) Christina Benty (1) Funeral (3) 34% of the use is by KHC
2014 Civic Centre Operations Review – 59 Rentals Weddings A Class B-Class C-Class 2 2 23 32 Snowed in Comedy Tour Kicking Horse Culture (13) Kicking Horse Culture (11) (1) GCRS (1) BC Woodlot Association (1) Mud & Snow Party (1) Golden Dance Academy (1) CKCA (1) Golden Delicious (1) Golden Dance (1) Golden Rotary (2) Town of Golden (11) Golden Temple (1) Tourism Golden (1) KHCCC (1) Wildsight (1) Purcell Mtn Orchestra (1) Set up BC (1) Tourism Golden (1) Women’s Centre (1) Funeral (4) 40% of the use is by KHC
2013 Civic Centre Operations Review – 73 Rentals Weddings A Class B-Class C-Class 8 4 24 32 KHMR (1) Kicking Horse Culture (12) Kicking Horse Culture (8) Rocky Mtn Alliance (1) MoT (1) COTR (1) Rotary Club (1) Province BC (1) Golden Players (4) Mountain Skills (1) Gentlemen’s Club (1) Purcell Orchestra (1) Cycling Club (1) CBT (2) Funeral (3) Rotary Club (2) Town of Golden (2) GCRS (1) 27% of the use is by KHC
2012 Civic Centre Operations Review – 69 Rentals Weddings A Class B-Class C-Class 6 6 29 24 Gentlemen’s Club (1) Kicking Horse Culture (22) Kicking Horse Culture (8) Golden Delicious (3) Masonic Society (1) Town of Golden (3) Columbia Treaty (1) Golden Players (1) School Productions (6) KHMR (1) Minor Hockey (1) Piano Recitals (1) Cycling Club (1) BC Liberals (1) Rotary Club (1) Amuse Troupe (1) Wildsight (2) Other (4) Purcell Orchestra (2) Bear Aware (1) Funerals (4) Willhorse (1) 43% of the use is by KHC
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Internal Correspondence Page 60 of 117 AGENDA ITEM #7.B.
The concept of centralizing the bookings processes for all recreation facilities has been contemplated by council in the past. There are many advantages to having a ‘one stop shop’ when booking facilities. Advantages include, but are not are not limited to: Ensuring events are hosted in the facility that is best suited for the specific event Showcase all our facilities to potential event hosts (such as weddings) Have the ability to effectively manage double bookings with making other buildings available when staff has 2 inquiries for one space at the same time. Cost savings with a centralized staff team that has specialized knowledge on all facilities Single point of contact and centralized billing.
If the decision is made to not renew the contract and centralize the booking process, staff would need to find solutions for the following: Re-working the priorities in the recreation / communications work plan to ensure the required time is allocated to facilitate facility bookings Drafting a formal MOU with KHC and / or a lighting technician to provide lighting and sound logistics for bookings in the facility. Source a solution for cleaning services for the facility
IMPLICATIONS Strategic (Guiding Documents Relevancy -Strategic Plan, OCP) Council – Advocacy / Partnerships – Share Services Review (regional district) Recreation Services – Recreation Cost Recovery Recreation Services – Partnership Project
Financial (Corporate Budget Impact)
Civic Centre Financial Report 2012 2013 2014 2015 2016* Revenue 39,258 25,734 24,500 26,234 12,960 Expenses GDAC Management Fee 12,000 26,530 27,814 24,933 11,190 GDAC CC Operating Costs 50,938 24,159 9,118 11,697 9,024 Town of Golden 92,559 157,606 97,576 93,523 51,432 Total Expenses 143,497 181,766 106,694 105,220 60,456 Net Surplus (Deficit) (104,239) (156,032) (82,194) (78,986) (47,496) Recovery Rate 27% 14% 23% 25% 21% *2016 showcases financial information updated to Quarter 3 with the full Management Fees and Civic Centre costs not accounted for.
Administrative (Policy/Procedure Relevancy, Workload Impact and Consequences) As part of the 2016 work plan
OPTIONS Option 1 – Direct staff to draft up an operations agreement with KHC with a December 31st 2017 expiration date, with the intent to re-negotiate when the new Cultural Services agreement is determined.
Option 2 – Direct staff to present council with additional details associated with moving the Civic Centre Operations to an in house model.
Respectfully Submitted,
Jordan Petrovics Manager of Recreation Services 4 | P a g e
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Golden Civic Centre PROPERTY MANAGEMENT AGREEMENT
This PropetyManagement Agreement (the "Agreement") is made and effective January I't,2075
BETWEEN: The Town of Golden ("Owner"), a duly incorporated municipality organized and existing under the laws of the Province of British Columbia, with its head ofüce located at:
810 9th Avenue South Box 350, Golden, BC VOA 1H0
AND: Golden District Arts Council DBA Kicking Horse Culture ("Agent"), a society duly incorporated under the Society Act of British Columbia, with its head offrce located at:
Box228, Golden, BC VOA 1H0
RECITALS
A. Owner holds title to the following-described real property:
The building known and understood to be the Golden Civic Centre, held by Owner; located at 806 10fr Avenue South in the Town of Golden having alegal description of Plan M60,Lot 1, Section 12, District Lotl6270, Land District 26, W5M, Plan M60hereto referred to as "the Property".
B. Owner desires to engage the services of Agent to manage andoperate the Property, and Agent desires to provide such services on the following terms and conditions.
In consideration of the mutual covenants contained herein, the parties aglee'.
DEFIMTIONS
tc A.gentt, means the Golden District Arts Council (dba Kicking Horse Culture); its directors, officers, and employees. .,ownefrt means the Town of Golden; its Councilors, officers, and employees.
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'rQuarterþ Report" means a report submitted by Agent to Owner, being a detalled statement of all revenues and expenditures for each preceding three months, as well as such other information relating to the operation or management of the Property including all tenancies, and issues or advisements that, in the opinion of Agent, requires the attention of Owner. Reports shall cover the periods January to March, April to June, July to September and October to December of each year. rrCivic Centre Account" means the chart of accounts held and maintained by the Agent solely dedicated to accounting, holding, and tracking all revenues and expenses incurred in the operation of the Property by the Agent under the terms of this Agreement. 'rConsumable Stock" means materials and products required by users of washrooms and kitchen facilities as well as custodial products required for maintenance of the Property; includes consumable materials and products used for productions including gels, bulbs, wires, batteries and similar miscellaneous items. ('General Admin Expensest' means expenses associated with advenising and promotion, communications, accounting, srnall equipment purchases, and other reasonable costs incurred by Agent and agreed to by Owner in providing the services within this Agreement. "Grounds Maintenance" means the upkeep of vegetation, ground cover, and sidewalk, deck, and exterior stairway snow removal between 10'h Avenue South and the Property during regular Owner working hours, being fromT a.m. to 2 p.m. Monday to Friday. "Minor Repairs" means all repairs or replacements, of a routine, or one-time, naiure, needed to ensure that the Property is maintained in a safe and operational condition, and occurring as a result of strueturaT, mateial, or equipment malfunctions, deterioration and damage including but not limited to: (a) Plumbing fixtures or components thereof, mirrors, wall dividers, leaþ pipes, and hot water tank elements; HVAC components and associated filters, pipes and vents; (b) Light bulbs, switches, hinges, latches, locks, broken or cracked windows, mouldings and any trim components of the Properry's interior or exterior; (c) Damaged and defaced walls, floors, ceiling areas and panels, windows, wall and ceiling fixtures, and any associated or non- associated structures, chattels, or products installed or emplaced; "Major Repairs" means unforeseen capitalrepairs of the Property not defined under Minor Repairs that are deemed necessary by Owner to ensure Property safety; structural, mechanical, electrical and amenþ systems integrity; and operational continuity. ( t' ' Agent Improvements means cosmetic, environmental, or functional changes and equipment and material installations to the Property; proposed, implemented, andpaid for by Agent, and therewith forming a permanentpafi ü fixture of the Property, not identified elsewhere in this Section. If funding is proposed required by Owner, notice of proposed improvements must be received by Owner no later than October 15t for implementation in the year following. 4Rental Agreementtt aka Facility Use Agreement, means a required legal contract between Agent and an individual, corporation, public agency, or society setting the terms and conditions for the use of space within the Property.
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aa Propertytt means the interior of the Golden Civic Centre and not exterior decks, staits, or walkways.
I EMPLOYMENT OF AGENT Agent shall act as the exclusive agent of Owner to manage, operate and maintain the Property' It is the inient of this agreement to assign the Agent as responsible for Property bookings, marketing and promotion, and operation, including necessary monitoring of booked activities, ensuring technical ðompetency and rèsponsibility for productions requiring it, undertaking janítorial activity, providing public infoimation Jbout the Property, and working collaboratively with the Owner over strategic and operational issues associated with the Property.
In return for these assignments, the Agent shall be compensated by Owner paying the costs of human resources and consumables required by the public directly attributable to them:
I.1 RENTING OF PROPERTY COMPONENTS Agent shall maintain a web-based reservation system andmaintain during rcgtlar office hours (défrned as between at least 10:00 am to 4:00 pm Monday to Friday), the ability via telecom and personal assistance to facilitate the booking, payment, and use of the Property. Response time to booking inquires shall be made during regvlar business hours within the next business day of the originai inqurry. Terms and conditions of use and Rental Agreements shall be consistent with the provisións of Town of Golden Bylaw No. 1305, 2012 - Citic Centre Rates.In doing so, Agent shaÍ have the right to execute and enter into, on behalf of Owner, tenancies of units of the Property, measuìed in space and time, subject to associated terms and conditions set by bylaw.
r.2 ADYERTISING AND PROMOTION Agent shall advertise vacancies and rental opportunities by reasonable andproper means; Agent shãfl not incur expenses for advertising apartfromits own website in excess of $2,000 during any calendar yeaiwithout the prior written consent of Owner. Agent will advise Owner of annual advertising and promotional activities.
1.3 CUSTODIAL ACTT\TITY 1.3.1 Agent shall ensure that the Property is maintained to a safe, hygienic, sanitary, and generally clean condition consistent with commonly held practices in methodology and f.querry for public institutions. Responsibilities of the Agent include but may not be limited to vacuuming; dusting and polishing of furniture, chattels, and decorations; cleaning and buffing of floors; cleaning and disinfecting of kitchen appliances, shower stalls, toilet, sinks, andwater fixtures; removal of trash and recycles from interior trash containers to outdoor receptacles; window and wall washing; replacement of consumable stock; and wiping down surfaces subject to human contact.
1,'3.2 Agent shall inform the Owner as expeditiously as possible, the necessity of Minor Repairs and Ma;or Repairs requiring attention to assure the safety, security, and hygienic integrity of the Property.
1.3.3 Snow Removal outside of the Property (exterior decks, sidewalks, stairwells, the marquee and the surrounding deck area) shall be the responsibility of the Owner only from Tamto 2pm Monday to Friday. The Agent shall be responsible for snow removal on the sidewalks, stairs and ramps to the facility outside of these hours if the facility is booked for use.
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1.4 OPERATIONAL AND SECURITY RESPONSIBILITY Agent shall be responsible to ensure the activities of lessees are monitored as appropriate for safety, security, and damage protection purposes; assurance of Agent approved and trained personnel only in the use of stage lighting; assurance of Agent approved and trained personnel only in the use of the projector; implementation of measures to ensure building security at all times; and measures to ensure the protection and maintenance of all property assets, such as the projector and the grandpiano.
1.5 EMPLOYEES 1.5.1 Agent shall employ,pay, discharge, and supervise as required, all employees, volunteers, or contractors required to fulfill its responsibilities under this Agreement. Agent shall pay the salaries or wages of full andpart-time employees and invoice the Owner for cost plus services as set out in Schedule A. The Agent will pay all charges for services rendered by independent contractors and the employees of independent contractors, such as janitorial services, from the Civic Centre Account.
1.5.2 On-site personnel shall include individuals rendering services or performing activities on the Properly in connection with its operation.
