Professional Documents
Culture Documents
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TABLE OF CONTENTS
2014 Executive Summary Report 2012-2015 Council Strategic Priorities Organizational Chart Organizational Staffing Plan Organizational Staff Training & Development Departmental Business Plans: Corporate Administration Services Financial Services Economic Development Office Development Services Protective Services RCMP Community Services Municipal Services Airport Services Water Utility Sewer Utility Tab 1 Tab 2 Tab 3 Tab 4 Tab 5 Tab 6 Tab 7 Tab 8 Tab 9 Tab 10 Tab 11 Page 3 -4 Page 5 Page 6 Page 7-9 Page 10
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Resource Dependent: the business plans are based on current capacity levels within each department. Where you see Resource Dependent this indicates that this task cannot be completed with the existing staffing levels. Base Budget: The base budget only reflects expense changes to maintain the same service level as provided in 2013.
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2014 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.25 2.00 3.50 1.25 1.00 1.00 1.00 1.00 1.00 1.00 31.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.25 2.00 2.50 1.25 1.00 1.00 1.00 1.00 1.00 1.00 30.00
1.00 0.25 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.50 2.00 3.00 1.25 1.00 1.00 1.00 1.00 1.00 1.00 1.25 0.25 31.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.50 2.00 3.25 1.25 1.00 1.00 1.00 1.00 1.00 1.00 1.25 0.25 31.50
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.50 2.00 3.25 1.25 1.00 1.00 1.00 1.00 1.00 1.00 1.25 0.25 31.50
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.50 2.00 3.25 1.25 1.00 1.00 1.00 1.00 1.00 1.00 1.25 0.25 31.50
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.50 2.00 3.75 1.25 1.00 1.00 1.00 1.00 1.00 1.00 1.25 0.25 32.00
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2014
Difference (0.25) (0.25) 0.25 1.00 1.00 1.00 8.00 5.00 14.00 -
1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 1.00 1.00 1.00 0.75 1.00 12.25 43.25 1.00 1.00 1.00 3.00 1.00 1.00 1.00 0.25 3.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 13.50 43.50 1.00 1.00 1.00 3.00 1.00 1.00 1.00 0.25 3.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00
1.00 1.00 1.00 1.00 1.00 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.75 44.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 0.25 3.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 12.50 44.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 0.50 0.25 3.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 11.50 43.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 0.50 0.25 3.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 12.50 44.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 0.25 4.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00
1.00 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 12.25 44.25 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 0.25 4.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 1.00 5.00 25.00
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2014
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.75 0.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.75 0.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.75 0.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.75 0.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.75 0.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.75 0.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.75 0.25
1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.75 27.25 100.75
1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.75 27.25 103.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.75 27.25 102.50
1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.75 27.25 106.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.75 27.25 105.00
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.75 27.25 106.50
1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.75 27.25 121.75
Difference 15.25
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City of Williams Lake 2014 Proposed Staff Training and Development Budget
Proposed 2011 General Fund: Corporate Admin Finance Fire Career Staff Fire Paid on Call Training Planning/Engineering Bylaw/Building Inspection Ec Dev Municipal Services Water Fund: Municipal Services Sewer Fund: Municipal Services Airport: TOTAL Budget $41,140 16,000 22,400 57,680 16,240 9,380 6,500 7,340 176,680 12,940 11,300 2,500 $203,420 2011 Actual $28,822 15,198 13,848 28,784 17,203 5,482 514 14,329 124,180 20,921 21,332 16,358 $182,791 2012 Budget $22,330 13,810 18,150 37,600 9,380 6,700 6,500 7,500 121,970 11,300 11,100 11,300 $155,670 2012 Actual $15,769 6,857 9,494 16,584 9,946 3,516 3,367 5,225 70,758 12,997 12,881 2,407 $99,043 2013 Budget $37,150 13,810 18,000 39,000 20,240 16,560 6,500 7,500 158,760 11,300 11,100 7,780 $188,940 2014 Budget Variance $24,250 ($12,900) 13,810 $0 29,680 $11,680 39,000 $0 27,200 $6,960 20,700 $4,140 6,500 $0 12,470 $4,970 173,610 14,850 9,830 9,770 6,040 $199,250 ($1,470) ($1,330) ($1,740) $10,310 21%
BREAKDOWN
General Fund Corporate Admin Finance Fire Career Staff Planning/Engineering Bylaw/Building Inspection Ec Dev Municipal Services Water Fund: Municipal Services Sewer Fund: Municipal Services Airport: Fire Paid on Call Training
Memberships Required Training 2,250 1,160 1,500 3,000 1,000 400 660 9,970 810 810 280 39,000 $50,590
Conferences Prof Development 12,500 9,500 7,000 5,650 13,530 14,650 21,800 2,400 2,400 17,300 4,600 1,500 4,000 7,810 65,830 58,810 5,640 5,640 4,000 3,380 3,320 1,760
Total 24,250 13,810 29,680 27,200 20,700 6,500 12,470 134,610 9,830 9,770 6,040 39,000 $199,250
$81,110
$67,270
Cindy Bouchard, Manager of Legislative Services Ashley Williston, Manager of Human Resources October 3, 2013
1.2
1.3
Key Customers
Our customers include Council, City Staff, Members of the Public, Media and other Government Agencies
2. ORGANIZATIONAL CHARTS
Chief Administrative Officer
Executive Assistant
Communications Coordinator
Corporate Administration Goals and Major Results Projects (Completed/Deferred/Ongoing) Records Management Ongoing Conversion of existing files to electronic system based on LGMA standards Council orientation In progress
Comments 20% complete estimated completion 2018; progress is resource dependent Will be completed in Q4 2013
Mechanical Q1 2014 Development Services Q2-Q3 2014 Municipal Services Q4 2014 Q4 2015 Complex & Finance 2016 Q1 2014 Q4 2014
Respectful Workplace
CORPORATE SERVICES and ADMINISTRATION GOALS AND MAJOR PROJECTS Records Management DESCRIPTION (COUNCIL PRIORITY) Continue to convert the existing file system to electronic ICompass and LGMA standards. This will involve the organization of all historic files in City Hall. Providing Council with education materials on parliamentary procedures. This will include workshop training. Conduct municipal election Create and implement a communications strategy Resources Required (staff, contract, equipment, etc.) Corporate Service staff Ongoing Start Complete (eg. Q1, 2012 Q3 2013) Resource Dependant Ongoing to 2018
Council Orientation
Roberts Rules of Order Book Outside facilitator Staff resources Staff resources
Q4 2014 Q1 2015
7. FINANCIAL INFORMATION
ANNUAL BUDGET - LEGISLATIVE SERVICES
2013 AMENDED EXPENDITURES: COUNCIL INDEMNITIES ADVERTISING MEMBERSHIPS TRAVEL-MAYOR TRAVEL-ZACHARIAS TRAVEL-BARR/BONNELL TRAVEL-RATHOR TRAVEL-MONTOYA/HUGHES TRAVEL-WALTERS TRAVEL-BOURDON INSURANCE-COUNCIL POLICY COUNCIL CONTINGENCY OFFICIAL GIFTS MEALS FOR MEETINGS COFFEE SUPPLIES ELECTED OFFICIALS TRAINING LEGISLATIVE TOTAL EXPENSES $ Change from previous year % Change *1 - FCM, UBCM, NCLGA 138,100 35,000 12,550 10,600 5,560 5,560 5,560 5,560 5,560 5,560 500 5,000 4,000 6,500 500 4,000 250,110 140,860 35,000 12,550 10,600 5,560 5,560 5,560 5,560 5,560 5,560 500 5,000 4,000 6,500 500 248,870 -1,240 -0.0050 143,680 35,000 12,550 10,600 5,560 5,560 5,560 5,560 5,560 5,560 500 5,000 4,000 6,500 500 4,000 255,690 146,550 35,000 12,550 10,600 5,560 5,560 5,560 5,560 5,560 5,560 500 5,000 4,000 6,500 500 254,560 149,480 35,000 12,550 10,600 5,560 5,560 5,560 5,560 5,560 5,560 500 5,000 4,000 6,500 500 257,490 152,470 35,000 12,550 10,600 5,560 5,560 5,560 5,560 5,560 5,560 500 5,000 4,000 6,500 500 4,000 264,480 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget
1.2
2. ORGANIZATIONAL CHART
Director of Financial Services Manager of Information Technology
Manager of Finance
Accounting Clerk
Receptionist/ Cashier
Financial Accountant
Purchasing Agent
Deferred
Complete
Strategic 5 year Capital projects completed in 2013 Resource Dependant Completed Implementation of tangible asset module within MAIS Whistle Blower Policy authorized by Council Updated Cash handling procedures within the Finance Department Purchased new server
Ongoing
Staff Time
Resource Dependant
Fully Utilize MAIS (Municipal Accounting Information System) IT Technology Maintenance and Upgrades
Integrate building permits, bylaw and cemetery into MAIS Technology is aging and there is a need for systematic replacement/ maintenance and ensure there is appropriate funding.