1.ó RECORDS, REPORTS, AND COMPENSATTON OF AGENT
1.6.1 The Civic Centre Account shall be maintained at the principal place of business of Agent. The Agent will apply standard bookkeeping practices and internal controls. Agent shall, during regrlar business hours, make the Civic Centre Account available to Owner or the representatives of Owner for examination and audit by appointment on no less than 5 working days' prior notice.
1.6.2 Agent shall hold in the Civic Centre Account the balance of funds at no interest, less those payable for general administration, consumable stock and all charges for services rendered by independent contractors for the purposes of Agent's cash flow.
1.6.3 Agent will, on behalf of the Owner, collect and track GST charged on sales and paid on purchases. Remittance of GST is the sole responsibility of the Owner. The Agent is not authorízed to remit GST on behalf of the Owner.
1.6.3 Agent shall submit a digital (excel based) Quarterþ Report of the Civic Centre Account to Owner by May 15ú for activity incurred for the January-March period, by August 15û for the April-June period, by November 15Ú for the July-September period and by January 31" (the Town of Golden books for the fiscal year are closed on this date)for the October- December period.
I.6.4 Agent shall submit a digital (excel based) Bi-Annual report to the Owner by July 15ù and December 15ft that lists the facility rental activities. This report will include a summary of all facility rentals including details on the Organization, Event, Rate Class, Fee's Paid and the speciflrc spaces, amenities and services used in the rental.
1.6.5 Each Quarterly Report will include an Income Statement and Balance Sheet for the period. The Agent shall invoice the Owner from the Civic Centre Account for all expenses posted in the qlrarter as outlined in Schedule A of this Agreement. The Agent will also provide the Owner with a General Ledger Report outlining GST charged on sales and paid on purchases.
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1.6.6 Upon receipt of the Quarterly Report, Owner shall remit payment to the Agent for all expenses itemizedwithin 90 days. Owner will also invoice Agent for revenues accumulated in the reporting period, less rental deposits being held for upcoming events. The Agent agrees to submit payment within 90 days of receipt.
!.6.7 Agentwill undertake the services of an Accountant to create annual Golden Civic Centre Financial statements. Such services will be paid directly from the Civic Centre Account.
1.6.8 Agent will invoice the Owner qlrartetly, the amount of employee costs as set out by Schedule A or modified by clause 1.5.1. The Owner agrees to submit payment to the Agent within 30 days of receipt. 'Within 1.6.9 30 working days, following expiration or termination of this Agreement, Agent shall deliver to Owner all keys, books, accounts and records pertaining to the Properly.
2. INSIJRANCE 2.1 Agent shall obtain andmaintain in force during the full term of this Agreement, Comprehensive General Liability insurance which names Owner as an additional insured including, without limitation, coverage for the indemnity provided herein, in terms satisfactory to the Owner, of not less than $5,000,000.00 per occuffence, including bodily injury and/or death to any one or more persons including voluntary medical payments and property damage, or such higher limits as Owner may require from time to time.
2.2 Notwithstanding (3.1), Agent will be under no obligation to indemniff and save harmless Owner against or in respect of any damages or judgment rendered against Owner resulting from or arising out of any negligence or fault on the part of Owner in connection with maintenance of condition of the Property to the extent that the damage,loss or injury was caused by an act or omission of Owner.
3 COLLECTION OF INCOME; INSTITUTION OF LEGAL ACTION 3.1 Agent shall use its best efforts to collect promptly all rents and other income issuing from the Property when such amounts become due. Agent shall, in the name of Owner, execute and serve such notices and demands on delinquent tenants as Agent may deem necessary or proper. No other form of legalaction will be instituted and no settlement, compromise, or adjustment of any matters involved therein shall be made without the prior written consent of Owner.
3.2 Agent shall deposit (either directly or in a depositary bank for transmittal) all Rental Agreement revenues from the Property into a specific revenue account. Such account shall be separate from all other revenue and expense accounts associated with the business of the Agent.
4. TERMINATION AND RENEWAL This Agreement shall be for a teÍn commencing on January 1",2015, and ending on December 31", 2015. Upon termination, it shall renew automatically for a one year term that may be terminated by either party by giving not less than 30 working days' notice in writing to the other party.
This agreement may be terminated by either party with 30 days' notice.
5. TERMINATION FOR CAUSE If either Partybreaches any of the terms of this Agreement, the other shall give written notice of such breach. Failure by either Party to remedy the breach within 15 days after receiving the above-described notice, may result in termination by the affected Patty.
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6. NO PROPERTY INTEREST CREATED Nothing contained in this Agreement shall be deemed to create or shall be construed as creating in Agent any properfy interest in or to the Properfy.
7. RELATIONSHIP OF TIIE PARTIES Agent is an independent contractor and not an employee of Owner for any purpose.
I COYENANTS AND CONDITIONS All of the terms and conditions of this Agreement are expressly intended to be construed as covenants as well as conditions.
9. NOTICE All notices, requests, demands or other communications hereunder shall be in writing, and shall be deemed to have been duly given if delivered in person, or within 7 days after deposited in the mail, postage prepaid, certified, with return receipt requested OR via e-mail, OR otherwise actually delivered to owner at
ATTN. Jon Wilsgard, Chief Administrative Officer, Town of Golden, Box 350, 810 9'b Avenue South, Golden, BC VOA 1H0 Email: [email protected] Fax:250.344.6577.
Or to agent at
ATTN. Bill Usher, Executive Director, Kicking Horse Culture, Box228, Golden, BC VOA 1H0 Email: dire ctor@kickinghorseculture. ca
Either party hereto may change the address at which it receives written notices or the addressee who receives the same, by so notiffing the other parly hereto in writing.
10 PARTIES BOUND; ASSIGNMENT This Agreement shall be binding on and inure to the benefit of the successoÍs and assigns of the parties hereto, and their respective successors and assigns; provided, however, that this Agreement may not be assigned by Agent without prior written consent of Owner, or by Owner without prior written consent of Agent. Anything in the foregoing to the contrary notwithstanding, Agent may, without the consent of Owner, delegate the performance of (but not responsibility for) any duties and obligations of Agent to any independent contractor or entity.
11. EFFECT OF PARTIAL IIWALIDITY Should any section or any part of any section of this Agreement be rendered void, invalid or unenforceable for any reason by any court of law exercising competent jurisdiction, such a determination shall not render void, invalid or unenforceable any other section or any partof any section in this Agreement.
12. GOVERNING LAW This Agreement has been made and entered into in the Province of British Columbia, and the laws of such state shall govern the validity and interpretation of this Agreement and the performance due hereunder.
13. MODIFICATION This Agreement may not be modified unless such modification is in writing and signed by both parties to this Agreement.
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IN WITNESS V/HEREOF, the parties have executed this Agreement as of the date first above written.
OWNER
A
-5-?--*=.,'îq Pø'€o'ç"* Print Name and Title Print Name and Title
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SCHEDI.JLN 'A" Outline of Typical Agent and OwnerResponsibilities
Action Responsibility Payment Responsibility Item Owner Agent Owner Agent*
Facilitv Management** Executive Director $5I.75/Itr GeneralManager $34.50/lr X X Bookkeeper $31.74/hr Coordinator $27.60/ht Custodial/Janitorial 525.00 /hr
General Admin Expenses X X
Consumable Stock X X
Insurance (CGL, Workers Compensation, Event) X X
Insurance (Facilþ) X X
Enhancements (Agent Improvements) as approved by Owner and expensed through X X Property budget.
Electricity X X Fuel (propane) X X HVAC X X
Garbage/Recycles Removal On Site (emptying and disposal of interior X X receptacles)
Garbage / Recycles Removal Off Site X X (contract for exterior commercial bin)
Snow Removal*** X X
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Grounds Maintenance X X
Window Cleaning (interior and exterior) X X
Lamp and Tube Replacement including all stage functional lighting (shared, pending X X X capacity of either Owner or Agent).
Major Repairs X X
Minor Repairs X X
Telecom Lines (main, elevator, security) X X
Grand Piano insurance, tuning, regulation, X X repatr and maintenance ****
Maintenance of accessible stage lift and X X elevator
* All costs incurred in this column arcpayabte by Owner upon invoicing by Agent EXCEPTING Insurance and Enhancements
**'Wages listed in the schedule are subject to an annual adjustment agreed upon by both parties. Adjustments will be effective at the start of each calendar year and negotiated in September of the prior year.
*** Excepting that it shall be the action and payment responsibility of the Agent outside of hours stated in s. 4.3.
**** Expenses for these requirements will be billed by Agent to the Golden and District Community Foundation.
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Briefing Note To: Council (via CAO) From: Jordan Petrovics, Manager of Recreation Services Date: Tuesday October 18th 2016 File: 7900-01 Mount 7 Rec Plex RE: Mount 7 Rec Plex Gymnastics Requirements
SUMMARY OF ISSUE As a result of the ‘BN MRS 20160816 Rec Plex Renovation Report’ Council passed the following resolution: THAT Council DIRECT staff to determine with the Golden Gymnastics Club the minimum requirements necessary for the club’s long term tenancy in the Mount 7 Rec Plex based on the Phase 1 recommendations proposed in the Golden Rec Plex Renovation Study by Meiklejohn Architects as well as a reasonable estimation of third party funding the club can contribute to such requirements.
BACKGROUND Council approved funding in the 2016 budget to conduct an ‘architectural review’ of the Mount 7 Rec Plex to obtain details on the feasibility and cost estimated to divide the building to allow two gym users to use the space at the same time.
Based on an expression of interest direction was provided to include an exclusive / secure space to house the Kicking Horse Gymnastics Club. This plan also requires a floor plan that could accommodate multiple gym user groups.
After a lengthy debate at the Tuesday August 16th 2016 ROCM, council directed staff to host a follow up conversation with the Kicking Horse Gymnastics Club to find out the minimum requirements necessary for the club’s long term tenancy in the Mount 7 Rec Plex. On Thursday September 8th staff had a conversation with the club seeking further clarity on minimum needs for the group.
DISCUSSION Staff are seeking direction and clarity from council on the future direction for the facility.
Specific direction: Is the concept of dividing the facility to accommodate multiple users and securing a long term tenant a good direction for the building? If council is not in favor of dividing the facility, how much effort should be put into the existing programing, growing facility use and attempting to generate a reasonable cost recovery on the operational budget?
As part of the council request for follow up, the points below list the minimum requirements from Kicking Horse Gymnastics Club as a potential tenant: Permanent space (no moving of equipment) o Over the past 4 years the club has attained more specialized equipment and can no longer set up and tear down effectively or to accommodate a time sensitive manner. Existing washroom would have to be modified to remove main door and have two stalls with doors/walls touching the floor. No urinal needed, a second toilet is preferred. o Note: The current building code does require more modifications however the club would be happy with a simple washroom modification. (more details below) 40X40 floor space required which means that apron of stage would need to be removed. Removal of the existing stage curtains and non-structural wall by gym access staircase. The club would intend to use the existing door at back of stage as main entrance and would require an accessibility ramp to be installed.