Q1-Q3 2014
Ongoing
7. FINANCIAL INFORMATION
2013 AMENDED EXPENDITURES: FINANCE SALARIES POSTAGE PRINTING/SUPPLIES PROFESSIONAL DEVELOPMENT INSURANCE-LIAB INSURANCE-DEDUCT PROPERTY APPRAISAL AUDIT FEES DOCUMENT DESTRUCT PURCHASING SALARIES MAINTENANCE-WAGES FREIGHT SUPPLIES
2014 Budget
2015 Budget
2016 Budget
2017 Budget
2018 Budget
606,550 18,000 30,000 13,810 83,000 20,000 0 40,000 500 811,860 91,530 200 100 100 91,930
616,700 18,000 30,000 13,810 78,670 20,000 10,000 30,000 500 817,680 93,790 200 100 100 94,190
622,870 18,000 30,000 13,810 78,670 20,000 0 30,000 500 813,850 94,730 200 100 100 95,130
629,100 18,000 30,000 13,810 78,670 20,000 0 30,000 500 820,080 95,680 200 100 100 96,080
635,390 18,000 30,000 13,810 78,670 20,000 0 30,000 500 826,370 96,640 200 100 100 97,040
641,740 18,000 30,000 13,810 78,670 20,000 0 30,000 500 832,720 97,610 200 100 100 98,010
INFORMATION TECHNOLOGY SALARIES TELEPHONE SUPPORT AGREEMENTS EQUIPMENT LEASES SOFTWARE MTCE CONTRACT SERVICES SUPPLIES
122,290 58,000 54,770 20,000 3,000 1,000 10,000 269,060 1,180,930 19,330 2% -10,000 23,660 10,000 -4,330 19,330
TOTAL FINANCE $ Change from previous year % Change Changes Primarily Due to: Audit Fees Personnel - Wage adj Appraisal Decease in Liability Insurance Total
8. 2014 SUPPLEMENTAL REQUIREMENTS (attached supplemental request) 9. 2014 CAPITAL REQUIREMENTS (attached project description forms)
The function of economic development is often understood to focus on and be gauged by the establishment of new industry and business. Economic growth or the creation of new business enterprise requires a successful mix of contributing factors such as available skilled workforce, an enabling regulatory environment, strong market demand, and supportive infrastructure. So while the measurement of economic development is often tied to new business starts or jobs created, the practice of economic development involves implementation of varied initiatives directed at enhancing the building blocks of enterprise creation. Further, economic development is largely driven by a choice of place where to invest capital, start new businesses, or the relocation of people. The function of economic development can also be broadly characterized as efforts that increase the likelihood of our city being chosen as a place that business invests, or where people want to live. The above is demonstrated by the diverse strategies in the Williams Lake Business Expansion Attraction Strategy. Many of the recommended activities if completed would not on their own result in a new business or job creation, but they are steps to improving factors whereby business and job creation is more likely. This overview offers an introduction to the economic development department mission statement. The mission of the economic development department is to enhance the productive capacity - land, labour, capital, knowledge and technology - of the City of Williams Lake. The department will do this by working with business and local, regional and senior government partners to develop and implement strategies that enhance business retention, sustain and increase, wherever possible, a diversified longterm employment base. The sense of community and quality of life that have drawn residents to our community will be important factors to maintain in undertaking this mission. 1.2 Department Services
While the department mission statement above is very wide in scope, the offices activity direction stems from an annual work plan and/or strategic plan each year. The Williams Lake Business Expansion and Attraction Strategy (BEAS) was completed in 2011 with implementation started in 2012. The document includes an assessment of the existing economy and recommends business sector targets that should be targeted as well as strategic initiatives that address challenges and threats to business expansion and attraction. The Williams Lake ICSP and OCP, and local stakeholder input were considered in the authoring of the BEAS. Annually planned activities of the department will be related to implementation of the BEAS over the next few years. In carrying out its work to meet the department mission and implement strategic plans, the following activities are standard services that are regularly undertaken: Makes presentations to appropriate groups and agencies on local Economic Development projects that are proposed or being implemented; Prepares and maintains community profile and data reports; Communicates with other economic development stakeholders in the community and region; Handles telephone, email and walk-in inquiries and acts as a consultant to the community for economic development and business information; Assists clients with business assistance and contacting appropriate government agencies; Assists potential investors and others not living in the region to access information about business, investment and relocation opportunities; Identifies and develops key economic development information, sources, and contacts; Carries out promotion and marketing for the city; Prepares proposals and applications to outside funding agencies/programs for city projects.
1.3 Key Customers Our customers include Mayor and Council, City Departments, members of the public, other government and non-government agencies, business and land developers.
2. ORGANIZATIONAL CHARTS
Chief Administrative Officer
Comparison of total FTEs over the past three years: Total full time equivalent positions in 2010 were two. This included the Manager and Economic Development Coordinator. The Economic Development Coordinator positions was eliminated in 2010. The department now has one full time equivalent position; and accesses some service support from the Communications Coordinator.
Williams Lakes central shopping area has been under significant strain. Programming and leadership has to emerge at many different levels to combat the causes of decline. Williams Lake need to utilize the experience of communities like Leavenworth, Washington , Chemainus, BC and St. Albert, Alberta that has shown that channelling a diversity of opinions and interests is only possible through strong leadership and vision about what is best for the community. The community has not been idle and has made efforts to address downtown issues. Beautification and enhancement efforts have been implemented since the 1970s, when the western theme frontage guidelines were introduced. The solution to attracting visitors and residents to the downtown core is better market awareness, competitive and innovative services, quality infrastructure and a sense of safety. An increasing number of downtowns and even shopping malls are trying to replicate the conditions of a century ago when downtowns throughout North America were at their liveliest, characterized by intensive mixeduse developments and density. The support of residents is integral to revitalization efforts. Business Climate Issues and Challenges Challenge is that the City is perceived to not be business friendly locally. At the local level, business climate is influenced by flexibility and timeliness of the development approval process, construction costs, operating costs, access to infrastructure, availability of capital and the quality of the local labour force. If these attributes allow investors to find fewer risks and higher returns in a community when compared to other places, then business and financial risk is reduced and presumably investment flows and job-creating activities enhanced. A subsequent recommendation report to Mayor and council from a BEAS Task Force suggested that the City undertake a program to educate existing and potential property developers on the processes and requirements to develop property in City. Such an exercise directed at the development and entrepreneurial sectors could assist in improving satisfaction levels of business clients and work to enhance the Citys reputation as a business friendly city.
Ongoing
Industry MOUs
Council Priority 7 and 8 Building from target sectors identified by the BEAS, complete detailed market assessment of business opportunities that can be marketed to secure local investments in new and existing enterprises. Council Priority 7. Undertake information sharing, and other initiatives established in a City/TRU MOU to enhance resource sector training. Council Priority 8. Survey owners of and business located on industrial lands to determine if their needs are being met for rail services from CN Rail. At the discretion of Council, lobby CN Rail to address any identified rail service deficiencies. Establish Memorandums of Understanding with companies in the mining and forestry sectors to facilitate mutual benefits and increase our understanding of the needs and opportunities associated the sectors. Council Priority 5. Implement use of placebranding program (2012 project) including securing community partners to communicate the new brand, website amendments, distribution of brochures, and sector specific advertising. Invest in web marketing initiatives to highlight the City of Williams Lake websites. Council Priority 8. Utilize best practices (including BEAS initiatives) in downtown and retail redevelopment to establish new businesses and reduce the high vacancy of the downtown and other retail properties in the city. Develop a way-finding plan for the downtown
Q1 Q4 2014
Department Staff
Q2 Q3, 2014
Department staff
Q2 Q4, 2014
Department staff
Q3 Q4, 2014
City Marketing
Q1 Q4, 2014
Q1 Q4, 2014
Work towards the development of an industrial land development strategy by conducting an inventory of Industrial and commercial lands. This will assist the economic development department in providing detailed information to potential developer and businesses. Including a Market assessment highest and best use analysis, Suitability analysis - to determine the direction of new development, Internal road network, options and costs for providing water and sanitary services, options and costs for providing stormwater management and implementation plan - including subdivision planning and zoning, marketing and disposition, and capital cost recovery (including the possibility of entering into a public-private partnership)
7. FINANCIAL INFORMATION
ANNUAL BUDGET - ECONOMIC DEVELOPMENT
2013 AMENDED EXPENDITURES: SALARIES TELEPHONE ADVERTISING MEMBERSHIP/SUBSCRIPTIONS PROFESSIONAL DEVELOPMENT TRAVEL SUPPLIES 175,130 1,100 1,500 400 1,500 5,000 1,000 185,630 2014 Budget 176,010 1,100 1,500 400 1,500 5,000 1,000 186,510 2015 Budget 176,010 1,100 1,500 400 1,500 5,000 1,000 186,510 2016 Budget 176,010 1,100 1,500 400 1,500 5,000 1,000 186,510 2017 Budget 176,010 1,100 1,500 400 1,500 5,000 1,000 186,510 2018 Budget 176,010 1,100 1,500 400 1,500 5,000 1,000 186,510
ENGINEERING The engineering department provides project management and inspection services for capital construction projects and developments to ensure City procedures and bylaw requirements are met. Project duties may include survey/design, contract administration, and serving as City liaison with professional consultants, contractors, and developers. The Engineering Department maintains and distributes city mapping, including civic addresses, cadastral and utility data, and is responsible for working in conjunction with other City divisions to provide bylaw, property, and underground information to the public and others. BUILDING INSPECTION This includes the monitoring, regulation and inspection for compliance of all building construction activity pursuant to, and as required by, the British Columbia Building, Plumbing and Fire Codes as well as the Zoning, Building and other related Bylaws throughout the City. Along with providing direct assistance to the public for permits for new construction and/or extensions or modifications to the built environment, the scope of work involves liaison with other departments, businesses and government agencies, providing statistical information and updates and clarification on new code changes and other governmental communications. BUSINESS LICENSING/ CEMETARY This includes the management of all license applications, inspections, building permit checks, and an active role in collections and compliance. The Planning Clerk works with the development services department staff to ensure a seamless process for all business license applications and referrals. In addition to Business Licensing the role of the planning clerk is to administer the Cemetery services for the City of Williams Lake, including interments, pre-need purchases, installation of memorial markers and benches, management of records, invoicing, coordination of works yard staff and the crematorium inspections. This department also administers of the revitalization tax exemptions for the City, as well as sidewalk and mobile vendor permits. BYLAW ENFORCEMENT/ANIMAL CONTROL The Bylaw Enforcement and Parking/Animal Control Department is responsible for the administration and enforcement of city bylaws related to Licensing, Parking, Zoning, Excessive Nuisance, Unsightly Premise, Noise and other regulatory bylaws. The department responds to public complaints and investigates and prepare files for prosecution. The approach of the department is an educational one, to encourage voluntary compliance rather than taking punitive measures. SOCIAL DEVELOPMENT PLANNING The work of the Social Development department is responsible for bringing a social lens to a variety of municipal and community issues. This involves working with community groups and other civic departments to address social issues facing the city. This includes: Providing support, advice and information to a wide range of community organizations. Contributing leadership and facilitation in bringing together key people around a specific problem or issue. Making recommendations to Council regarding civic policy as it relates to a range of social issues and areas of concern, including seniors, childcare, First Nations relations, poverty and similar topics.
The Social Development Manager liaises with a variety of organizations within the community including the Social Planning Council, Interior Health Authority, Provincial Ministries and Agencies, and more.
1.3
Key Customers
Public, Developers, Business Owners, Government Agencies, and Social Service Providers.
2. ORGANIZATIONAL CHARTS
Planner
Building Inspector
Engineering Technologist
Planning Technician
department is currently weak and needs to be strengthened to become more community and developer friendly. Cemetery Life Expectancy There is only a 20 year life expectancy of the existing cemetery, it is important that staff work with the Province to secure crown lands for future cemetery. It will be necessary to complete a community planning process to identify lands for future cemetery. Bylaw Enforcement Tools The Citys Bylaw Enforcement and Animal Control department requires tablets with web access for retrieval of information needed in the field. This technology is essential to provide pertinent information to an investigating officer in entering private property as to whether there are safety concerns.
Complete
Planning Department Goals and Major Projects Review Development Procedures Bylaw and Manual Develop a Corporate Community Emissions and Reduction Plan Residential Land Development Strategy Downtown Revitalization initiatives Review the Mobile Vendors Pilot Project DCC Bylaw ICSP Indicator Monitoring Continue the Cabinet Wrap Initiative Hazard Acceptability Threshold Guidelines Adopt Heritage Values and continue the Development of the Heritage Registry Confirmation of new gateway to River Valley BCR Lands Acquisition Explore servicing options for Woodland Drive Residents ENGINEERING Goals and Major Projects Citys Online GIS system Project Management Priorities Engineering Students Review the Subdivision and Development Services Bylaw Develop a Storm Water management Plan
Comments Resource/capacity limitations Resource/capacity limitations First stage initiated Faade program Banner Art project New murals Downtown Farmers Market Limited interest in this project Resource/capacity limitations Not approved in 2013 budget Not approved in 2013 budget Not approved in 2013 budget Adopted Heritage Values in February 2013 and Heritage Registry is in place Ongoing negotiations with BCR properties Ongoing negotiations with BCR properties Exploring alternatives to previous recommended options.
Results (Completed/Deferred/Ongoing) In progress Council Priority 1 & 9; Completion of South Lakeside Drive; CN Rail Underpass, the Storm Water Phase 5, Duncan Road and Toop Rd. Complete Deferred Deferred
BUILDING INSPECTION. Goals and Major Projects Recruitment of City staff Building Inspector Review the Building Bylaw and Procedures
Comments
CEMETARY AND BUSINESS LICENCE INSPECTION Goals and Major Results Projects (Completed/Deferred/Ongoing) Electronic Cemetery Ongoing Records Cemetery Planning Deferred
BYLAW ENFORCEMENT Goals and Major Projects Swearing in of Officers Field Equipment Review MTI Bylaw Adjudication Process Bylaw Enforcement Procedures Manual /Policy Bylaw Enforcement Officer Training
Comments Officers are designated by position. Completion 2014 Resource Dependant Will be included in adjudication process Completion Q1 2014 Completion Q1 2015 Completed Level 2 training; additional training complete by end of 2013
SOCIAL DEVELOPMENT Goals and Major Projects Draft Social Development Strategy Continue the Development of the Junior Council Cariboo Lodge Site Plan
Comments Completion in 2014 Six new Junior Council members appointed in Q4 2013 Cariboo Lodge Task Force will submit recommendations for next steps to Council in December 2013 Completed through partnership with Food Policy Council Housing Need and Demand study completed, ongoing work with community stakeholders regarding homeless/hard to house strategies. Workload/capacity Completed review of Secondary
Complete In progress
Deferred In progress
Suites policy in 2013 with revised policy for Council approval in December 2013. Ongoing work on implementation through Bylaw and Finance departments.
Council Priority 1; Service delivery review to ensure that the service delivery level is consistent and high quality, while determining if a staff increases is required or find some other solutions to assist in the priorities of the department. Council Priority 1; A Property Management File System has the potential to assist staff in all departments to conduct research and understand all the issues, charges and actions associated with a single piece of property within the City.
PLANNING Goals and Major Projects Review Development Procedures Bylaw and Manual Residential Land Development Strategy Description (Council Priority) Resources Required (Staff, contract, equipment, etc.) Staff time Public meetings/review Corporate Services review Planning staff time Or Consultants $30, 000 Supplemental Planning staff Public consultation BIA Start Complete (eg. Q1, 2012 Q3 2013) Q2 2014 - Q1 2015
Council Priority 8; meet BEAS and OCP to have a new Bylaw and Procedures in place.
Council Priority 1; To identify the lands, development constraints and begin to analysis costs of the development constraints. Inform future budget discussions with regards to municipal infrastructure improvements. Council Priority 8; Work with the BIA on prioritizing downtown enhancement actions such as public art, street
closures or sculptures, cabinet wrap program. DCC Bylaw Council Priority 9; The review of the DCC bylaw will assist the City in the collection of monies to offset some of the infrastructure and community asset expenditures incurred, to service the needs of residents. Develop a public monitoring resource for staff, council and the community with regards to the ICSP and OCP. Continue to engage residents in the implementation of the ICSP through the development of partnerships with community organizations. Council Priority 10; Will determine levels of landslide safety that could be adopted by the City. Supports Council Priority 4. If the City is able to confirm the acquisition and development of the new gateway to the River Valley, this will assist the City in determining the location for the revitalization efforts for the station house gallery. Support Council Priority 8; Helps to attain the goal and objectives of the PTORMP. Council Priority 9; Address residence service needs.
Project costs $10,000 Supplemental Staff time Legal Drafting/Review Budget approved in 2013 Staff and contracted
Q4 2014
Resource Dependant
Hazard Acceptability Threshold and Development Guidelines Confirmation of new gateway to River Valley
Staff Time Consultants $40,000 Supplemental Staff Time Architectural Consultants/ contractors Station House Gallery Board Staff time Legal Assistance Funding/ Grant Staff time Consultants
BCR Lands Acquisition Explore servicing options for Woodland Drive Residents ENGINEERING Goals and Major Projects Citys Online GIS system Project Management Priorities Mapping water and sewer infrastructure network Review the Subdivision and
Council Priority 1; Fully funded project will give public, developers and business access to mapping and property information. Council Priority 1 & 9; Completion of South Lakeside Drive; CN Rail Underpass, the Storm Water Phase 5, Duncan Road and Toop Rd. Council Priority 1; Continue to map the Water and sewer infrastructure network for the Citys records. Council Priority 9; Bylaw to ensure Consistency with New OCP. Looking
Resources Required (Staff, contract, equipment, etc.) Engineering Staff IT $10000 PM Engineering Staff Time Engineering students Staff supervision Staff time Consultants
Start Complete (eg. Q1, 2012 Q3 2013) Q2 2013 ongoing Q1-Q4 2013
specifically at alternative design standards for industrial, residential and commercial that would incorporate best practices for stormwater management, and infrastructure requirements specific for winter climates and the regional climate. Council Priority 10; provide development guidelines for Storm Water Management practices for all new development. This plan or process can be integrated into the Subdivision and Development Servicing bylaw review as a component for alternative standards for Storm water management on private lands.
$50,000 Supplemental
(2 years)
BUILDING INSPECTION Goals and Major Projects Implementation of the Building Bylaw and Procedures Description (Council Priority) Resources Required (Staff, contract, equipment, etc.) Staff time (planning/ building department resource dependant) Start Complete (eg. Q1, 2012 Q3 2013) Q1-Q4 2014
Council Priority 9; Review Building Bylaw to ensure consistency with the OCP and current legislation.
CEMETARY AND BUSINESS LICENCE INSPECTION Goals and Major Projects Electronic Cemetery Records Cemetery Planning Description (Council Priority) Resources Required (Staff, contract, equipment, etc.) Planning Clerk Engineering staff (GIS) Staff time Public processes Crown Applications $ to conduct plan and public process Start Complete (eg. Q1, 2012 Q3 2013) Completion Q4 2014 2015 Resource Dependant
Continue to transfer paper records to electronic records for back up. This will assist in services with the Cemetery. Council Priority 9; Plan for a future cemetery within the City of Williams Lake as there is only a 20 year life expectancy of the existing cemetery.
BYLAW ENFORCEMENT Goals and Major Description (Council Priority) Projects Complete implementation of adjudication process Develop Good Neighbour Bylaw Streamlining ticketing and enforcement processes and procedures Coordinate a number of existing bylaws that address residential issues into a
Q1- Q3 2014
single, updated bylaw for managing these issues Tablets with web access for Officers to assist with information gathering and ensure safety. Application of consistent approach to bylaw enforcement and ensure there are training resources for new staff
SOCIAL DEVELOPMENT Goals and Major Projects Draft Social Development Strategy Cariboo Lodge Site Plan How objective/strategy addresses Issues, Challenges, Opportunities Council Priority 4; A Social Development Strategy will guide the specific work and priorities of the social planning function for the City of Williams Lake. Council Priority 4; Complete a feasibility plan for redevelopment of the site in preparation for potential funding programs announcements by the provincial and federal governments and possible economic development projects in Williams Lake. Council Priority 4; Build a strategy that will address issues in the recently completed Housing Needs and Demand Study. Council Priority 4; Review and Implement the Secondary Suites Policy to establish utility billing process Resources Required (staff, contract, equipment, etc.) Staff time Start Complete (eg. Q1, 2012 Q3 2013) Q1-Q4 2014
Q1 2014 Q1 2015
Develop an Affordable Housing Strategy Complete Implementation of Secondary Suites Policy and procedures
Staff time
Social Planning as lead: Social Planning, Bylaw, Building, finance, and Licensing.