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Permanent divider/curtain that is secure to the floor and stage area blocked off in order to ensure no access to equipment from other users of building. o A rolling curtain is preferred and identified in the Meiklejohn report, however other options could be explored as part of a construction RFP process Stage reconfigured to include observation area with railing at the end of stage. Access to heat/lighting Janitorial room reconfigured to a small kitchen o This kitchen is identified as a ‘nice to have’
Benefits of the Mount 7 Rec Plex location and space to the Kicking Horse Gymnastics Club Potential for the KHGC host large-scale weekend competition events and use of the main gym for spectator area if the curtain can be easily raised This gym space is the most ideal space in the community to properly house the club The club would have the ability to partner with other community sports groups to offer camps/special events and dry land training. o The club could become a catalyst in the community for multi-sport camps The location is ideal to offer school programming during the daytime hours Better opportunities to offer after school programing with kids walking from school to the gym Club promoting physical literacy in a space that is more visible and central to its members and their families The club is interested in drafting a 5 year use agreement for the facility o Open to how the document is structured (rental agreement or lease) The club is interested in a partnered approach with applications for future granting opportunities including the upcoming intake of the CBT CIP program and CBT Rec Infrastructure program. o Other grant opportunities can be pursued as opportunities arise
KHGC Club Statistics from 2015 Approximately 200 registered members that participate in weekly classes running from Sept – June o Classes offered include Preschool Programming: Parent and Tot 18 mos-3 years, Independent Classes for 3-5 year olds o Recreational Programming: Kindergarten-Grade 7- after school 1.5 hours each week o Competitive Programming: 40 athletes in this category including- Women's Artistic Competitive Programming- Advanced Recreational o Interclub and Performance Plus; Junior Olympic Level 1-7; High School Level 1-3 & Men's Artistic Competitive Programming- Advanced Recreational Interclub and Provincial Level 1 & 2. . Athletes represent Golden in the Kootenay Zone at several competitions including BC Provincial Championships. Have associate memberships with APES, LGES, Dolphins Swim Club, ECDC and GNAR. o Associate memberships include 250+ people Each class in LGES attends 2 PE sessions at the existing facility Run specialty Freestyle Clinics for Air Awareness, Landings, Twisting, On and Off Axis Aerial Skills Classes are run during the weekdays between 9am – 9pm Additional specialized programing runs Friday – Saturdays as requested
As the proposed renovation to the facility is considered ‘large scale’, additional items would need to be undertaken to bring portions of the facility up to the current building code: Working with staff recommendations, the architect reduced the occupancy significantly from 150 to 30 for the gymnastics space; however, the creation of this revised space requires three unisex washrooms.
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o There is currently only a men’s water closet (WC) and urinal. One of these washrooms is required to be built as an ‘accessible’ space. The activity side has an occupant load of 150 people and the building code and the architect’s required: o for 75 males: 1 WC and 1 urinal (requirement currently met in lobby); o for 75 female: 3 WC (requirement currently met in lobby / female change room) o Unisex; 2 WC (requirement currently met by exterior washrooms) . The exterior washrooms are presented operated ‘seasonally’ so some upgrades would be required Taking a creative approach on the activity side of the building by including the existing outdoor washrooms should meet code as shown above. o For operational purposes, the outdoor washrooms could be deemed as ‘overflow’ spaces that could be made available for larger events. o With an average occupancy of 15 – 30 people the existing washrooms in the activity space will meet the needs of the regular users. An emergency exit will still be required in the activity space and a review of HVAC system due to the curtain.
Additional items that would need to be completed with this project to ensure that the new ‘activity space’ functions well for the greater community include: Lines for all court sports need to be reconfigured o This will require sanding and replacing the existing lines on the floor for the activity space. o It is noteworthy that past reports on the floor state this project would be not recommended based on the life expectancy of the existing floor surface o Courts include: Basketball (one court), Volleyball (one court), Badminton (four courts), Pickleball (four courts) Existing basketball glass backboards / hoops moved and score clock reconfiguration New door for egress Re-configuration or removal of the existing bleachers Lighting reconfiguration
Changes to the building to accommodate the KHGC only accommodate for roughly 38% of the proposed budget with 26% required to bring portions of the facility up to code. The remaining 36% of the budget is required to ensure the facility is able to house the traditional gym activities on the new activity side of the building.
Project Estimate Curtain (Supply & Install) $30,000 Curtain (Structural Review / Upgrades) $5,000 Activity Space Exit Door (Supply & install) $2,500 Floor (refinish and reconfigure) $38,000 Existing Equipment (removal & re-configure) $3,000 Stage Partition (construct & install) $56,500 Gymnastics Bathrooms additions $48,000 HVAC Systems Upgrades (new equipment and duct reconfigurations) $50,000 Gymnastics Building Entry (ramp and door reconfigurations) $15,000 Reception and Office $34,000
Sub- Total $282,000 Contingency Allowance (20%) $56,400
Total $338,400
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The Golden Rec Plex Renovation Study by Meiklejohn Architects took a modest approach on some of the specific items that the renovation would require. After conversations with the Gymnastics Club some cost savings on a couple key items could be considered through tender / RFP process. A new curtain would be ideal for the facility however more cost effective options could be considered. o Investigating a 10ft high removable wall, with sport netting placed above as a second option to a celling mounted curtain could meet many of the operational needs for both sides of the space. The removal of such a structure for gymnastics events would be more labor intensive however if this request is only planned two or three times a year there could be some long term cost benefits. o A different wall divider system could also save on engineering and HVAC modifications The construction of a plywood wall as opposed to a stage partition would have some additional renovation savings, however would not keep the space as versatile to what was proposed in the original report. The costs of the reception and office space could be reduced as a full renovation in the existing lobby is considered a ‘nice to have’. o The recreation department does require a reception desk (or front counter) that would allow staff to be in the building to supervise programs and be enabled to be administratively productive at the same time.
IMPLICATIONS Strategic (Guiding Documents Relevancy -Strategic Plan, OCP) Council – Advocacy / Partnerships – Share Services Review (regional district) Recreation Services – Recreation Cost Recovery Recreation Services – Partnership Project
Financial (Corporate Budget Impact) If the gymnastic club is relocated to a public building it would remove the current building from the PTE list.
It is noteworthy that costs provided in this report do not address the costs of key asset management issues identified 2010 facility assessment. Items are not limited to replacement of the stage and change room roof and full replacement of the hardwood gym floor.
Administrative (Policy/Procedure Relevancy, Workload Impact and Consequences) As part of the 2016 work plan
OPTIONS Option 1: Direct staff to begin formal conversations with the Kicking Horse Gymnastics Club on collaboratively applying for granting opportunities to fund the project and consider the funding requirements in this report as part of the 2016 budget process.
Option 2: Direct staff to continue operating the gym space ‘as is’ and direct staff to bring forward revised concepts on how to operate the existing space more effectively under its current structure
Respectfully Submitted,
Jordan Petrovics Manager of Recreation Services
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Memorandum To: Council (via CAO) From: Carrie White, Communications Date: Tuesday, October 11, 2016 File: 1390-02-01 News Releases RE: NR-20161011 – NBCF Sewer upgrades update
As part of Council’s direction to increase Town Communications, Staff has been attempting to release a weekly article to the local newspapers, the Town website and Town Facebook pages.
October 11, 2016 Update on Community Sewer System Improvements project
In late 2015, the Federal and Provincial governments granted nearly $1 million in funding from the New Building Canada Plan’s Small Communities Fund to the Town of Golden’s Community Sewer System Improvements project.
The funding is being used to complete Sewage Treatment Plant upgrades that will help to reduce energy consumption, increase system capacity, enhance treatment capabilities and reduce odour/greenhouse gas generation.
“As part of the asset management process, council and staff sought grant opportunities to make necessary improvements to our wastewater treatment facility,” says Town of Golden Mayor Ron Oszust. “We are grateful that the Federal and Provincial Governments chose Golden as a funding recipient for the Small Communities Fund.”
While not highly visible to the public, Mayor Oszust notes that the sewage treatment plant represents critical infrastructure utilized by every resident and business.
“These improvements will provide great value to the community, and reduce our impact on the environment.”
“British Columbia’s communities need efficient, modern infrastructure to prosper and grow,” said Peter Fassbender, Minister of Community, Sport and Cultural Development. “The Province will continue working with federal and local governments to provide support for core infrastructure, like this project in Golden, to ensure communities throughout the province can enjoy a cleaner and healthier environment.”
Currently, work is ongoing to make improvements to the Sewage Treatment Plant lagoon which includes the installation of liners and new aeration systems for two of the four ponds.
The liners will help reduce the risk of wastewater seeping into the ground or river – particularly when water levels are down as that is when there is the greatest risk of seepage.
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The aeration system is a network of piping that circulates oxygen through the ponds. Replacing the system will improve the treatment process and reduce odour generation.
The pond lagoons are supplied by air blowers which will also be replaced next year, along with the centrifuge system which separates liquids from solids - the final step in waste management.
In addition to the work being done at the sewage treatment facility, the project also includes some off-site enhancements.
The A&T lift station, located by Fountain Tire, is subject to flooding in the spring. By making some improvements here, operations staff can reduce the amount of pumping required and lessen electrical consumption – good news for the environment! This facility is also undergoing much needed electrical infrastructure improvements.
At the 12th St. lift station, a “charcoal scrubber” will be installed– an air filtration system so that when air is vented at this site, the odours will be greatly reduced. New flow metres are also being installed so that staff can accurately measure 100-per-cent of influent going into the treatment plant. This, in turn will enable the Town to better measure the effects of seasonal groundwater infiltration into the collection system.
The Town anticipates that the upgrades to the lagoons will be substantially complete before winter 2017, and that all other onsite and offsite upgrades will be substantially complete by 2018. The multi-year project has to be done in phases in order to ensure that the operation schedule of the plant is maintained.
The total estimated cost of the project is $1.38 million and the funding is based on a 2/3 to 1/3 model that will see 2/3 coming from the Federal and Provincial governments and 1/3 coming from the Town of Golden.
Published on ToG Web Link Golden Star Oct. 11 http://www.golden.ca/Town- Oct. 12 Hall/Public-Notices/Update- on-Community-Sewer- System-Improvements- proj.aspx
Carrie White Communications
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Memorandum To: Council (via CAO) From: Carrie White, Communications Date: Monday, October 3, 2016 File: 1390-02-01 News Releases RE: NR-20161003 – RJTW course in Golden
As part of Council’s direction to increase Town Communications, Staff has been attempting to release a weekly article to the local newspapers, the Town website and Town Facebook pages.
October 3, 2016 Run, Jump, Throw Wheel course helps to develop physical literacy
Are you a community leader or recreation leader interested in helping kids develop their fundamental movement skills?
On October 15th and 16th, BC Athletics - supported by viaSport, Town of Golden Recreation Services and Pacific Sport Columbia Basin (PSCB) – brings the Run, Jump, Throw, Wheel (RJTW) program to Golden. The two-day National Coaching Certification Program (NCCP) course is a great opportunity for any community coach, recreation leader or teachers of 6 to10- year-old children.
“When PSCB visited Golden in May, coaches told us they need local professional development opportunities,” says Jodi Hawley, Sports Excellence Coordinator with PSCB. “We are really pleased that we can offer coach training for the Run, Jump, Throw, Wheel program, which is new to Golden. We hope that this initiative with BC Athletics will create new opportunities for Golden’s youth to get active and develop their physical literacy.”
Community and recreation leaders are in an ideal position to incorporate and teach the fundamental movement skills to children through games, activities, or during unstructured play. The skills of throwing, catching, jumping, striking, running, kicking, agility, balance and coordination, form the basis for future sport skill development and for the life-long enjoyment of physical activity.
Through the RJTW course, participants will learn how to analyze and identify the various stages of development for running, jumping and throwing; apply teaching techniques to improve each skill; and create safe games where children can practise their skills.
“The Recreation Department is excited to partner with these great organizations to bring Golden the Run, Jump, Throw, Wheel program,” says Jordan Petrovics, Manager of Recreation Services. “A part of our ongoing goals is to facilitate programs that have direct benefits to existing groups and the general public. This course is a perfect fit to teach coaches and recreation leaders a couple tricks that will help them share their knowledge with the kids in our community.” 1 | P a g e
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RJTW is a national program developed by Athletics Canada, which is delivered provincially by BC Athletics. The course is being offered at the Mount 7 Rec Plex from 8 a.m. to 6 p.m. on Saturday, October 15 and from 8 a.m. to 5:30 p.m. on Sunday, October 16th. Register by visiting https://www.trackie.com/online-registration/event/run-jump-throw-wheel-nccp-instuctor- course/6245/#.V9cnwPkrJD8. This course is subsidized thanks to the support of BC Athletics, viaSport and PacificSport Columbia Basin as part of Coaches Week in BC. It is being offered in Golden for just $40.00 + GST/person (note: the regular cost for this course is $95.00 + GST /person).
For more information contact Jodi Hawley at 250.432.9732 or [email protected]
Published on ToG Web Link Golden Star Golden this Week Oct. 3, 2016 http://www.golden.ca/What- Oct. 5 Oct. 6 s-New/Run,-Jump,-Throw- Wheel-comes-to- Golden!.aspx
Carrie White Communications
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TOWN OF GOLDEN
Minutes of the Open Standing Committee on Finance Meeting held October 11, 2016 at 10:00 a.m. in the Council Chambers, Town Hall, 810 9th Avenue S., Golden, BC
Present: Mayor Oszust Councillor Adams Councillor Barlow Councillor Fairley Councillor Hambruch Councillor Leigan Councillor Moss
In Attendance: Mr. Wilsgard, Chief Administrative Officer Ms. Thoss, Manager of Legislative Services Ms. Vass, Chief Financial Officer Mr. Cochran, Manager of Operations Mr. Petrovics, Manager of Recreation Services Ms. Brown, Finance Services Lead
1. CALL TO ORDER
Chair, Mayor Oszust called the Standing Committee on Finance meeting to order at 10:04 a.m.
2. LATE ITEMS
There were no late items to consider.
3. ADOPTION OF MEETING AGENDA
3.A. Adoption of Meeting Agenda
Moved by Councillor Adams, Seconded by Councillor Barlow THAT the Open Standing Committee on Finance agenda for October 11, 2016 BE ADOPTED. Carried Unanimously
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Minutes of the Open Standing Committee on Finance Meeting held October 11, 2016
4. ADOPTION OF MINUTES
4.A. Minutes of the Open Standing Committee on Finance meeting held October 4, 2016 for adoption
Moved by Councillor Adams, Seconded by Councillor Barlow THAT the Minutes of the Open Standing Committee on Finance meeting held October 4, 2016 BE ADOPTED. Carried Unanimously
5. BUSINESS ARISING FROM THE MINUTES
There were no Business Arising from the Minutes items at the October 11, 2016 Open Standing Committee on Finance meeting.
6. REPORTS
6.A. CHIEF FINANCIAL OFFICER
6.A.a) CSRD Shared Services Budget: a) Golden & District Recreation Centre (Arena) b) Airport c) Cemetery d) Shared Emergency Services
The Chief Financial Officer presented the proposed budgets for the arena, airport, cemetery and emergency services.
Mayor Oszust left the meeting at 10:30 a.m. and Councillor Fairley assumed the Chair.
Jon Wilsgard, Chief Administrative Officer left the meeting at 10:30 a.m.
6.A.b) Budget Document
The Chief Financial Officer reviewed the proposed budgets for the arena, airport, cemetery and emergency services with the committee.
Moved by Councillor Adams, Seconded by Councillor Barlow THAT the Standing Committee on Finance DIRECT staff to FORWARD the Town of Golden and the Columbia Shuswap Regional District Shared Services Budgets to the Columbia Shuswap Regional District as presented. Carried Unanimously
7. NEW BUSINESS
There were no new business items brought forward.
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Minutes of the Open Standing Committee on Finance Meeting held October 11, 2016
8. ADJOURNMENT
8.A. Adjournment
Moved by Councillor Moss, Seconded by Councillor Leigan THAT there being no further business of the Open Standing Committee on Finance meeting, it BE ADJOURNED. Carried Unanimously
THE OPEN STANDING COMMITTEE ON FINANCE MEETING ADJOURNED AT 11:05 A.M.
______CHAIR
______CERTIFIED CORRECT
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Staff Report C O R P O R A T E A D M I N I S T R A T I O N
To: Council File: 3900-20-1257 From: Jon Wilsgard, CAO/CO Date: October 4th, 2016 Subject: Purchase of New Collection Carts
RECOMMENDATION THAT per the Staff Report Purchase of New Collection Carts received October 16th from the CAO, Council APPROVE as presented, the purchase of new recycling carts, bear-resistant waste carts, and associated costs for approximately $70,791;
AND THAT this purchase BE FUNDED in part, from the Container Replacement Reserve.
BACKGROUND In 2012 Council passed Bylaw 1257 Waste Management and Collection Services, establishing a new framework for curbside collection of waste and recycling for residents of Golden. The program has been greatly successful; standardizing collection carts, providing broad scale recycling services, and setting a number of regulations in place to mitigate domestic and wildlife issues.
At the outset of the bylaw, the Town purchased over 3,000 64 gallon collection carts, half being blue (recycling) and half being green (waste). The carts were purchased by our service provider VP Waste Solutions Ltd. which then charged a monthly fee to amortize the costs to the municipality over several years.
Given the magnitude of this purchase, (over $225,000) the Town was only able to afford a cart model that effectively solved domestic animal issues but did not provide resistance to bears.
Communities in North American having measured success in mitigating wildlife (bear) issues associated with human garbage all have animal resistant containers implemented for residents, as a component of an overall strategy. These containers are either in the form of neighbourhood-wide large scale stationary bins (used in Banff and Canmore) or as certified resistant curbside collection carts (used in Port Coquitlam, Squamish, Naramata and others).
Since the inception of Bylaw 1257, council has annually contributed to a Container Replacement Reserve designed to fund eventual replacements of carts through normal wear and tear. This reserve now has an approximate balance of $100,000.
At this time, the municipality’s reserve of recycling carts is exhausted and the number of waste carts is dwindling.
DISCUSSION With adequate reserve funds now in place to make a meaningful purchase combined with a growing number of consistent bear-garbage issues in the community, staff are positioning that the time is right to make a first bulk purchase of certified animal resistant waste collection carts for the municipality for trial.
Such a purchase would include 100 recycling carts and 400 waste carts. While a full change out of waste carts will eventually require approximately 1500 units, staff feel a steady and
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progressive path toward this target is warranted in order to allow time to trial the carts for compatibility and quality, educate residents on their proper use, store and re-purpose the original carts, and draw only upon the Container Replacement Reserve for purchases. Given current reserve contribution levels, another 550 carts could be ostensibly purchased in 2018, with a final purchase to achieve community-wide change out possible by 2020. This timeline could be modified pending the success of the new carts and state of the reserve.
Considerable market research to determine an optimal cart supplier and design has been undertaken by our collection provider, including consultation with providers in other jurisdictions. Our local Wildsafe BC contact has also been consulted.
Upon purchase order, carts typically take 6-8 weeks to arrive; an early spring cart dispersal is anticipated. During the coming months, staff will contemplate a strategy for this roll-out in terms of priority and communications.
Related and prior to year-end, staff will be proposing repeal and replacement of Bylaw 1257 to update utility fees and incorporate conditions associated with the new carts.
IMPLICATIONS Strategic (Guiding Documents Relevancy -Strategic Plan, OCP) OCP – S.5 Environment, Policy 13: Strive towards Bear Smart Designation/Status through Town support of the Bear Aware program, and increase efforts to implement Bear Aware recommendations and reduce bear/human conflict.
Financial (Corporate Budget Impact) The total approved 2016 operating budget for the Solid Waste and Recycling Services is $239,705. The approved amount includes the estimated curbside contract cost of approximately $203,000 and a cart purchase amount of $36,705, which exists because as of July of this year, the original complement of carts were paid off, giving us a ‘surplus’ of this amount for the remainder of the year. With the total of the new cart purchase at $70,791 (the VP Waste Solutions invoice attached less GST which we get returned to us) less the ‘surplus’ of $36,705 leaves $34,086.
A budget increase of $34,086 is therefore needed cover the difference. The increase will be funded from Container Replacement Reserve for the same amount of $34,086.
Reserve Balance: Opening: $104,232 Addition: 2016 Contribution 30,902 Less: Operating fund 26,082 2016 Bin Purchase 34,086 Estimated Closing $ 74,966
Administrative (Policy/Procedure Relevancy, Workload Impact and Consequences) Complements spirit and intent of Town of Golden Bylaw 1257 Waste Management and Collection Services. Workload impact has been partially accounted for in the 2016 work plan and will be planned for in 2017.
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OPTIONS 1. Approve the proposed purchase as presented and apply to the stated reserve. 2. Modify the purchase scope and source as Council deems appropriate. 3. Do not approve the proposed purchase; maintain collection services as is.
Respectfully Submitted,
Jon Wilsgard Chief Administrative Officer/ Corporate Officer
Attachments- • Invoice/Estimate for Proposed Purchase • Cart Specifications • Town of Golden Bylaw 1257, 2012 Waste Management and Collection Services
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VP Waste Solutions Ltd. Estimate Box 137 Golden, BC Date Estimate #
V0A1H0 9/30/2016 5
Name / Address
Town of Golden P.O. Box 350 Golden, BC V0A1H0
Project
Description Qty Rate Total
64 gallon Blue (European-style) Carts by Schaefer 100 75.00 7,500.00 Bearproof 64 gallon Green (European-style) Carts by Schaefer 400 138.50 55,400.00 Nameplate Creation Fee 2 450.00 900.00 Cost of Freight 1 2,250.00 2,250.00 Hourly Administration Fee for Services Provided Sourcing 5.5 50.00 275.00 Bearproof Carts on the Town of Golden's behalf GST on sales 5.00% 3,316.25 PST (BC) on sales 7.00% 4,466.00
Total $74,107.25
GST/HST No. 831587720
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TOWN OF GOLDEN
BYLAW NUMBER 1257, 2011 WASTE MANAGEMENT AND COLLECTION SERVICES Being a bylaw to regulate the storage, collection, and disposal of domestic and commercial waste, and establish a service and fee for waste collection to residents.
The Council of the Town of Golden, in open meeting assembled, HEREBY ENACTS AS FOLLOWS:
1. CITATION
(a) This Bylaw may be cited for all purposes as "Waste Management and Collection Services Bylaw No. 125Z 2011".
2. DEF1NITIONS
(a) "Animal" means any animal that is normally domesticated including but not limited to dogs and cats and birds and any mammals not normally domesticated including but not limited to bears, cougars, coyotes, wolves, foxes, raccoons and skunks.
(b) "Animal Resistant Container" means a fully enclosed receptacle with a sturdy, tight- fitting lid. Hinges and latches for lids and bag removal must be must be sufficiently strong and constructed in a manner that they cannot be pried open by jaws or claws. Container material must be sufficiently strong to prevent wildlife chewing, battering or crushing the container. The bin must be sufficiently stable or capable of being anchored to prevent tipping by large animals.
(c) "Attractant" means any substance which could reasonably be expected to attract Animals or does attract Animals induding but not limited to domestic garbage, kitchen waste, food products, pet food, bird feed, compost, diapers, grease, game meat, fruit, honey, salt, oil, antifreeze, and other petroleum products and chemicals.
(d) "Business Premises" means and shall include all commercial, industrial and motel occupied premises.
(e) "Charge" means the amount payable to the Town of Golden by a Person who contravenes a provision of this bylaw.
(f) "Commercial" means any individual premise such as a warehouse, factory, service station or garage; commercial premises such as retail stores, retail trade and services, wholesale trade, and industrial services; tourist related accommodations and resorts, office buildings, bake shops, restaurants; institutional premises such as hospitals and schools.
(g) "Commercial Container" means a waste receptade owned, leased, or rented by institutions, businesses, strata developments, apartment buildings, mobile home parks, and for special events, constructed of non-corrosive durable metal, equipped with latching doors, and able to be mechanically emptied only. For the purposes of this bylaw, a Commercial Container must also be an Animal Resistant Container.
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(h) "Condemned Container" means any Container as defined in this bylaw that has been physically compromised to the extent that in the judgment of the Waste Collector, it does not meet standards for Container definition, safety, security, efficiency, or in any other way the spirit and intent of this bylaw.
(i) "Construction Container" means a waste receptacle typically utilized by the construction industry made of non-corrosive durable metal, able to be mechanically emptied, and not Animal Resistant.
(j) "Container" means a waste receptacle owned by the Town of Golden and utilized by a Resident as required for waste collection and curbside recycling services.
(k) "Council" means the duly elected Council of the Town of Golden.