7. FINANCIAL INFORMATION
ANNUAL BUDGET - PLANNING/BYLAW & BUILDING INSPECTION
2013 AMENDED EXPENDITURES: PLANNING/ENGINEERING SALARIES VEHICLES TELEPHONE MEMBERSHIPS SUBSCRIPTIONS PROFESSIONAL DEVELOPMENT FEES/SEARCHES PLANNING CONSULTANTS SURVEY CONSULTANTS ENGINEERING CONSULTANTS PAVEMENT MANAGEMENT HERITAGE COMMITTEE JUNIOR COUNCIL DEVELOPMENT COST CHARGE BYLAW ICSP/OCP DOWNTOWN REVITALIZATION PLANNING - COMMITTEE MEETINGS DEV SERVICES WEB SITE CONTENT PLANNING REFERENCE MATERIAL TOTAL PLANNING/ENGINEERING BYLAW/BUILDING INSPECTION SALARIES CAR POOL TELEPHONE MEMBERSHIP/SUBSCRIPTIONS PROFESSIONAL DEVELOPMENT CRY WOLF LICENCE FEE PROPERTY FILE SYSTEM VETERINARY SERVICES SUPPLIES REFERENCE MATERIAL ANIMAL LICENCE FEES BOARDING FEES FEE FOR SERVICE - SPCA TOTAL BYLAW/BUILDING INSPECTION TOTAL PLANNING/BYLAW EXPENDITURE $ Change from previous year % Change 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget
588,830 12,000 3,000 2,500 20,240 1,000 5,000 3,000 17,000 5,000 3,000 3,000 25,000 10,000 10,000 1,000 10,000 2,000 721,570
539,130 12,000 2,500 3,000 24,200 1,000 3,000 3,000 15,000 5,000 3,000 3,000 25,000 15,000 10,000 1,000 0 3,000 667,830
578,320 12,000 3,000 1,500 20,240 1,000 5,000 3,000 17,000 5,000 3,000 3,000 0 10,000 0 5,000 0 2,000 669,060
578,320 12,000 3,000 1,500 20,240 1,000 5,000 3,000 17,000 5,000 3,000 3,000 0 10,000 0 5,000 0 2,000 669,060
578,320 12,000 3,000 1,500 20,240 1,000 5,000 3,000 17,000 5,000 3,000 3,000 0 10,000 0 5,000 0 2,000 669,060
578,320 12,000 3,000 1,500 20,240 1,000 5,000 3,000 17,000 5,000 3,000 3,000 0 10,000 0 5,000 0 2,000 669,060
326,740 10,000 2,000 1,000 16,560 4,000 10,000 1,000 4,000 750 2,200 1,000 20,000 399,250 1,120,820
373,580 10,000 1,200 1,000 19,700 4,000 10,000 1,000 4,000 1,000 2,500 1,000 20,000 448,980 1,116,810 -4,010 0%
293,630 10,000 2,000 1,000 15,000 4,000 0 1,000 4,000 750 2,200 1,000 20,000 354,580 1,023,640
293,630 10,000 2,000 1,000 15,000 4,000 0 1,000 4,000 750 2,200 1,000 20,000 354,580 1,023,640
293,630 10,000 2,000 1,000 15,000 4,000 0 1,000 4,000 750 2,200 1,000 20,000 354,580 1,023,640
293,630 10,000 2,000 1,000 15,000 4,000 0 1,000 4,000 750 2,200 1,000 20,000 354,580 1,023,640
2. ORGANIZATIONAL CHARTS
Director of Protective Services Deputy Fire Chief/ Training Officer Administrative Receptionist Paid-Call Officers Paid-Call Firefighters
2014
Wage review, Paid-Call Members Assume Auto Extrication Function within the City boundaries Hire 1 Additional Staff (Fire Safety Technician)
Q1-Q4 2014
Staff Supplemental
2014
2014
Staff
7. FINANCIAL INFORMATION
ANNUAL BUDGET - FIRE PROTECTIVE SERVICES
2013 AMENDED EXPENDITURES: ADMINISTRATION: SALARIES ADMINISTRATION CHARGE COMMUNICATIONS ADVERTISING OFFICE SUPPLIES MEMBERSHIPS/SUBSCRIPT TRAINING AIDS & MATERIALS GROUP INSURANCE W.C.B. HEARING TESTS COMPUTER PROGRAMMING DRY CLEANING OFFICE EQUIP MTCE TOTAL ADMINISTRATION: TRAINING PAID ON CALL SERVICES PRACTICE AND STANDBY SUPPRESSION FIRE HALL MAINTENANCE VEHICLES TOTAL FIRE DEPARTMENT EMERGENCY PLANNING EMERGENCY PLANNING EMERGENCY SOCIAL SERVICES TOTAL EMERGENCY PLANNING TOTAL PROTECTIVE SERVICES $ Change from previous year % Change 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget
405,590 179,670 24,000 1,500 1,500 1,500 20,000 9,000 4,000 3,000 6,000 2,500 1,100 659,360 57,000 125,200 100,000 81,500 140,000 225,100 1,388,160
409,650 185,060 24,000 1,500 1,500 1,500 20,000 9,000 4,000 3,000 6,000 2,500 1,100 668,810 69,180 134,200 100,000 81,500 140,000 225,100 1,418,790
413,750 185,200 24,000 1,500 1,500 1,500 20,000 9,000 4,000 3,000 6,000 2,500 1,100 673,050 57,000 143,200 100,000 81,500 140,000 225,100 1,419,850
417,890 187,170 24,000 1,500 1,500 1,500 20,000 9,000 4,000 3,000 6,000 2,500 1,100 679,160 57,000 152,200 100,000 81,500 140,000 225,100 1,434,960
422,070 187,800 24,000 1,500 1,500 1,500 20,000 9,000 4,000 3,000 6,000 2,500 1,100 683,970 57,000 152,200 100,000 81,500 140,000 225,100 1,439,770
426,290 188,430 24,000 1,500 1,500 1,500 20,000 9,000 4,000 3,000 6,000 2,500 1,100 688,820 57,000 152,200 100,000 81,500 140,000 225,100 1,444,620
8. 2014 SUPPLEMENTAL REQUIREMENTS (attached supplemental request forms) 1 additional staff member (Fire Safety Technician) Paid-On-Call Firefighter wage review 9. 2014 CAPITAL REQUIREMENTS (attached project description forms) Replace Engine 12 Replace Unit #5 Purchase Auto Extrication Equipment Replace Cascade System Air Tanks
First Nations Community Policing (FNCP): We currently have four (4) First Nations members whose mandate is to provide enhanced policing services to the five First Nations communities in our Detachment area. Those communities are Sugar Cane, Soda Creek, Toosey, Alkali Lake and Dog Creek/Canoe Creek. Two (2) of these positions are associated with a Community Tripartite Agreement (CTA) with the communities of Alkali Lake and Dog Creek/Canoe Creek. The other two (2) will be part of a CTA with Sugar cane and Deep Creek reserves. Part of the CTA ensures that our FNCP officers spend 100% of their time providing policing services to those communities. Auxiliary Police: We currently have five (5) Auxiliary members who work with the Detachment on community events and will accompany General Duty officers on patrol. These are volunteers and wear a modified uniform of the RCMP and do not carry firearms when on duty. We are in the process of hiring an additional six (6) Auxiliary members. These volunteers must not perform any duties of a police officer without being under the direct supervision of a regular officer. These volunteers must go through a lengthy training process and we hope to have a recruitment drive in the next year to bring our numbers up. Contract Exhibit Custodian: This position is responsible to look after all aspects of the detachments exhibits through quality control, tracking, including finger prints, the DNA data bank, the sexual offender registry, firearms expert, criminal record checks, security clearances for municipal employees and volunteers, commissioner for the affidavit of Oaths. Municipal support staff: Four (4) watch clerks, one (1) senior records clerk, one (1) front counter/receptionist. In addition there are three (3) relief workers for the municipal support staff. Community Policing: This position is occupied by a civilian, Dave Dickson, who is responsible for the coordination of all our community programs and is our liaison member with our Community Policing Committee. As well as a number of duties within the RCMP Detachment, he is also responsible for the organization and recruiting of our some 200 volunteers we now have associated under our Community Policing umbrella. This position is a contact position who reports directly to the Detachment commander. Some of these programs are as follows: Citizens on Patrol (COP): This is a group of volunteers who patrol the streets and offer another set of eyes to the police. They are trained to observe and record any incidents they feel are suspicious in nature and have radio contact with the Detachment to report those suspicions. This group now has over 50 active members. Citizens on Patrol (COP): We have six mounted Citizens on Patrol who patrol on horseback. This is the only organization of its kind in North America. They patrol areas vehicles are unable to access, including Boitanio Park and River Valley trails, and assist in a variety of community functions. Restorative Justice: This group of volunteers work with the Detachment on cases which officers have referred to the program that are less serious in nature and one that may not get heard in court. Examples of this would be shoplifters on a first offence or vandalism. This group holds a session which includes the offender, victim of the crime and the investigating officer and all get their say in the process and is geared at holding the offender accountable for his/her actions and allows him/her to hear directly from the victim as to the impact this crime has had on them. These hearings hand down a sanction and the offender must comply that sanction or could face being brought before a court. The program has proven to be very successful with very few offenders repeating their criminal behaviour.