(1) "Domestic Waste" means domestic garbage, wrappers, non recyclable packaging, kitchen waste, food products, pet food, bird feed, compost, noxious weeds, diapers, grease, game meat, fruit; combustibles such as leather, wood scraps, and non- recyclable paper; non-combustibles, such as crockery, unmarketable glass, dirt, ashes from fireplaces and solid fuel burning appliances; un-usable construction and demolition refuse, non-metal pipe and unrecyclable plastics; non locally recyclable empty household product containers, and accumulations of animal, fruit or vegetable matter that attends the use and preparation of meat, fish, fowl, fruits or vegetables.
(m) "Enclosure" means a fully enclosed structure in good repair consisting of walls, roof and door(s) of sufficient design and strength so as to be capable of being securely latched to prevent access by animals.
(n) "Enforcement Officer" means any designated Peace Officer including a conservation officer, bylaw enforcement officer, recycling and waste reduction officer, Animal or Wildlife awareness consultant, or other compliance and enforcement officer as designated by the Town of Golden.
(o) "Fee" means the payable amount by each Resident for Residential Domestic Waste Collection and Curbside Recycling Services, including the cost for associated permits.
(p) "Ignitable Waste" means substances liable to spontaneous combustion or substances that on contact with water emit flammable gases having the properties of flammable gas, flammable liquid, or flammable solids and as defined in the Hazardous Waste Regulation.
(q) "Landfill" means the Refuse Disposal Facility described as Legal Subdivision 12, of Section 18, Township 27, Range 21, W5M or other sites owned and operated by the Columbia Shuswap Regional District in Area `A' of the said Regional District.
(r) "Multiple Residential Dwelling" means a building or buildings containing at least five Residential Dwelling's on a parcel, which may or may not have direct access to each unit and includes row housing, cluster housing, townhouses, apartments or condominium uses.
(s) "Owner" means the registered owner as defined in the Land Title Act and shall also be synonymous with a strata corporation or Multiple Residential Building owner.
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(t) "Paper Fibres" include but are not limited to newspaper and inserts; office paper, including white and coloured ledger paper, computer paper, photocopy paper, writing pads, business forms, phone message notes, file folders, reports, envelopes, non- thermal fax paper, no carbon required (NRC) paper, calculator tape, `post-it' type notes, business cards, paper index cards; boxboard, including paper egg cartons, laundry and cereal boxes; junk mail; gift wrapping and packaging paper; magazines; catalogues; calendars; postcards; shredded paper; paperback and hardcover books
(u) "Parcel" mans any lot, block or other area in which real property is held by a Resident or Owner or into which it is subdivided, including bare land strata lots.
(v) "Person" means person as defined in the Interpretation Act and for the purposes of this bylaw shall mean any owner, tenant, lessee, agent, occupier, employee or volunteer of a Commercial premise or Multiple Residential Building; responsible for a site used for construction, catering, filming or special events; and shall also be synonymous with Resident as defined in this bylaw.
(w) "Prohibited Waste" means materials and products requiring disposal not otherwise defined in this bylaw that may or may not constitute a hazard under legislative definition. It also includes material from excavations, material from lot clearing or building construction, repairs, alterations, or maintenance, debris from any building or part thereof removed or damaged or destroyed by fire or any other cause, material from any manufacturing processes, condemned or contaminated matter from any premises and any similar material other than human or animal excrement. It also includes but is not limited to:
(i) Hazardous Waste (ii) Ignitable Waste (iii) Biomedical Waste (iv) Radioactive Waste (v) Reactive Waste (vi) Yard Waste (vii) Liquids and sludge (viii) PCB's and pesticide products (ix) Discarded fumiture or other household equipment (x) Paint (xi) Discarded or abandoned vehicles or farm equipment or parts thereof (xii) Scrap metal (xiii) Tires (xiv) Used, oil filters, waste oil or petroleum products (xv) Lead acid batteries (xvi) Propane tanks (xvii) Hot or unwrapped ashes (xviii)Animal carcasses (xix) Stones, sand, and rocks (xx) Concrete and asphalt (xxi) Waste that is on fire or smouldering (xxii) Unwrapped Sharps (xxiii)Electronics and electrical products, including batteries (xxiv)Animal excrement not contained in a separately sealed container (xxv) Waxed paper; carbon paper; and other paper which is impregnated with blood,
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grease, oil, chemicals, food residue or have a polyethylene, polystyrene, foil or other non-paper liner or attachment or are contaminated with a material which will render the paper fibres unrecyclable.
(x) "Radioactive Waste" means waste containing a prescribed substance as defined in the Atomic Energy Control Act (Canada) in sufficient quantity or concentration to require a license for possession or use under that Act and regulations made under that Act.
(y) "Reactive Waste" means a gaseous, liquid or solid material, substance or object: (i) which is explosive, oxidizing or so unstable that it readily undergoes violent change in the presence of air or water; (ii) generates toxic gases, vapours or fumes by itself or when mixed with water; or (iii) is polymerized in whole or in part by chemical action and causes damage by generating heat or increasing in volume,
and as defined in the Hazardous Waste Regulation.
(z) "Recyclable Waste" means any material or product for which the Waste Collection Service is provided for Residents including: (i) Aluminum and tin cans (ii) Corrugated cardboard (iii) Paper Fibres (iv) Rigid plastic and stretchy plastic film from Grades #1 to #7
(aa) "Resident" means and shall include the Owner, Tenant, Lessee, Agent, Occupier or any other person who enjoys the sole right of entry to and control of any Residential Dwelling to which this bylaw applies. If approved by the Town to receive the Residential Waste Collection Service, an Owner shall become a Resident.
(bb) "Residential Dwelling" means a building containing up to a maximum of four dwelling units, each of which has direct access and is occupied or intended to be occupied as the permanent home of at least one family, with the number of kitchens in the building determining the number of dwellings in the building.
(cc) "Waste Collection Service" means the service provided by the Town of Golden described in this bylaw including but not limited to the collection and disposition of Domestic Waste and Recyclable Waste produced and placed by Residents in Containers for scheduled removal from their frontage.
(dd) "Waste" means the collective equivalent of all Waste's as defined in this bylaw.
(ee) "Waste Collection Day" means that recurring day of the week prescribed for a given residential location when the Waste Collector is typically scheduled to empty the Containers of Residents.
(ff) "Waste Collector" means the person appointed by the Council and any person delegated to assist them in carrying out their duties under this bylaw.
(gg) "Wildlife" means a bear, cougar, coyote, wolf, skunk, raccoon, raven or crow.
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(hh) "Yard Waste" means organic debris produced by the properties of Residents, including but not limited to grass clippings, leaves, tree cones, tree branches, shrubs, bushes, and parts thereof, wood stumps, and soil.
3. GENERAL CONDITIONS
(a) No Person within the Town of Golden shall dispose of any Waste except in accordance with the provisions of this Bylaw or by direct authorization by the Town of Golden.
(b) Notwithstanding s. 3(a), any Person may dispose of Yard Waste on their Parcel in such a manner that enables organic composting provided that such disposal does not constitute an Attractant, nor contravene any other Bylaw of the Town of Golden.
(1)) No Person shall store, handle or dispose of Waste and Attractants in such a way that they are accessible to Animals.
(c) No Person shall feed or attempt to feed Wildlife or deposit Waste and Attractants in a place or manner that attracts Wildlife.
(d) Every Person shall ensure that fruit fallen from a tree or bush upon the real property in his charge is removed from the ground and if stored outdoors, only within either an Animal Resistant Container or within an Enclosure.
(e) Every Person shall ensure that any refrigerator, freezer or similar appliance, device or apparatus that contains food or Attractants, is located and equipped in such a manner that it is inaccessible to Animals.
(f) Every Person shall ensure that any bird feeder containing bird feed, suet or nectar is suspended on a cable or other device in such a manner that it is inaccessible to Wildlife and that the area below any bird feeding devices or activity is kept free of accumulations of seeds and similar Attractants.
(g) Every Person must ensure that barbecue equipment and tools that remain out of doors must be clean and free of residual food or grease.
(h) No Person shall fail to take remedial action to avoid Waste caused contact or conflict with Animals after being advised by an Enforcement Officer such action is necessary.
(i) No Person shall deposit or use Waste for lot filling or leveling purposes. (i) No person shall allow Waste of any kind whatsoever to leak, spill, blow or drop from any vehicle or Container onto any street or public boulevard within the Town.
(k) No Person shall place or cause to be placed any Waste upon any street or public land other than in accordance with the Waste Collection Service conditions or Commercial Waste Management provisions.
(1) No person shall dispose of Waste into a Container belonging to another person unless given the authority to do so by the owner or occupier of the premises
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(m) No Person shall open any Container, add anything thereto or in any way disturb or tamper with the contents thereof, nor shall any Person handle, interfere with, disturb or tamper with any Container placed for collection other than the Waste Collector or an Enforcement Officer.
(n) Nothing contained in this bylaw shall be construed as to prevent any Person from the Town from hauling their own Waste to the Landfill or centralized recycling facility.
4. WASTE COLLECTION SERVICE
DUTIES OF THE TOWN (a) The Town hereby establishes a Waste Collection Service with commensurate public regulations and billing procedures.
(b) The Waste Collection Service shall include but may not be limited to the systematic emptying of Containers upon a regularly scheduled Waste Collection Day placed by Residents upon their Parcel frontage, providing that the frequency of the Waste Collection Day is subject to change from time to time due to statutory holidays or other factors as determined by the Town.
(c) The Town shall supply every Parcel with one (1) green coloured Container for use by Residents for Domestic Waste and one (1) blue coloured Container for Recyclable Waste, both of which are and remain the property of the Town.
(d) Upon application approval, the Town may supply a Resident with a maximum of one (1) additional Domestic Waste Container and one (1) additional Recyclable Waste Container provided that an additional annual, non refundable fee shall apply.
(e) The Town shall replace a Condemned Container issued to a Resident subject to s.7(d)(e).
Despite any other provisions in this Bylaw, where the Town considers that a Parcel cannot be safely or efficiently provided Waste Collection Service and, upon notice to the Resident, the Parcel is not permitted or required to receive the Waste Collection Service either permanently or for a temporary period as authorized by the Town.
DUTIES OF THE RESIDENT (g) Every Resident within the Town is subject to and must use the Waste Collection Service and shall pay the annual fees applicable as set out in Schedule "A."
(h) Every Resident shall use only the Containers supplied by the Town for the Waste Collection Service and exercise all reasonable diligence to properly store and maintain all supplied Containers.
(i) Every Resident shall ensure any Container supplied by the Town permanently remains on the Parcel to which it was issued unless authorized by the Town.
(j) On their Waste Collection Day, each Resident requiring service shall: (i) Place a Container(s) for collection upon their frontage in a location that easily identifies the Container(s) as belonging to the Resident, is clearly visible to the Waste Collector, as close as possible to the travelled portion of an adjacent street,
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level with the surface of the lane, but not on a sidewalk or in such a location as to interfere with or impede with vehicular or pedestrian traffic.
(ii) Place a Container(s) for collection no earlier than 6:00 a.m. and no later than 8:00 a.m. on each Waste Collection Day.
(iii) Remove their Container from the property frontage to a site not visible from the frontage within 24 hours of it being emptied by the Waste Collector. (k) On their Waste Collection Day, each Resident requiring service shall not: (i) Place more than one (1) Container each for Domestic Waste and Recyclable Waste for Waste Collector pick-up unless otherwise authorized by the Town of Golden to do so.
(ii) Place Waste for Waste Collector pick-up unless inside a fully closed Container.
(iii) Place a Condemned Container.
(iv) Place a Container that is not fully closed.
(v) Place Recyclable Waste that is not clean and dry into a Container.
(vi) Place any other Waste other than Domestic Waste or Recyclable Waste into a Container to be collected.
(vii)Place Domestic Waste into a Recyclable Waste Container or vice versa.
5. COMMERCIAL WASTE AND MULTIPLE RESIDENTIAL CONDITIONS
(a) Any Person responsible for a Multiple Residential Dwelling must ensure a Commercial Container is located and accessible on-site.
(b) Notwithstanding s.5 (a) any Owner of a Parcel representing a Multiple Residential Dwelling may make application for consideration of inclusion in the Waste Collection Service by the Town and the Waste Collector.
(c) Without limiting any other provisions in this bylaw, any Person responsible for a site that is used for catering, special events or ffiming must ensure a Commercial Container is located and accessible on-site.
(d) Construction sites may utilize a Construction Container provided that no Domestic Waste shall be deposited within it.
(e) Any Person responsible for generating grease from commercial food production must ensure that the grease is contained within an Animal Resistant Container.
(f) Any person responsible for a Commercial Container must ensure it is securely closed at all times and no Waste shall otherwise be stored outside, adjacent to, or upon the exterior of the Business Premises.
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(f) Any Person responsible for a tourist accommodation building shall provide for Waste management in the form of either storage within the building, within a Commercial Container, or within an Enclosure.
(g) Business premises shall be required to make their own arrangements for the collection and disposal of their Waste and in so doing shall be governed by the provisions of this bylaw and the Health Act and Regulations.
(h) Any Enclosure damaged or otherwise physically compromised to the extent that it can no longer prohibit Animal entry must be repaired by the Person responsible within 10 business days of the damage occurring. 6. FEES AND CHARGES
(a) Annual fees applicable under this Bylaw for Residents shall form a component of the water and sewer utility billings for the applicable calendar year and are set out forthwith in Schedule `A'.
(b) A Person shall be deemed to have received notification of fees if said notification was mailed to the address maintained in the Town's utility invoicing system, and no Person shall be discharged or relieved from liability in respect of such fees or from penalties attached to non-payment hereby imposed by reason of non-receipt of any statement of account thereof.
(c) A Person shall be deemed to have received notification of charges if said notification was mailed or otherwise delivered via attached notice to the Container belonging to the address maintained in the Town's utility invoicing system, and no Person shall be discharged or relieved from liability in respect of such charges or from penalties attached to non-payment hereby imposed by reason of non-receipt of any statement of account thereof.
(d) A 10% penalty will be applied to the applicable fees and charges on the annual utility bill on accounts not paid before the third business day in June in each calendar year.
(e) Resident fees and charges on the annual utility bill remaining unpaid in the utility system after December 31" in each calendar year shall be deemed to be taxes in arrears in respect of the property and shall be forthwith entered on the real property tax roll as taxes in arrears.
(f) All accounts shall be rendered to the owner of lands and premises to which the Waste Collection Service is being provided on the basis that every tenant or occupier of said lands or premises shall be jointly liable with the owner for the same.
(g) Upon application for a Building Permit to construct or locate a Residential Dwelling the applicant shall prepay the pro-rated Waste Collection Service fee for the remaining portion of the year, calculated from the date of Occupancy Permit issuance. 7. ENFORCEISTENT AND IMPLEMENTATION PROVISIONS
(a) This Bylaw comes into force and effect upon the date of adoption, excepting that all Commercial Containers within the Town of Golden must meet the requirements of 8IPage
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being either an Animal Resistant Container or be surrounded by an Enclosure by June lst, 2012.
(b) Every Resident within the Town shall be entitled to have their Domestic Waste and Recyclable Waste collected and disposed of by the Waste Collector, except where a Resident commits an offence against this bylaw.
(c) A Resident possessing or placing a Condemned Container caused so by the Resident other than by normal wear and tear shall be supplied with a new Container and assessed a full replacement fee.
(d) A Resident possessing or placing a Condemned Container caused by normal wear and tear shall be supplied with a new Container at no additional fee.
(e) A Condemned Container placed by a Resident may be disposed of by the Waste Collector upon notice served.
(f) The suspension of Waste Collection Services to any Resident shall not relieve the Resident's responsibilities under this bylaw.
(g) Each day that a contravention or violation of or failure to perform any provision of this bylaw continues to exist will be deemed to be a separate offence.
(h) Any person who violates any provision of this bylaw or who suffers or permits any act or thing to be done in contravention of or in violation of any of the provisions of this bylaw, or who neglects to do, or refrains from doing anything required to be done by any of the provisions of this bylaw commits an offence and is liable on summary conviction to a fine of not less than $50.00 nor more than $2,000.00.
(i) This Bylaw is designated under the provisions of Section 264 of the Community Charter as a Bylaw that may be enforced by means of a ticket in the form prescribed, and in accordance with this Bylaw.
(j) Violation of provisions 4.(g) through 4.(k) may result in suspension of Waste Collection Services, notice served explaining the suspension, and charges rendered.
(k) Any person who violates any provision of this bylaw or who suffers or permits any act or thing to be done in contravention of or in violation of any of the provisions of this bylaw, or who neglects to do, or refrains from doing anything required to be done by any of the provisions of this bylaw commits an offence and is liable for all fees and charges as outlined in this Bylaw.
(1) Nothing herein contained shall prevent the Town from taking such other lawful action as is necessary to prevent or remedy any violation.
7. SEVERABILITY
(a) If any portion of this bylaw is found invalid by a decision of a court of competent jurisdiction, the invalid portion is severed without effect on the remaining portions of the bylaw.
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8. REPEAL
(a) Refuse Collection and Disposal Bylaw Number 1181, 2005 and all amendments thereto is hereby rescinded in its entirety.
READ A FIRST TIME THIS 8Th DAY OF SEPTEMBER , 2009.
READ A SECOND TIME THIS 10Th DAY OF MAY , 2011.
READ A THIRD TIME THIS 24Th DAY OF MAY , 2011.
ADOPTED THIS 7Th DAY OF JUNE, 2011, BY A UNANIMOUS DECISION OF ALL MEMBERS OF TOWN COUNCIL PRESENT AND ELIGIBLE T TE °V
YOR ZZ" A Afir ,"•••••0001111111F1 ORATE OFFICER
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TOWN OF GOLDEN
BYLAW NUMBER 1257, 2011 WASTE MANAGEMENT AND COLLECTION SERVICES SCHEDULE 'A' - FEES AND EXCLUSIONS
1. RESIDENT FEES 2012 - 2016
(a) Annual Collection Fee per Domestic Waste Container: $125.00 (b) Annual Collection Fee per Recyclable Waste Container: $52.00 (c) Total Annual Fee for Waste Collection Service per Resident: $177.00
(d) Additional Domestic Waste Container (by permit only) per year: $125.00 (e) Additional Recyclable Waste Container (by permit only) per year: $52.00
(g) Replacement Container: $75.00
(h) Annual Resident Fees shall be determined based upon: (i) The annual cost of contracting the Waste Collection Service; (ii) An administration charge of 5% of the Waste Collection Service contract; (iii) Estimation of CSRD Tipping Fees to be paid annually; (iv) Annual contribution to Container Replacement and Contingency Reserve, amortizing replacement of Containers over a 20 year term and in anticipation of possible fuel levy surcharges; (v) Amortization of pro-rated fees for July - December 2011 service; (vi) Amortization of Container purchases over a 5 year term; and, (vii)For 2012, Domestic Waste Container buyback amounts from approximately 226 Residents.
2. EXCLUSIONS
(a) A one month discount will apply to annual accounts for which payment is received on or before March for the calendar year 2012, after which such annual discount will be permanently eliminated.
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Staff Report C O R P O R A T E A D M I N I S T R A T I O N
To: Council File: 1850-20-Grant in Aid From: Jon Wilsgard, CAO/CO Date: October 18th, 2016 Subject: Potential Return to a Grant in Aid Program
RECOMMENDATION THAT per the October 18th, 2016 Staff Report Potential Return to a Grant in Aid Program received from the CAO, Council DETERMINE the scope and nature of a renewed Grant in Aid Policy for program re-implementation.
BACKGROUND Council implemented a Grant in Aid Program for several years – with a budget ranging from $50,000 to $20,000 annually. Implementing the policy required considerable staff time in assuring an equitable process of advertisement, application, and collation to meet basic program needs. Council was required to hold annual adjudication sessions for cyclical and emergent applications. Awards were tracked, required monitoring, and reporting.
Council rescinded the policy in 2014. It was replaced by a Sponsorship Policy and program managed by the mayor and CAO. In 2015 this program was subscribed to an amount of approximately $3,000 and $4,000 thus far in 2016. Its annual set budget is $7,000.
Council directed the CAO to redevelop a Grant in Aid Policy for 2016, ostensibly for 2017 implementation.
DISCUSSION Grant in Aid programs require a backing policy. Such a policy should make it clear to the public and applicants under what circumstances the Council will distribute taxpayer monies to groups and individuals making application to the town. Also, of note for Council is that its annual permissive tax exemptions are essentially grants in aid. For 2017 the value of exemptions will be just under $47,000.
There are many considerations in creating a grant in aid policy. Attached is a copy of Council’s most recent policy that was rescinded. Given that Council wishes a new policy developed, it is assumed there are shortfalls in the original which Council needs to identify.
Should Council elect to return to this program, staff have made some minor changes to Council’s past policy (shown in yellow).
IMPLICATIONS Strategic (Guiding Documents Relevancy -Strategic Plan, OCP) Nil
Financial (Corporate Budget Impact) Pending Council’s determination of policy scope and annual budget
Administrative (Policy/Procedure Relevancy, Workload Impact and Consequences) Policy administration not included in current work plan. Past work load impacts have been approximately 24 hours per annum.
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OPTIONS 1. Renew policy and program per the attached policy. 2. Renew the policy and program with changes Council deems appropriate. 3. Do not renew policy and program.
Respectfully Submitted,
Jon Wilsgard Chief Administrative Officer/ Corporate Officer
Attachment- Potential Grant in Aid Policy
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TOWN OF GOLDEN CORPORATE POLICY
GRANT-IN-AID PROGRAM
Effective Date: Authorized By: Replaces: Council – Regular Meeting Policy No. xxxx Resolution No. xx-xxxx
INTENT It is the purpose of the Grant in Aid Program to provide an annual cycle of relatively small scale allocations (<$2,500) of financial assistance to community groups seeking support for proposals which will support the liveability of Golden. It gives Council the opportunity to directly provide a limited amount of public funds toward valuable initiatives of community benefit and support the increasingly important volunteer and community based organizations of Golden.
The purpose of the policy is to provide governance and direction to the intent and process required to annually implement the program, and manage requests in an orderly fashion, thereby distributing funds available in the Five Year Financial Plan.
A. Program Background The Council of the Town of Golden recognizes that local community non-profit organizations are valuable resources in helping the municipality provide a strong community focus. These groups and organizations are integral to the achievement of the strategic imperatives within our Official Community Plan.
Requests for assistance should strive to achieve and will be adjudicated upon one or more of the following objectives: • An Informed, Engaged Community • A Beautiful, Safe, Proud Community • A Diverse, Sustainable Economic Base • Healthy, Progressive Infrastructure • An Active Sports and Cultural Community • Cost/Benefit Factor for the Town in not having to provide an equivalent service
Grant applications should reflect need in our community, impact a significant number of people, build effective community partnerships, improve organizational effectiveness and plan for continuation of the project beyond initial funding.
B. Eligibility Grant applications: • Must be from non-profit societies and groups, community associations, service clubs, and charitable organizations; • Must further the activities, programs, or development of the applicant organization;
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Grant-in-Aid Program Policy Page 2
• Must be locally oriented and address one or more of Council’s objectives for the program; • May take the form of a request for free or subsidized use of municipally owned or controlled facilities or cash; • Must demonstrate the applicant would suffer undue hardship without assistance; • Must acknowledge other potential local and regional funding sources, including any commitments made by those sources; and, • Not meeting one of more of the above criteria may be considered by Council in special circumstances.
C. Non Eligibility Entire proposals or portions thereof will be rejected that: • Cannot be completed within 10 months of grant approval; • Propose funding for salaries and benefits; • Apply to prior years’ operations or capital deficits; • Are received from applicants having received past funds that have not submitted a completion report; • Duplicate projects or events which are already provided within the community; • Provide assistance to a business or compete with a business; • Are received from entities already receiving funding from the Town of Golden; and, • Are received from entities having received other special funding from the Town of Golden in the past 12 months.