Williams Lake Traffic Safety Committee: This is a group of professionals, who meet regularly to discuss areas of concern in relation to Traffic safety within the Detachment area. Concerns which are identified, if agreed upon by the group are then forwarded to the appropriate level of government for their attention and action. Speed Watch: This group of volunteers work closely with the Detachment and will monitor traffic for us in areas where citizens have expressed concerns in relation to speeding or aggressive drivers. This group has radar equipment which registers speeds on a large reader board and is a proactive way to remind offending motorists to slow down. The group will also record the licence numbers of offending vehicles and those are turned into the Detachment. This group works with the Auxiliary Police officers as well as regular members as time permits. Business Watch: This is a program that has been implemented in our detachment to partner with our local businesses to share reports of crime that happen in our community. Presently, we have in excess of 120 registered business in the program and this group continues to grow. Safety messages and crime prevention alerts are regularly sent out electronically that will promote partnerships as well safety in the businesses. Realty Watch: This program is an extension of Business Watch which partners with realtors in neighbourhoods where there are active crime trends and provides an additional set of eyes on the street. Crime Stoppers: Crime Stoppers is a completely anonymous program and we are not attached to the RCMP in any way. We work in association with the public, the media, and the police to solve crime and make Williams Lake a safer place to live. Crime Stoppers is an independent, civilian, non-profit, charitable organization and not a police program. There are currently 36 Crime Stopper Societies in the Province. Crime stoppers have been functional in Williams Lake for a number of years. It has society status and is run by a board, comprised of a Chairperson with 5 community members as directors. The team meets quarterly for the operation of the business and address any crime stoppers tips that have been reported and that information being of value to solve a crime. If so, the boards, using a pre-determine guide, assesses the value of the tip and payment is then made to the tipster. All the calls are taken by a North American Call centre located in Ontario. The call taker then forwards tip electronically via a program called tipsoft on line to Community safety cell telephone, which is monitored 24 hours per day. The tip is then, depending on the nature forwarded to our RCMP detachment. Violence Awareness and Prevention Committee: The mission of the program is to promote awareness that violence is unacceptable. Within our community. The committees objectives as follows: To provide awareness and prevention education to our communities about violence. To provide support and organize events promoting the awareness and prevention of violence To communicate the work of the committee to our communities. To advocate equal treatment for all people. Circles of Strength: The Circles of Strength program is a communication tool used for bringing people together in an atmosphere of respect and safety. The goals of the program are to use a peacemaking circle approach for specifically identified spousal assault in our community. The Circle process creates a safe place in which all present
have the opportunity to speak without interruptions. Circles open fresh possibilities for connection, collaboration and mutual understanding. The participants create a social contact, pledging an end to the violence and creating goals for the future. The participants learn to process changes in their lives through community members and support people who participate in the Circle, helping the family on its path to change and healing. The circles are enhanced through mental health and drug and alcohol treatment services available to both relationship partners prior to participating in circles.
Operation Red Nose: Operation Red Nose is a unique program against drinking and driving. Essentially, it is a volunteer safe ride home service provided during the Holiday Season to all motorists who have been drinking or who do not feel fit to drive their own vehicle. It is an original and free way of getting a safe ride in ones own vehicle without driving it! Since 1984, Operation Red Noses mission has been to encourage responsible behaviour with regard to impaired driving in a non-judgemental manner by enabling communities to provide a free and confidential chauffeur service to their members, the financial benefits of which are redistributed to local organizations dedicated to youth. In Williams Lake, the RCMP, Community Policing and the Williams Lake Rotary Club has taken on the program and with the assistance of a number of corporate partners; they have run the program very successful. This is the end of the 3rd year in operation. Operation Red Nose only operates the last week end of November and then 7 Friday and Saturday evenings in December. The client must have their vehicle when they call for the use of the service. The reason for this is so that it does not impact our local taxi companies businesses. Volunteers run the program and it operates on donations only. Any funds that are raised are returned back to the community youth sports. Key Customers o o City of Williams Lake residents Central Cariboo sub-region residents
2. ORGANIZATIONAL CHARTS
Management Strategies: The RCMP has developed management strategies to: o Implement the operations model: critical to the success of our approach is the o o implementation of this model. Improve communications: we will improve both internal and external communications to ensure that people get the information they need in a useful, timely and understandable way. Implement modern comptrollership: we will respect our budgets; i.e. know how much we are spending, what we are spending it on and what the results are. We must be fully accountable to the government and Canadians for the public funds entrusted to us.
All officer detachments are required to take a duty to accommodate officer ( a non operational officer). Due to this requirement the city detachment has lost one operational officer position and will require an additional operational position. Currently, the City does not receive an adequate provincial budget to cover two positions within Victim Services or associated training. These positions train volunteers to assist in the work load, however, these positions are extremely busy and there is a need for a supported budget. These positions are partially funded by the City, however more operational funds must be provided for training, travel and accessory costs.
Civilian Vehicles Detachments Guards and Matrons Continuous assessment of shifts Crime Target Team (Prolific Offenders) Statement Transcription Position Victim Service Training Continue to improve and enhance police and aboriginal relationships Contribute to safer youth Contribute to community safety
RCMP Technology
Q2 2014
Civilian Vehicles
The local detachment is in need of having a designated civilian pickup truck/vehicle in the municipal fleet. This will be included in the Citys vehicle cascade program. A team of 4 officers and one civilian who target and address arising and existing crime trends. The City pays 70% of officer positions and 100% of a civilian position. PRIME, has increased the work load amongst all civilian employees placing greater demands for job capacity. This position will relieve operational pressures and the city would pay 100% of this position.
Q3 2014
Q3 -2014
7. FINANCIAL INFORMATION
ANNUAL BUDGET - POLICE PROTECTIVE SERVICES
2013 AMENDED EXPENDITURES: SALARIES FEE FOR SERVICE-CENTRE VICTIM SERVICES VICTIM SERVICES-PROJECTS KEEP OF PRISONERS RCMP CONTRACT RCMP ACCOMMODATION RCMP COMPUTER SUPPORT SAFER COMMUNITY PROGRAM RCMP OPERATIONAL SUPPORT RCMP SPECIAL PROJECTS EQUIP Variance - Budget vs. Actual $ Change from previous year % Change KOP - Municipal 409,720 15,000 134,390 2,700 75,000 2,596,340 357,640 45,000 93,360 71,420 50,000 3,850,570 2014 Budget 417,930 15,000 134,390 2,700 323,480 2,622,300 334,190 45,000 111,300 72,140 35,000 4,113,430 262,860 7% 248,480 2015 Budget 422,110 15,000 134,390 2,700 75,000 2,648,520 357,640 45,000 93,360 71,420 0 3,865,140 2016 Budget 426,330 15,000 134,390 2,700 75,000 2,675,010 357,640 45,000 93,360 71,420 0 3,895,850 2017 Budget 430,590 15,000 134,390 2,700 75,000 2,701,760 357,640 45,000 93,360 71,420 0 3,926,860 2018 Budget 434,900 15,000 134,390 2,700 75,000 2,728,780 357,640 45,000 93,360 71,420 0 3,958,190
8. 2014 SUPPLEMENTAL REQUIREMENTS (attached supplemental request forms) 9. 2014 CAPITAL REQUIREMENTS - None
1.2
1.3
Key Customers o o o o o o o City of Williams Lake residents Central Cariboo sub-region residents Cariboo Regional District CMRC facility users and user groups General community members. All Recreation, Sports, Arts & Culture groups Leaseholders.
2. ORGANIZATIONAL CHARTS
Director of Community Services (1 FTE)
Fitness Staff
Program staff
Mountain Biking There are a number of municipalities competing for mountain bike tourism dollars, and this poses a challenge for Williams Lake focused projects and associated funding. It has been identified that the Citys contribution to the establishment of formal trailheads and way finding will continue to add value to the mountain bike resource and attract more visitors to Williams Lake and area. Marketing Mountain Biking in partnership with the Cariboo Mountain Bike Consortium has been identified as a Council Priority. The City assists with the marketing of the Ride the Cariboo brand and increased recognition of Williams Lake and Area mountain biking resources. This will lead to more visits and increased economic impact from this resource. Assist in the continued growth with the amount and quality of legalized trails in and around Williams Lake. Operational Challenges The City sees a high turnover of staff, with the most movement within part time, seasonal and temporary positions that mainly affect the Community Services Department. This issue has been mostly resolved with the new Collective Agreement, however, we anticipate ongoing challenges due to the entry level nature of positions along with seasonal bumping between departments. This high turnover results in high training costs and places strain on department management resources. In addition, this turnover affects all departments and more specifically on the Human Resources staff time.
Deferred
Review the Facility Management and Recreation Services Agreement Support Mountain Bike Trail Enhancements
Complete
The Facility Management Agreement has been renewed for a further five year period. Project due to be complete in Spring 2014.
Trailhead development at Fox Mountain has passed planning phases and implementation has begun. Snake and Ladders Signature trail opened in Spring 2013. Work continues on circle route trail around Williams Lake. Ongoing
Ongoing
Ongoing
PinkBike Campaign was very successful with traffic to ridethecariboo.ca increasing in excess of 25%. Whistler billboard was successful. Website recorded a marked increase in traffic to ridethecariboo.com domain used specifically for this promotion. Vancouver Bike Show created tremendous exposure. 3000+ visits to the booth. Discussions continue with various landowners and rights holders. Significant progress has been made with some groups while others have been problematic. Work on Oliver Street Trailhead and its key connections to Lake and River Valley are top priority in 2014. Feasibility Study and public consultation process complete. Report recommendations approved in principle by City and CRD Boards. Recommendations for Referendum date on this project to be delivered to Joint Committee in Sept/Oct 2013 for discussion.
CN Rail Underpass
Staff time community Services Planning Consultant Capital Plan 2014 Staff time Consultant Capital Plan 2015
Dependant on Land Acquisition (within development services business plan). Land acquisition Q2 2014, Planning Q3-Q4 2014. Design and planning Q1-Q4 2015 Construction 20162018 Begin initial discussions Q1- 2014.
Enhancements
bike trailheads on the Fox Mountain and South Lakeside trail networks and development of signature trail in the valley. Supports Council Priority 5; Marketing of Ride the Cariboo brand and increased recognition of Williams Lake and area mountain biking resources by attending events such as participating in the Pinkbike campaign and the Whistler Billboard and feature marketing videos. Staff time. Economic Development Department Grants will be sought to assist with and expand this work.
2014. Initiate trailhead planning for West Side trail systems Q2 2014. Pinkbike campaignQ2- 2014 Whistler billboard Q32014. Feature marketing videos in development - completion Q1 2014.
7. FINANCIAL INFORMATION
The Community Services Department has an annual budget of $3.35 million dollars and creates over $1.6 million in revenues for a net cost of $1.75 million. Of this entire budget only $128,000 is provided by the City of Williams Lake and the rest is provided by the CRD through a Management agreement for the Cariboo Memorial Recreation Complex and sub-regional recreation services. The City also receives a 3% administration fee from this management agreement totalling approximately $80,000 per year which makes the direct cost to the City for the Community Services Department approximately $48,000 per year. The $128,000 of direct cost to the City funds a large number of City specific items which are outlined in the Departmental Overview section above (1.1 & 1.2). In addition to these areas this funding also covers maintenance and upgrading of required City software links (MAIS).