D. Process The Grant in Aid Program functions within an annual cycle, subject to change pending other competing priorities. The total allocation for each annual grant cycle will be determined by Council during its annual financial plan deliberations. A call for applications is posted in January of each year with the deadline for applications being on or about February 15th.
Applicants may be given the opportunity to present their submissions in person to Council at a special meeting to be held between February 15th and February 28th. Presentations are not mandatory but may assist Council in making determinations. The special meeting is discretionary and will be annually determined by Council.
Up to 85% of the annual allocation will be distributed to approved submissions meeting the February 15th deadline. Unapproved applications will not be held for future consideration and will not be eligible for re-application until the following year. Grant amounts will be released as soon as practical in the form of cash only.
The remaining 15% of the program allocation will be reserved for emergent applications and discretionary support by Council.
Assistance will be provided on an annual basis only, with no guarantee of future year funding.
All successful applicants will be expected to complete a post-project completion report for Council. This report may be brief but should describe how the project was implemented and how it benefitted the community. It should include an accounting of the funds expended, and how the Town of Golden was acknowledged. Any surplus funds must be returned with the report. Applicants may submit the report to Council at any time, however, further
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Grant-in-Aid Program Policy Page 3
assistance will not be provided to the organization or society until the report has been received and reviewed.
E. Application Instructions Applications must use a staff developed pro forma for submissions which will include specific criteria for application submissions and appropriate queries for applicants that will assist Council in its determinations. The pro forma may change in style and format as required.
Applications must include if applicable: • A list of the applicant organization’s Board of Directors • The applicant organization’s most recent financial statements • A brief history of your organization
______Mayor CAO
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Staff Report C O R P O R A T E A D M I N I S T R A T I O N
To: Council File: 0340-50 From: Jon Wilsgard, CAO/CO Date: October 16th, 2016 Subject: Council Remuneration Policy
RECOMMENDATION THAT per the Staff Report Council Remuneration Policy received October 16th, 2016 from the CAO, Council DETERMINE the calculation for its annual remuneration amount;
AND THAT Council then APPROVE proposed Corporate Policy Council Remuneration, Expenses and Benefits including the remuneration calculation as determined.
BACKGROUND Council remuneration is set by bylaw, traditionally over a three year period. This bylaw has always had an exactly prescribed amount for annual remunerations and a sunset clause to compel renewal. The current bylaw expires December 31st, 2016.
DISCUSSION Wage rates for corporate line staff are set by a Collective Agreement; salaries for exempt staff are established by corporate policy and individual employment contract; and for many years Council’s remuneration rate has been established by bylaw. Using a bylaw to establish Council remuneration is an unusual practice; most communities utilize corporate policy. That said, there is strength in its relative immutability to the public but its weakness lies in over-prescription of remuneration relative to the absent rationale for it.
Moreover, while a typical, simple, and suggested formula based upon benchmarking to other communities is logical, such a formula is prone to minor errors – the source information may be slightly inaccurate, updated inconsistently, or specific communities benchmarked may be absent in a data set. For these reasons, there is sufficient rationale to move council’s remuneration rates into a policy format, which allows for such minor discrepancies.
Staff are suggesting a practical and simple approach to establishing remuneration by comparing councils of municipalities in BC within 1,000 residents of population. While the scope and nature of the responsibilities and activity levels of each community’s Council cannot be directly analyzed, the role of the governing body in local governments is exceedingly consistent; direct benchmarking of remuneration can be reasonably rationalized.
Provided in this report is the dataset for the 20 communities meeting the criteria above. To assist Council in discussing and determining a remuneration rate, data has been sorted by population, mayor remuneration, and annual operating budget. Also included is a spreadsheet illustrating the remuneration outcomes for Council under several calculation scenarios.
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IMPLICATIONS Strategic (Guiding Documents Relevancy -Strategic Plan, OCP) Nil – pertains to the viability of the governing body to execute its duties by providing a rationale for adequate compensation.
Financial (Corporate Budget Impact) Below are two tables summarizing Council remuneration increases using the median (Table 1) and Mean (Table 2). Each table provides two options, one based on the median and mean and the second based on 10% above the median and mean. The total dollar and percentage budget impacts are provided for both scenarios. A 10 year average CPI of 1.2% was used for 2018 and 2019.
These options represent for illustrative purposes the respective lowest to highest financial impact to the municipality under the assumption Council elects to either adopt a mean/median position or increase no further than a 10% over the median or mean as shown in the attached tables. Increases over and above this amount can be calculated by staff upon request.
Table 1 (Based on Median) 2016 2017 2018 2019 10% Above 10% Above 10% Above Position Budget Median Median Median Median Median Median Mayor 20,802 21,514 23,665 21,772 23,949 22,033 24,236 Councillor 10,401 11,606 12,767 11,745 12,920 11,886 13,075 Total Council 83,208 91,150 100,267 92,244 101,470 93,351 102,688 Total Budget Impact $ Change 7,942 17,059 1,094 1,203 1,107 1,218 % Change 9.5% 20.5% 1.2% 1.2% 1.2% 1.2%
Table 2 (Based on Mean) 2016 2017 2018 2019 10% Above 10% Above 10% Above Position Budget Mean Mean Mean Mean Mean Mean Mayor 20,802 23,175 26,210 23,453 26,525 23,735 26,843 Councillor 10,401 11,548 15,005 11,687 15,185 11,827 15,367 Total Council 83,208 92,753 105,050 93,866 106,311 94,992 107,586 Total Budget Impact $ Change 9,545 21,842 1,113 1,261 1,126 1,276 % Change 11.5% 26.2% 1.2% 1.2% 1.2% 1.2%
Administrative (Policy/Procedure Relevancy, Workload Impact and Consequences) Pending option chosen by Council, a new policy will be developed. This represents a larger work plan item than originally anticipated, but staff have planned to establish rationale for council remuneration for the corporate interest.
OPTIONS 1. Determine a remuneration calculation and approve the commensurate policy as proposed. 2. Determine a remuneration calculation and modify the commensurate policy as Council deems appropriate. 3. Determine a remuneration calculation; direct staff to renew in a bylaw format. 4. Determine specific remuneration amounts; direct staff to renew in a bylaw format.
Respectfully Submitted,
Jon Wilsgard Chief Administrative Officer/ Corporate Officer Attachments- 2 | Page
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Remuneration Comparisons for Council BC Communities within +/- 1000 in Population to Golden Sorted by Population Municipality Annual Budget Population Mayor Councillor Osoyoos $8,700,000 4,845 $24,172 $16,146 Oliver $6,600,000 4,824 $26,502 $14,134 Vanderhoof $4,600,000 4,480 $37,200 $12,283 Fernie $11,800,000 4,448 $20,000 $12,000 Gibsons $7,600,000 4,437 $29,606 $13,730 Port Hardy $7,500,000 4,008 $37,261 $16,549 Grand Forks $11,500,000 3,985 $21,528 $16,146 Golden $8,900,000 3,701 $20,802 $10,401 Sparwood $9,800,000 3,667 $34,290 $14,731 Lantzville $3,200,000 3,601 $14,594 $9,194 Rossland $6,900,000 3,556 $11,797 $6,016 Mackenzie $8,400,000 3,507 $22,322 $9,461 Bowen Island $6,900,000 3,402 $22,424 $11,212 Cumberland $4,900,000 3,398 $16,229 $8,724 Houston $5,600,000 3,147 $15,783 $7,891 Lake Cowichan $4,000,000 2,974 $20,400 $12,240 Invermere $8,100,000 2,955 $21,500 $12,900 Enderby $4,500,000 2,932 $15,237 $7,680 Chetwynd $6,800,000 2,635 $31,542 $10,530 Elkford $7,000,000 2,523 $20,315 $8,995
MEDIAN $6,950,000 3,579 $21,514 $11,606 AVERAGE $7,165,000 3,651 $23,175 $11,548
Sourced using CIVICINFO and SOFI data. Dates of sources range from 2016-2011.
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Remuneration Comparisons for Council BC Communities within +/- 1000 in Population to Golden Sorted by Annual Operational Budget Municipality Annual Budget Population Mayor Councillor Fernie $11,800,000 4,448 $20,000 $12,000 Grand Forks $11,500,000 3,985 $21,528 $16,146 Sparwood $9,800,000 3,667 $34,290 $14,731 Golden $8,900,000 3,701 $20,802 $10,401 Osoyoos $8,700,000 4,845 $24,172 $16,146 Mackenzie $8,400,000 3,507 $22,322 $9,461 Invermere $8,100,000 2,955 $21,500 $12,900 Gibsons $7,600,000 4,437 $29,606 $13,730 Port Hardy $7,500,000 4,008 $37,261 $16,549 Elkford $7,000,000 2,523 $20,315 $8,995 Bowen Island $6,900,000 3,402 $22,424 $11,212 Rossland $6,900,000 3,556 $11,797 $6,016 Chetwynd $6,800,000 2,635 $31,542 $10,530 Oliver $6,600,000 4,824 $26,502 $14,134 Houston $5,600,000 3,147 $15,783 $7,891 Cumberland $4,900,000 3,398 $16,229 $8,724 Vanderhoof $4,600,000 4,480 $37,200 $12,283 Enderby $4,500,000 2,932 $15,237 $7,680 Lake Cowichan $4,000,000 2,974 $20,400 $12,240 Lantzville $3,200,000 3,601 $14,594 $9,194
MEDIAN $6,950,000 3,579 $21,514 $11,606 AVERAGE $7,165,000 3,651 $23,175 $11,548
Sourced using CIVICINFO and SOFI data. Dates of sources range from 2016-2011.
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Council Remuneration Policy Page 108 of 117 AGENDA ITEM #10.A.d)
Remuneration Comparisons for Council BC Communities within +/- 1000 in Population to Golden Sorted by Mayor Remuneration Municipality Annual Budget Population Mayor Councillor Port Hardy $7,500,000 4,008 $37,261 $16,549 Vanderhoof $4,600,000 4,480 $37,200 $12,283 Sparwood $9,800,000 3,667 $34,290 $14,731 Chetwynd $6,800,000 2,635 $31,542 $10,530 Gibsons $7,600,000 4,437 $29,606 $13,730 Oliver $6,600,000 4,824 $26,502 $14,134 Osoyoos $8,700,000 4,845 $24,172 $16,146 Bowen Island $6,900,000 3,402 $22,424 $11,212 Mackenzie $8,400,000 3,507 $22,322 $9,461 Grand Forks $11,500,000 3,985 $21,528 $16,146 Invermere $8,100,000 2,955 $21,500 $12,900 Golden $8,900,000 3,701 $20,802 $10,401 Lake Cowichan $4,000,000 2,974 $20,400 $12,240 Elkford $7,000,000 2,523 $20,315 $8,995 Fernie $11,800,000 4,448 $20,000 $12,000 Cumberland $4,900,000 3,398 $16,229 $8,724 Houston $5,600,000 3,147 $15,783 $7,891 Enderby $4,500,000 2,932 $15,237 $7,680 Lantzville $3,200,000 3,601 $14,594 $9,194 Rossland $6,900,000 3,556 $11,797 $6,016
MEDIAN $6,950,000 3,579 $21,514 $11,606 AVERAGE $7,165,000 3,651 $23,175 $11,548
Sourced using CIVICINFO and SOFI data. Dates of sources range from 2016-2011.
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Council Remuneration Policy Page 109 of 117 AGENDA ITEM #10.A.d)
Options for Council Remuneration Formula
Increase: 1.2% Increase: 1.2% 2017 2018 2019 % % Modifier Mayor Increase Councillor Increase Mayor Councillor Mayor Councillor Current $ 20,802 $ 10,401 $ 21,010 $ 10,505 $ 21,220 $ 10,610
Using Median $ 21,514 3.4% $ 11,606 11.6% $ 21,729 $ 11,722 $ 21,946 $ 11,839 2.5% above median $ 22,052 6.0% $ 11,896 14.4% $ 22,272 $ 12,015 $ 22,495 $ 12,135 5.0% above median $ 22,590 8.6% $ 12,186 17.2% $ 22,816 $ 12,308 $ 23,044 $ 12,431 10% above median $ 23,665 13.8% $ 12,767 22.7% $ 23,902 $ 12,894 $ 24,141 $ 13,023
Using Mean $ 23,827 14.5% $ 13,641 31.2% $ 24,065 $ 13,777 $ 24,306 $ 13,915 2.5% above mean $ 24,423 17.4% $ 13,982 34.4% $ 24,667 $ 14,122 $ 24,914 $ 14,263 5.0% above mean $ 25,018 20.3% $ 14,323 37.7% $ 25,269 $ 14,466 $ 25,521 $ 14,611 10% above mean $ 26,210 26.0% $ 15,005 44.3% $ 26,472 $ 15,155 $ 26,737 $ 15,307
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Council Remuneration Policy Page 110 of 117 AGENDA ITEM #10.A.d)
TOWN OF GOLDEN CORPORATE POLICY
Council Remuneration, Expenses and Benefits
Effective Date: January 1st, 2017 Authorized By: Resolution # Replaces: New
INTENT It is the intent of this policy to establish the calculative basis for Council remuneration and provide statements of other entitlements.
A. Definitions
“Council” means the mayor and councillors together as the governing body of the corporation of the Town of Golden.
“Core Remuneration” means the annual monetary remuneration paid bi-weekly to Council while in office.
B. Scope
1. This policy applies only to the Core Remuneration, expenses, and benefits accruing to Council. The wages and benefits of unionized employees are governed by the provisions of the current Collective Agreement, and exempt employees are governed by separate corporate policy and individual employment contracts.
C. Policy Statement
1. Recognizing its honourarium basis, Council believes in assuring adequate Core Remuneration for members as well as recovery of expenses incurred while executing the duties of office. To this end, Council seeks to establish rates for both that are competitive with those paid by other comparable local governments in British Columbia for roles of equivalent responsibility.
2. Council believes in assuring a limited level of benefits in the form of certain insurances and immunities for its members while in office.
D. Remuneration Formula
1. Council’s annual Core Remuneration shall be calculated based upon a compilation of a dataset consisting of all incorporated municipalities in British Columbia with resident populations within 1,000 of the Town of Golden, whereby:
1.1 Council’s Core Remuneration shall equal (+XX% of) the median/mean value of this dataset for both mayor and councillor positions;
1.2 An annual adjustment of +1.2% shall be applied to the Core Remuneration amount in partial deference to increases experienced by the Statistics Canada All Items Consumer Price Index (CPI) for the Province of British Columbia.
Council Remuneration Policy Page 111 of 117 AGENDA ITEM #10.A.d)
Council Remuneration, Expenses and Benefits Page 2
2. Every three years from the execution date of this policy, the Core Remuneration amount shall be re-calculated using an updated dataset.
3. For clarity, all re-calculations and adjustments as applicable shall be effective at the beginning of the first payroll period of each calendar year.
E. Incidental Expenses
One third of the Core Remuneration established under this policy shall be paid as an allowance for the expenses incidental to the discharge of the duties of Council members and exempted from taxation in accordance with the provisions of the Income Tax Act.
F. Travel Expenses
Each Council member is entitled to re-imbursement of actual and per diem costs while travelling away from the Town of Golden on Council business in accordance with the Town of Golden Corporate Business Travel Protocols and Expenses Policy as adopted and amended from time-to-time.
G. Benefits
1. The Corporate Officer shall administer and as required enter into agreements for benefits of Council as follows: 1.1 insurance coverage at public expense for accidental death, dismemberment and specific loss indemnity while acting on council business; 1.2 optional insurance coverage at the member’s expense for extended personal, couple or family health and/or dental care; 1.3 statutory immunities from prosecution as provided for by the statutes of British Columbia; and 1.4 insurance coverage at public expense for defamation as codified through the British Columbia Libel and Slander Act.
H. Cancellation
The Town is under no obligation to continue paying remuneration, expenses, or benefits described in this policy to any Council member who pursuant to the Community Charter has been deemed disqualified from office.
______Mayor CAO
Council Remuneration Policy Page 112 of 117 AGENDA ITEM #14.A.
2016-2018 COUNCIL STRATEGIC PRIORITIES Mid Term Statements of Municipal Objectives for the 2015-2018 Political Term Effective September 2016
Strategic Priorities are established by Council to provide for short term direction of the corporation, while keeping with a longer term vision to address critical issues of political, policy, and operational natures. Strategies are intended to be tactically interpreted by staff into projects and initiatives that have achievable results. They are therefore both goal and task oriented, being understandable, and measurable. While they are politically and policy driven, they are also logical, administrative goals for the corporation.
Council’s Strategic Priorities accompany other incremental and cyclical corporate activities. Ongoing public works and recreational services; higher level government reporting; development services; program management; communications; ongoing contracts and project implementation; permitting, licensing, collecting; and internal management also occupy the corporation. The Strategic Priorities represent key policy based tactics that fit into an overall directional shift or theme for the organization.
Strategic Priorities meet a requirement of the Community Charter, being statements of municipal objectives including measures used to determine progress upon them that must be included in the corporation’s annual report.
Council’s Priorities are divided into two categories; those grouped under NOW are targeted for significant completion or portions thereof within 12 months, and those grouped under NEXT within 24 months, or the end of the current political mandate.
CORPORATE STRATEGIC PRIORITIES AND GOALS NOW (0-12 months) Sustained Corporate Priorities • CONNECTIVITY INITIATIVES Continue improving and developing ‘all ages’ community connectivity for cyclists and pedestrians
• ZONING BYLAW AMENDMENTS Target specific areas for pragmatic zoning amendments
New Corporate Priorities • ASSET MANAGEMENT POLICY AND STRATEGY Complete a review and update of this corporate policy and create an asset management strategy
• BYLAW NOTICE SYSTEM IMPLEMENTATION Attain system implementation with targeted focus in regulatory regimes
• COMMUNITY BEAUTIFICATION Attain a higher level of capacity and increase public space maintenance and enhancement for aesthetics and functionality associated with a resort community
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Council Priorities Page 113 of 117 AGENDA ITEM #14.A.
NEXT (0-24 months) Sustained Corporate Priorities • ASSET MANAGEMENT PLANS Establish for each of the asset registers.
• FISCAL POLICIES Establish necessary fiscal policies associated with ensuring corporate financial health.
• CONNECTIVITY INITIATIVES Continue improving and developing ‘all ages’ community connectivity for cyclists, and pedestrians.
New Corporate Priorities • INFRASTRUCTURE MANAGEMENT IMPLEMENTATION: Accomplish meaningful progress on targeted (original 18) project(s) in current infrastructure strategy
• RECREATION PROGRAM STABILITY Establish long term use, occupancy strategies, and management regimes for key public facilities
• OCP RENEWAL PREPARATIONS Undertake targeted initiatives to inform a renewal process post 2018
• BUSINESS DISTRICT PARKING STRATEGY Establish a simpler, business friendly and pragmatic regulatory regime around parking requirements
• PUBLIC COMMUNICATION Attain and maintain increased information dissemination and pro-active community engagement
ADVOCACY/PARTNERSHIPS PRIORITIES AND GOALS This grouping of priorities represent areas of specific emphasis for Council alone, wherein significant political capital will be spent researching and advocating for the listed initiatives beyond what the corporation’s administrative body is able. That said there may be an administrative component to these priorities to complement the political activity.
Sustained Priorities • HIGH SPEED INTERNET Attain increased community capacity in internet connectivity
• FLOOD MITIGATION Attain greater Provincial support and metrics to implement mitigative initiatives to guard against seasonal freshets and ice flows.
New Priorities • SUSTAINABLE INFRASTRUCTURE FUNDING Attain a permanent, cyclical funding stream from higher level governments for infrastructure renewal
• STRONG FISCAL FUTURES Attain greater depth of revenue sources through recommendations of this UBCM position paper
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Council Priorities Page 114 of 117 AGENDA ITEM #14.A.
OPERATIONAL STRATEGIES AND TACTICS The following represent by department, the administration’s response to Council’s Strategic Priorities being the projects and tactics offered to meet them. They represent the measurable component by which the success of each priority’s goal will be assessed within the 12-24 month period.
Projects listed in CAPITALS are associated with a Strategic Priority; projects in ITALICS as associated with an Advocacy/Partnership initiative; and projects in lower case represent significant items for the corporation that may be associated with a past Strategic Priority or otherwise high administrative priority.
EXECUTIVE ADMINISTRATION (CAO) • CONNECTIVITY INITIATIVES Identify and implement tactical projects to reach results
• COMMUNITY BEAUTIFICATION Orchestrate RMI renewal process; increase corporate capacity for more emphasis on community aesthetics
• HIGHWAY 95 BRIDGE Lead administrative negotiations and municipal engagement in process
• FLOOD MITIGATION Submit flood/river associated infrastructure projects for grant opportunities; investigate long term solutions for higher municipal authority and privilege for flood control.
• Shared Services Review Facilitate select committee deliberations to attain reasonable results
• GAI Dissolution and New Visitor Service Centre Lead and implement the multi stakeholder process of the BCVC@G divestiture and the new VIS Centre
LEGISLATIVE SERVICES • Corporate Bylaw Review Establish and implement a Council review process of bylaws for amendment or repeal.
• Corporate Policy Review Establish and implement a Council process of policies for amendment or repeal.
• Records Management Review Establish a targeted plan for records management strategies and tactics based on third party review.
FINANCE • ASSET MANAGEMENT POLICY AND STRATEGY Update and provide a draft to Council for approval.
• ASSET MANAGEMENT PLANS Establish for each of the asset registers.
• FISCAL POLICIES Establish necessary fiscal policies associated corporate best practices.
• RECREATION PROGRAM STABILITY Implement a point of sale (POS) system for key recreation facilities managed by the municipality
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Council Priorities Page 115 of 117 AGENDA ITEM #14.A.
RECREATION SERVICES • RECREATION PROGRAM STABILITY o Investigate interior redevelopment of Rec Plex; secure occupancy, and external funding commitments o Investigate and establish rationale for longer term management of the Civic Centre o Implement a point of sale (POS) system for key recreation facilities managed by the municipality o Develop corporate policy associated with new and existing programs’ development and maintenance
• PUBLIC COMMUNICATION Attain and maintain increased information dissemination and pro-active community engagement
DEVELOPMENT SERVICES • BYLAW NOTICE SYSTEM IMPLEMENTATION Attain system implementation with targeted focus in Council approved regulatory regimes
• OCP RENEWAL PREPARATIONS o Develop new Community Architectural (Form and Character) Guidelines o Develop an administrative strategy and tactics to address Short Term Rentals
• ZONING BYLAW AMENDMENTS Targeted amendments to definitions and specific areas including 9th Street North
• BUSINESS DISTRICT PARKING STRATEGY Develop a simpler and pragmatic regulatory regime around parking requirements in the business district
• FLOOD MITIGATION Re-develop the Flood Plain Bylaw complete with new mapping.
• HIGHWAY 95 BRIDGE Provide administrative guidance to negotiations and municipal engagement in process
PROTECTIVE SERVICES • Administrative Review Establish a targeted plan to meet the recommendations of a third party review of the department.
• Establishment Bylaw Produce for Council service establishment bylaw validating current departmental purpose.
• Corporate Policy Development Produce corporate policy documents associated with the establishment bylaw.
OPERATIONS • INFRASTRUCTURE MANAGEMENT IMPLEMENTATION Implement a slip lining program to eliminate sewer component of current capital infrastructure replacement initiatives; prioritize and implement road base projects.
• CONNECTIVITY INITIATIVES Identify and implement tactical projects to reach results
• FLOOD MITIGATION Assist in garnering and implementing greater Provincial support for mitigative infrastructure development
• HIGHWAY 95 BRIDGE Provide administrative guidance to negotiations and municipal engagement in process
• Grant and Project Management of Infrastructure Priorities 4 | Page
Council Priorities Page 116 of 117 AGENDA ITEM #14.A.
Assure professional implementation of approved projects
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Council Priorities Page 117 of 117