2. ORGANIZATIONAL CHARTS
Director of Municipal Services Manager of Water & Waste Manager of Transportation & Buildings Mechanical Foreman Mechanic (2) Electrician (1) Airport Coodinator AEO III Foreman AEO III (1) AEO II (1) Seasonal Labourer (1)
Streets Foreman
Parks Foreman
Water & Waste Foreman Chief Water & Waste Operator UO III (2) UO II (2) UO I (2) Seasonal Labourer (1)
Irrigation Service Person Horticulturist (2) Parks Maintenance III (1) Parks Maintenance II (1) Seasonal Labourer (3) Seasonal Students (5)
Transportation Currently the fleet maintenance system is paper based, highly inefficient and difficult for staff to monitor and gain efficiencies. Transfer to an electronic format will assist in gaining efficiencies, better control of fleet costs in addition to being able to forecast equipment replacement more effectively. 40% of the Citys operational carbon footprint comes from burning fossil fuels from within the fleet. As per the Climate Action Charter and the goal of being carbon neutral, the City will be required to reduce its carbon footprint from this source. Aging light truck fleet provides challenges, as several units are 20 plus years in age and require replacement. The current contributions to the equipment reserve are inadequate to support the replacement of the aging fleet. Electrical infrastructure is failing in some residential areas and requires replacement. Currently the City has no maps of underground electrical infrastructure within the Citys GIS System. This is needed to identify the infrastructure and asses ongoing replacement requirements. Buildings Buildings require assessment using (software) which produces life cycle analysis of buildings, equipment, and preventative maintenance to forecast maintenance and associated costs. This will need to be addressed in future capital budgets.
Will assist in the maintenance of all City parks and trails. Review and negotiate the new landfill use agreement with the CRD to ensure Solid Waste services are being offered to the residents of Williams Lake in a cost effective and environmentally responsible manner. Recommend that a steering committee be struck in early 2014 consisting of elected officials and staff from both the CRD/City. Depending on the system purchased, features can include preventive maintenance tracking, electronic work order management system, detailed repair costs, and Repair history. To gain fuel efficiencies and reduce Greenhouse Gas emissions through replacement of three units in 2014. Prepare a business case to increase the equipment reserve contributions through equipment depreciation to fund replacement of existing fleet. Locate and identify all existing electrical infrastructure to assist with planning of required upgrades. An estimated payback of two years based on fuel savings through reduced idle times and operational efficiencies. Manage liability by providing operational reports. th The 7 Ave and Oliver Street traffic light components have exceeded their life expectancy.
Purchase Electronic Fleet Management System Increase alternative fleet units and fuels Fleet Replacement Reserve Mapping of City Electrical Systems GPS Fleet Management Software
Q3 2015
Municipal Services/ Engineering Capital - $20,000 to provide GPS to approx. 20 fleet units.
Q2- Q3 2014
7. FINANCIAL INFORMATION
ANNUAL BUDGET - MUNICIPAL SERVICES
2013 AMENDED COMMON SERVICES ADMINISTRATION EQUIPMENT MAINTENANCE WORKS YARD COMPLEX CARPENTRY SHOP ELECTRICAL WORKS YARD GROUNDS MTCE WAGES GROUNDS MTCE.-VEHICLE SUPPLIES UTILITIES-ELECTRICITY TOTAL COMMON SERVICES-OPERATIONS SHARED SERVICES - City Hall ROADS STREET MAINTENANCE PAVED UNPAVED LANE MAINTENANCE BOULEVARD MAINTENANCE SIDEWALK MAINTENANCE ASPHALT PATCHING STORM SEWERS STREET CLEANING SMALL EQUIPMENT SNOW REMOVAL SANDING/SALTING BUS SHELTERS STREET LIGHTING SIGN MAINTENANCE LINE PAINTING SIGNAL MAINTENANCE DOWNTOWN PARKING TOTAL ROADS 95,810 71,550 24,260 33,070 66,790 103,890 293,320 123,250 174,500 970 254,220 244,350 8,110 178,860 84,080 67,900 24,900 33,760 1,787,780 98,080 73,340 24,740 33,680 68,490 104,350 293,320 125,220 177,380 970 258,820 246,900 8,170 179,340 86,170 67,900 25,180 34,500 1,808,470 99,240 74,250 24,990 33,990 69,360 104,590 293,320 126,230 178,850 970 261,170 248,200 8,200 179,580 87,240 67,900 25,320 34,880 1,819,040 100,420 75,180 25,240 34,310 70,240 104,830 293,320 127,250 180,350 970 263,560 249,520 8,230 179,830 88,320 67,900 25,460 35,270 1,829,780 100,420 75,180 25,240 34,310 70,240 104,830 293,320 127,250 180,350 970 263,560 249,520 8,230 179,830 88,320 67,900 25,460 35,270 1,829,780 100,420 75,180 25,240 34,310 70,240 104,830 293,320 127,250 180,350 970 263,560 249,520 8,230 179,830 88,320 67,900 25,460 35,270 1,829,780 176,520 4,800 121,740 8,790 10,500 28,920 15,590 2,440 6,490 4,400 351,270 116,330 177,800 4,800 121,740 8,790 10,500 29,232 15,902 2,440 6,490 4,400 352,862 118,830 174,750 4,800 121,740 8,790 10,500 29,550 16,220 2,440 6,490 4,400 350,130 119,180 174,750 4,800 121,740 8,790 10,500 29,874 16,544 2,440 6,490 4,400 350,454 119,530 174,750 4,800 121,740 8,790 10,500 30,205 16,875 2,440 6,490 4,400 350,785 119,880 174,750 4,800 121,740 8,790 10,500 30,542 17,212 2,440 6,490 4,400 351,122 120,240 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget
PARKS STAMPEDE GROUNDS BOITANIO PARK KIWANIS PARK KINSMEN PARK GARDNER PARK/CITY HALL COMER PARK SCOUT ISLAND HIGHWAY 97 BOULEVARD DOWNTOWN REVITALIZATION CARLSON PARK RIVER VALLEY WL GATEWAY SIGNAGE ALL OTHER PARKS TOTAL PARKS SANITARY LANDFILL CEMETERY TOTAL OPERATING CULTURAL SERVICES MUSEUM STATION HOUSE GALLERY HOSPICE FEE FOR SERVICE BIG BROTHERS FEE FOR SERV YOUTH FOR CHRIST FEE FOR SERV HARVEST FAIR FEE FOR SERV WILLIAMS LAKE INDOOR RODEO SOCIAL PLANNING COUNCIL WILLIAMS LAKE BIA - WINTER LIGHTS WILLIAMS LAKE BIA - STREET PARTY NATURE CENTRE CARIBOO PARK LODGE HERITAGE HOUSE PETRO-CANADA BUILDING CENTRAL CARIBOO ARTS CENTRE TOURISM DISCOVERY CENTRE STAMPEDE TOTAL CULTURAL SERVICES 61,540 4,500 16,900 15,000 5,000 2,500 2,000 5,000 3,500 5,000 35,550 6,520 5,200 9,920 5,020 202,400 38,000 423,550 61,570 4,500 16,900 15,000 5,000 2,500 2,000 5,000 3,500 5,000 35,550 6,530 5,200 9,930 5,030 202,400 38,000 423,610 104,632 2% 65,000 61,600 4,500 16,900 15,000 5,000 2,500 2,000 5,000 3,500 5,000 35,550 6,540 5,200 9,940 5,040 202,400 38,000 423,670 61,630 4,500 16,900 15,000 5,000 2,500 2,000 5,000 3,500 5,000 35,550 6,550 5,200 9,950 5,050 202,400 38,000 423,730 61,660 4,500 16,900 15,000 5,000 2,500 2,000 5,000 3,500 5,000 35,550 6,560 5,200 9,960 5,060 202,400 38,000 423,790 61,690 4,500 16,900 15,000 5,000 2,500 2,000 5,000 3,500 5,000 35,550 6,570 5,200 9,970 5,070 202,400 38,000 423,850 42,160 119,890 78,240 12,490 47,120 23,260 45,950 71,690 141,670 12,420 27,680 12,920 49,210 684,700 1,422,500 94,100 4,456,680 43,110 122,170 79,800 12,710 48,150 23,750 47,030 73,180 144,510 12,680 28,370 13,240 49,850 698,550 1,487,500 95,040 4,561,252 43,600 123,340 80,600 12,820 48,680 24,000 47,580 73,940 145,960 12,820 28,730 13,410 50,180 705,660 1,687,500 96,000 4,777,510 44,100 124,520 81,410 12,930 49,210 24,250 48,140 74,710 147,440 12,960 29,090 13,580 50,510 712,850 1,687,500 96,970 4,797,084 44,100 124,520 81,410 12,930 49,210 24,250 48,140 74,710 147,440 12,960 29,090 13,580 50,510 712,850 0 97,960 3,111,255 44,100 124,520 81,410 12,930 49,210 24,250 48,140 74,710 147,440 12,960 29,090 13,580 50,510 712,850 0 98,950 3,112,942
8. 2014 SUPPLEMENTAL OPERATIONAL REQUIREMENTS (see attached supplemental request forms) 9. 2014 CAPITAL REQUIREMENTS (see attached forms)
Key Customers
Williams Lake Regional Airport customers are commercial airlines, citizens, tourists, Ministry of Forests and private pilots.
Mission Statement
The mission of the Williams Lake Regional Airport is to provide our citizens with the facilities to support safe, efficient, convenient air transportation while fostering economic development and growth to the Cariboo region.
2. ORGANIZATIONAL CHARTS
Director of Municipal Services
Airport Coordinator
Airport Operator II
Developing and implementing a secure area access pass program will provide the City with documentation of individuals with various levels of security clearance, including personal security cards. In 2013 an engineering study was completed , along with an ACAP application for a 7,000 asphalt runway foot overlay In 2013 an engineering study was completed , along with an ACAP application for an airside electrical upgrade The WL Airport has lands available for future expansion and development such as MOF Warehouse and Operations. WL Airport has a need to provide WiFi to the public. The City is exploring partnership opportunities with local businesses.
City staff, Genivar Engineering, and the Federal Government funding City staff, Genivar Engineering, and the Federal Government funding Ec. Dev., Planning , Engineering, & Operations IT Services Capital request Sponsorship/partnership development
Q4 2013 - Q4 2014
7. FINANCIAL INFORMATION
ANNUAL BUDGET - AIRPORT
2013 Amended OPERATING EXPENDITURES: ADMINISTRATION COMMON SERVICES SAFETY MANAGEMENT SYSTEM EQUIPMENT FLEET MAINTENANCE AIRPORT MAINTENANCE GARAGE AIRPORT TERMINAL BUILDING AIRPORT POWER/PUMP BUILDINGS ELECTRICAL MAINTENANCE AIRSIDE MAINTENANCE GROUNDSIDE MAINTENANCE FUEL CONCESSION STORM SEWER MAINTENANCE WATER SYSTEM MAINTENANCE SEWER SYSTEM MAINTENANCE TOTAL OPERATING EXPENDITURES: $ Change from previous year % Change 233,540 27,180 7,500 61,500 22,100 104,500 2,550 15,000 116,900 66,100 339,500 750 7,600 1,500 1,006,220 2014 Budget 235,610 25,440 7,550 61,670 22,160 104,650 2,550 15,110 117,810 78,560 339,900 750 7,650 1,510 1,020,920 14,700 1% 2015 Budget 237,190 25,400 7,600 61,840 22,220 104,800 2,550 15,220 118,730 79,290 340,310 750 7,700 1,520 1,025,120 2016 Budget 238,780 25,400 7,650 62,010 22,280 104,960 2,550 15,330 119,660 80,020 340,720 750 7,750 1,530 1,029,390 2017 Budget 240,400 25,400 7,700 62,190 22,340 105,120 2,550 15,440 120,600 80,760 341,140 750 7,800 1,540 1,033,730 2018 Budget 242,020 25,400 7,750 62,370 22,400 105,280 2,550 15,550 121,550 81,510 341,560 750 7,850 1,550 1,038,090
8. 2014 SUPPLEMENTAL REQUIREMENTS - none 9. 2014 CAPITAL REQUIREMENTS (attached project description forms)
ANNUAL DEPARTMENTAL BUSINESS PLAN 2014 Municipal Services, Water & Waste Division, (Water Treatment and Distribution)
2. ORGANIZATIONAL CHARTS
Seasonal Labourer
Changing Federal and Provincial Regulations: Constantly changing Federal and Provincial Regulations adds to the challenges of operating a water system. These government bodies are always looking at improving the quality and quantity of effluent reaching the environment which usually means that local governments are responsible to upgrade their systems and operators knowledge to meet these new regulations. Long Range Water Supply and Conservation: The City aquifer has been in decline over the past several decades. As such, the City has been working with the Cariboo Conservation Society on a number of soft conservation measures to facilitate public education on water conservation, implementing homeowner incentive programs and other conservation initiatives. In addition, the City continues to explore additional hard conservation measures such as water metering, further studies and monitoring of the water supply for the region. Implementation of Universal Water Metering Program continues to be a challenge. The City needs to develop a standard water meter reading system. In addition, the Citys water bylaw must be amended, a block rate structure established and ensuring there is an inventory of installed water meters within the City of Williams Lake. There is limited capacity to do this work.
Completed
Q3 2013
Q1 2014
Partner with local First Nations Communities in the operation of their water distribution systems Installation of a standby generator at Western Ave Booster station Water Sewer SCADA upgrade
Staff
Q2 2014 Q4 2015
Q3 2014
Q4 2014
7. FINANCIAL INFORMATION
ANNUAL BUDGET - WATER FUND
2013 AMENDED EXPENDITURES ADMINISTRATION MAINTENANCE CHLORINATION/DISINFECTION GENERAL SYSTEM MAINTENANCE WATER MAIN REPAIRS WATER SERVICE REPAIRS VALVE MAINTENANCE HYDRANT MAINTENANCE SYSTEM FLUSHING WATER METER READING WATER METER REPAIRS NEW WATER CONNECTIONS SERVICE BOX LOCATION/REPAIR AIR RELEASE VALVE MAINTENANCE BACKFLOW PREVENTION TESTING TOTAL MAINTENANCE PUMP HOUSE/RESERVOIR MTCE WELL PUMP STATIONS RESERVOIRS PRV VAULTS TOTAL PUMPS AND RESERVOIRS TOTAL OPERATIONS/MAINTENANCE TOTAL OPERATING EXPENDITURES 383,120 14,120 3,940 401,180 1,028,390 1,724,700 384,340 14,240 3,980 402,560 1,032,910 1,730,340 5,640 0.33% 385,570 14,360 4,020 403,950 1,037,470 1,737,400 386,820 14,480 4,060 405,360 1,042,100 1,744,550 388,090 14,610 4,100 406,800 1,046,820 1,751,820 389,380 14,740 4,140 408,260 1,051,590 1,759,180 39,690 39,910 25,340 296,390 33,380 77,750 27,590 6,760 9,770 10,040 48,800 5,000 6,790 627,210 39,800 40,170 25,490 296,910 33,780 78,390 27,870 6,850 9,840 10,080 49,370 5,000 6,800 630,350 39,910 40,430 25,640 297,440 34,180 79,040 28,150 6,940 9,910 10,120 49,950 5,000 6,810 633,520 40,020 40,700 25,790 297,980 34,590 79,700 28,440 7,030 9,980 10,160 50,530 5,000 6,820 636,740 40,140 40,970 25,940 298,530 35,010 80,370 28,730 7,120 10,050 10,210 51,120 5,000 6,830 640,020 40,260 41,240 26,090 299,080 35,430 81,050 29,030 7,210 10,120 10,260 51,720 5,000 6,840 643,330 696,310 697,430 699,930 702,450 705,000 707,590 2014 Budget 2015 Budget 2016 Budget 2017 Budget 2018 Budget
8. 2014 SUPPLEMENTAL REQUIREMENTS -none 9. 2014 CAPITAL REQUIREMENTS (attached project description forms)
ANNUAL DEPARTMENTAL BUSINESS PLAN 2014 Municipal Services, Water & Waste Division, (Sanitary Sewer Collection and Treatment )
2. ORGANIZATIONAL CHARTS
Director Municipal of Services
Seasonal Labourer
Staffing Levels and Training: Staffing levels and training are major concerns. As infrastructure is replaced there is usually a technological aspect to this process and staff needs to keep their education up to date and there are legislative requirements for operators. Some improvements also may require the addition of staff to operate. This also increases the need to budget accordingly as to ensure enough staff is present to maintain the systems. Changing Federal and Provincial Regulations: Constantly changing Federal and Provincial Regulations add to the challenges of operating a Sanitary Sewer Collection System. These government bodies are always looking at improving the quality and quantity of effluent reaching the environment which usually means that local governments are responsible to upgrade their systems and operators knowledge to meet these new regulations. Extension of Customer Base/ Operational Training: There may be opportunities to assist local First Nations Communities in the operation and maintenance of their water & sanitary sewer Infrastructure.
Ongoing
Soft conversation measures are generating results in water consumption with the residents of Williams lake with a reduction in water usage by 20% since the program started in 2009
7. FINANCIAL INFORMATION
ANNUAL BUDGET - SEWER FUND
2013 Budget EXPENDITURES ADMINISTRATION OPERATIONS AND MAINTENANCE SEWER MAIN REPAIRS SEWER SERVICE REPAIRS NEW SEWER CONNECTIONS TOTAL SEWER MAINTENANCE PUMP AND LAGOON MAINTENANCE OUTFALL MAINTENANCE LIFT STATION MAINTENANCE TOTAL PUMP AND LAGOON MTCE TOTAL OPERATION AND MTCE $ Change from previous year % Change 646,970 72,430 134,530 125,050 11,950 346,340 175,820 14,800 18,940 209,560 555,900 2014 Budget 604,350 72,870 135,360 128,470 12,060 348,760 177,570 14,970 19,150 211,690 560,450
4,550 0.82%
2015 Budget 606,401 73,310 136,210 129,530 12,170 351,220 179,350 15,140 19,360 213,850 565,070
2016 Budget 608,250 73,760 137,070 130,600 12,280 353,710 181,160 15,310 19,570 216,040 569,750
2017 Budget 610,126 74,220 137,940 131,690 12,390 356,240 182,990 15,480 19,780 218,250 574,490
2018 Budget 612,031 74,680 138,830 132,790 12,510 358,810 184,850 15,660 20,000 220,510 579,320
Currently the Citys keeping of cemetery records is inefficient and archaic. Cemetery records are kept on rolodex cards that are filed alphabetically in the vault. If an inquiry is made on location of a burial, staff must search the rolodex to determine the location. The Cemetery module which is offered through our accounting software is an excellent record-keeping tool for the burial records of a community cemetery. Powerful inquiries are allowed into the stored data and report printing capabilities are included.
Additionally, a document management solution is recommended to move towards a paperless operation. This feature will enable staff to attach saved documents, spreadsheets, pictures to a record in the MAIS software system. CONSEQUENCE OF NOT FUNDING:
There will continue to be inefficiencies with Cemetery records within the Finance and Planning Department.
SUPPLEMENTAL BUDGET DETAILS (Operating Costs Only) Description of Cost MAIS Cemetery Module MAIS Document Management 2014 $1,500 $3,500 Annualized (if recurring expense) $270 $630
If this supplemental request is No the result of a proposed or completed capital project, please describe. FUNDING SOURCE(S) Funding Source General Fund Water / Sewer Fund Airport Fund Grant (describe) Amount $5,000
DESCRIPTION:
Downtown Revitalization Initiatives
JUSTIFICATION:
Work with the BIA on prioritizing downtown small enhancement actions and initiatives from a beautification perspective. This will involve the implementation of OCP goals and objectives, and will include actions such as street closure discussions, public art, sculptures, additional bike racks in the downtown, increase of vegetation and general beautification efforts.
2014
$10, 000
If this supplemental request is the result of a proposed or completed capital project, please describe.
Amount
$10,000
DESCRIPTION:
Hazard Acceptability Threshold Guidelines and Development Guidelines
JUSTIFICATION:
The City of Williams Lake Official Community Plan, 2011 indicates a variety of geotechnical hazard areas where a report by a geotechnical engineer is required. Missing from this language are: a) Specific guidelines on when a report should be required, what type of development is at risk in which area and other such criteria); as well as b) Hazard Acceptability Threshold guidelines, which identify what level of risk is accessible. These guidelines are what a Geotechnical Engineer would state, in statistical terms. They are often measured in such measures of x number of slides per 500 years; or x number of deaths per million. This project will involve the professional services of a qualified Geotechnical Engineer who will study historic aerial photography to develop preliminary guidelines for safe development within Williams Lake.
2014
$40, 000
If this supplemental request is the result of a proposed or completed capital project, please describe.
Amount
$40,000
DESCRIPTION:
Residential Land Development Strategy
JUSTIFICATION:
Council, staff, and the development industry have all recognized that significant constraints and opportunities exist in all identified potential new residential development areas. It is further recognized that it is not likely possible to sustain expansion of multiple areas simultaneously, given the rate of community growth and size of our community. Funding of this request would enable the City to identify potential development lands, specify those constraints, and enable commencement of analysis to assess the best area(s) in which to expand.
2014
$30, 000
If this supplemental request is the result of a proposed or completed capital project, please describe.
Amount
$30,000
DESCRIPTION: Wage Review for Paid-Call Firefighters: 2nd year of a 4 year program JUSTIFICATION: The Fire Department currently pays our paid-call members per hour in one of 6 categories. This pay structure was modified in 2013 as year one of a four year process to bring paid on call wages up to an industry standard. Fire Fighter Trainees 18.00 Fire Fighters 18.75 Apparatus Operators 19.35 Lieutenants 19.50 Captains 20.10 Senior Officers 20.40 In 2014 the wages are proposed to increase as follows: Fire Fighter Trainees 18.00 Fire Fighters 19.50 Apparatus Operators 20.20 Lieutenants 20.50 Captains 21.20 Senior Officers 21.80 By the end of the 4 year cycle in 2016 the wage scale will be: Fire Fighter Trainees 18.00, Fire Fighters 21.00, Apparatus Operators 22.00 Lieutenants 22.50, Captains 23.50, Senior Officers 24.75 Training Expectations: Fire Fighter Trainees, individuals entering our probation training Fire Fighters, completed probation and training to their NFPA 1001 certification Fire fighters and emergency scene training Apparatus Operators, completion of the operators program, Air brake certification, Class 3 drivers certification Lieutenants completion of; Fire Service Instructor 1, ICS 100, Incident Safety Officer Captains Completion of; Fire Service Instructor 2, Evaluator certification, ICS 200, Senior Officers Completion of; ICS 300, Emergency Scene Management.
CONSEQUENCE OF NOT FUNDING: Retention of trained Fire Fighters is a challenge for many Fire Departments around the province. Adequate compensation is important to ensure retention for the local department. The first year of this process was well received by all Firefighters. SUPPLEMENTAL BUDGET DETAILS (Operating Costs Only) Description of Cost Budget for wage increases proposed If this supplemental request is the result of a proposed or completed capital project, please describe. FUNDING SOURCE(S) Funding Source General Fund Water / Sewer Fund Airport Fund Grant (describe) Amount $9, 000 2014 $9000 Annualized (if recurring expense) $9000
DESCRIPTION: Additional Staff, Fire Safety Technician JUSTIFICATION: Inspections As identified in our Fire Service Review , inspections are a requirement of the Fire Services Act, which states that a municipality must provide for a regular system of inspections for hotels and public buildings in the municipality. The WLFD currently has one Fire Prevention Officer who is responsible for all aspects of fire prevention in the department. This includes; fire inspections, fire safety plan review, building plan review, pre-fire plans and public education activities. Although the new Fire Prevention and Control Bylaw has removed the frequency of inspection schedule, it is still almost impossible for one inspector to keep up with the demands of fire prevention and maintain an acceptable level of public safety. Part of the Fire Safety Technicians role will be to assist with the function of fire prevention. Equipment Maintenance As identified in our Fire Service Review, there is a significant amount of work involved in maintaining and servicing the various pieces of equipment and tools used in the Fire Department. This includes re-stocking supplies and materials in the trucks after use, filling air bottles, servicing SCBA components, repairing/servicing tools and small equipment, etc. Other than mechanical repairs which are done by the Mechanical Division, a majority of the equipment maintenance is undertaken by paid-on-call fire fighters. This mainly falls on a core group of paid-call members and presents a growing challenge to the membership to contribute the number of hours required to maintain equipment, In 2012 the WLFD paid $16,000 in maintenance wages to paid-on-call fire fighters to maintain all our equipment. Part of the Fire Safety Technicians role will be to perform all regular equipment maintenance thus alleviating the need for paid on call fire fighters to do the work. There was also approximately $3500 that was paid to other city departments for minor fire hall building maintenance that could be done by the Fire Safety Technician. Types of Maintenance Self Contained Breathing Apparatus is required to be inspected weekly, currently we inspect monthly Small tools are inspected monthly and repaired when necessary. Ladders are inspected on a monthly basis Nozzles are inspected monthly and repaired when necessary Bunker gear is inspected continually and has to be washed after every major fire. Fire hose is tested annually.
General fire hall maintenance is an ongoing task, currently we have to call in staff from public works for simple tasks as changing a light bulb. The Fire Safety Technician could perform the majority of general building maintenance. Weekly Apparatus Checks All fire apparatus are checked weekly to ensure they are ready for response. The weekly checks include; checking all fluids, lights, radios, equipment, Self Contained Breathing Apparatus and performing any minor repairs. Training The Fire Safety Technician will also assist the Training Officer in planning and set up of training sessions as well as filling for the TO when he is away. Fire Extinguisher Servicing Fire extinguishers are required to be serviced annually in accordance with the British Columbia Fire Code. Currently the City contracts this service out at an annual cost of $3600.00. The Fire Safety Technician would be trained to perform annual maintenance checks on all fire extinguishers owned by the City thus saving the annual cost. Monthly Fire Safety Equipment Checks The City is required to perform monthly inspections on all fire safety equipment in all city buildings pursuant to the BC Fire Code. This is currently done by the Citys electrician however, due to his work load; this is not being kept up to date. The Fire Safety Technician would take on this responsibility to ensure all fire safety equipment in all City owned buildings is operational at all times. Emergency Response An added benefit of an additional person at the WLFD will be an improvement in our day time response. Over the last several years we have seen a steady decline in our response time from 8:00am-5:00pm, Monday to Friday. This is due mainly to the difficulty fire fighters have in leaving their place of employment. Being able to improve our response time will enable us to offer a more reliable service to the community during those hours. Possible Funding Sources The WLFD is currently looking at the possibility of taking over the function of Auto Extrication within the City limits. Should this be successful then approximately $46,000 will be saved annually from the current CRD contract. This money added to the money currently being paid for maintenance in the department adds up to approximately $69,100, any shortfall for wages for this position would come from General Revenue.
CONSEQUENCE OF NOT FUNDING: It will be difficult to maintain an acceptable level of inspections frequency with one Fire Prevention Officer and we will still have to rely on our paid on call fire fighters to perform our regular maintenance at the current schedule, which is not compliant in many areas.
2014
If this supplemental request is the result of a proposed or completed capital project, please describe.
FUNDING SOURCE(S) Funding Source General Fund Water / Sewer Fund Airport Fund Grant (describe) Amount 77,310
DESCRIPTION:
Crime Target Team (Prolific Offenders)
JUSTIFICATION:
The detachment is understaffed and has a difficult time meeting initiatives outside of core policing. For example, a four person crime target team and an analyst is necessary to target prolific offenders and we currently do not have this capacity within the Williams Lake detachment. These duties end up getting spread out over the entire officer force as time permits. The City will need to invest in a significant number of positions to increase the capacity of the detachment to provide a quality of service that is expected by the public. A team consisting of 4 officers and one civilian who target and address arising and existing crime trends. The City pays 70% of officer positions and 100% of a civilian position. (prolific offenders)
Amount
$500, 000
DESCRIPTION:
File Reader Position
JUSTIFICATION:
The new police records system, PRIME, has increased the work load amongst all civilian employees and regular members. This in turn has placed a larger demand on supervisors whereby the vast majority of their day is spent in an administrative capacity inside the office reviewing electronic files. This places a greater demand for job capacity on every employee. For this reason the detachment requires an additional employee solely for the purpose of reading and reviewing files/ investigations that will enable the supervisors to spend more time on the front lines providing real time and direct supervision.
Amount
$75, 000
DESCRIPTION: Increase Labour for Parks Division Add two Seasonal Students 1440 Hours JUSTIFICATION: The Parks division over the years has seen many improvements, and additions to infrastructure. This includes and is not limited to several kilometres of trails, ball parks, informational kiosks, log structures, washrooms, play ground equipment, picnic shelters, benches, tables, green spaces, beatification, planting of flower beds, trees, hanging baskets, sidewalk planters etc. As a result of these improvements, there has been a dramatic increase in use. This has increased maintenance substantially; currently there is not enough seasonal parks staff to maintain the parks and trail systems. CONSEQUENCE OF NOT FUNDING: Failure to address the need for additional staff will result in an ineffective preventative maintenance program, resulting in failed infrastructure over a period of time. Garbage will be accumulating, grass, weed eating, playground maintenance, building maintenance, flower beds, and landscaping will not be adequately maintained. This will result in higher maintenance cost over time. SUPPLEMENTAL BUDGET DETAILS (Operating Costs Only) Description of Cost 2 Seasonal Students 2014 Annualized (if recurring expense) $ 29,600 $ 29,600
If this supplemental request is the result of a proposed or completed capital project, please describe. FUNDING SOURCE(S) Funding Source General Fund Water / Sewer Fund Airport Fund Grant (describe) Amount $29,600