A N N U A LR E P O R T

Transcription

1 A N N U A LR E P O R T 2017

2 Table of Contents Message from the Mayor... 3 Council... 5 Council Appointments... 6 Standing committees... 6 Community Liaison/External Bodies... 7 Neighbourhood Association Liaison... 7 Message from the CAO... 9 Objectives, Measures & Progress Community profile Administration Initiatives Communications Human Resources Arts and Culture Corporate and Financial Services Finance Information Technology Corporate Services Planning and Development Planning GIS Building Inspection Bylaw Engineering and Operations Engineering Parks Operations Water Resource Centre (WRC) Financial Statements Audited Financial Statements. Appendix 1 Page 1

3 Many of the photo contributions in this report come from Sechelt and area citizens and photo credit is provided. This is where we live and we love it. Photo Credit: Dana Botsis Page 2

4 Message from the Mayor 2017 marked another year of progressive improvement and growth for Sechelt. As detailed in this Annual Report, the District moved forward with many projects and goals, while continuing our commitment to the 20 year Financial Sustainability Plan. With the addition of two new senior staff, the Director of Engineering and Operations and the Chief Administrative Officer, we continued the careful implementation of the 2015 Management and Organizational Review. With the appointments of a new Director of Planning and Development Services and a Communications Manager in early 2018 we have our full complement of senior staff in place and believe the organizational changes recommended in 2015 are now complete. Supporting this transition, a new online reporting system was added in 2017 to ensure departmental work plans align with the Strategic Plan and Vision for Sechelt as determined by Council. The Financial Stability Plan means higher taxation over the life of the 20 year plan, adding an increase of $70 -$90 per year to the average household combined with increases for inflation and needs our growing community. This is necessary to manage the risk of failing infrastructure, much of it built 4 to 5 decades ago. In addition, the senior management team implemented stronger policies on procurement and asset management, improving fairness and transparency while providing Council with a strong base for decision making. Our community has grown 10% over the last five years. The number of building permits and development permits increased each year since 2014 and the total value of building activity has increased accordingly: $16,785,650; 2015 $18,337,025; $23,996,280; $43,743,314. These values demonstrate a significant increase in housing supply. Unfortunately, to date this increase in supply has not supported an increase in housing affordability. In fact, available housing seems less affordable now than in recent years. The need for more affordable housing is fully recognized by Council and the District is working with developers to expedite affordable housing applications whenever possible. The expansion of the Big Maples mobile home park in Davis Bay, approval for the BC Housing supportive housing project downtown and completion of Davis Bay Habitat for Humanity housing units are all positive contributions to affordable housing in Sechelt, but more is needed. Sechelt is considering policy on long term housing rental and short term vacation rentals to ensure our efforts align with the needs of existing residents, businesses and future development in our community. The District of Sechelt has developed into a well-rounded small city with many amenities and a high quality of life. We can be proud of these accomplishments and the team of staff that maintains it. Agefriendly and accessible recreation options are available through our 55 public beach access points, 34 Page 3

5 municipal parks, 10 playgrounds, 27 trails and pedestrian access ways, 4 multi-use sports fields, 7 softball diamonds, 2 tennis courts, a basketball court, and a skateboard park. We have a great, and very busy, library and a full range of cultural options. The foundations for a strong, stable and sustainable local government are in place. Council and the District of Sechelt will continue to manage risk in a measured and methodical manner - be it financial risk, organizational change, or risks related to our infrastructure. We will use the same careful and measured approach to building the capacity necessary to support our growing community. Bruce Milne, Mayor Page 4

6 Council Councillors D. Inkster, M. Shanks, D. Wright, D. Siegers, N. Muller, A. Lutes, Mayor B. Milne District of Sechelt Council is comprised of a Mayor and six Councillors, elected for four year terms. All of Council can be contacted at council@sechelt.ca. The public is welcome to attend Regular Council and Committee meetings. Page 5

7 Council Appointments Standing committees Name Finance, Culture and Economic Development Standing Committee Planning and Community Development Standing Committee Public Works, Parks and Environment Standing Committee Human Resources / Personnel Standing Committee Accessibility Advisory Committee Airport Development Advisory Committee Community Investment Program Grant Review Committee Downtown Revitalization Advisory Committee Finance Advisory Committee Council Representative(s) Mayor Bruce Milne (Chair); Councillors Darren Inkster, A. Lutes, N. Muller, M. Shanks, Darnelda Siegers, D. Wright Councillor Noel Muller (Chair); Councillors Darnelda Siegers, A. Lutes and M. Shanks Councillor Darren Inkster (Chair); Councillors Darnelda Siegers, D. Wright, A. Lutes Councillors N. Muller and D. Wright Councillor Noel Muller Councillor Doug Wright Councillor Alice Lutes Dormant Dormant Page 6

8 Community Liaison/External Bodies Affordable Housing (Sunshine Coast Councillor Darnelda Siegers Housing Society) Community Justice Program Councillor Alice Lutes Harbour Authority Councillor Doug Wright Island Coastal Economic Trust Mayor Bruce Milne Lower Mainland Treaty Advisory Committee Municipal Finance Authority Municipal Hall/Library Building Select Committee Sechelt and District Chamber of Commerce Sechelt Downtown Business Association Sechelt Public Library Association Board Southern Sunshine Coast Ferry Advisory Committee SC Emergency Preparedness Executive Committee Sunshine Coast Regional District Board SCRD Transportation Committee Youth Action Advisory Committee Dormant Mayor Bruce Milne; Alternate: Councillor Darren Inkster Councillors M. Shanks and D. Siegers Councillor Mike Shanks Councillor Noel Muller Councillor Darnelda Siegers Councillor Mike Shanks Mayor Bruce Milne Mayor Bruce Milne and Councillor Darren Inkster Councillor Darren Inkster Councillor Alice Lutes Neighbourhood Association Liaison West Sechelt Councillor Inkster Downtown Village Councillor Lutes East Porpoise Bay Councillor Muller West Porpoise Bay Mayor Milne Sandy Hook Councillor Siegers Tuwanek Councillor Wright Davis Bay/Wilson Creek/Selma Park Councillor Shanks Page 7

9 Photo credit: Chanelle Walker Page 8

10 Message from the CAO Over the past year we made considerable headway in focusing the organization to ensure alignment with Council s strategic goals while maintaining consistent service levels. All departments are reviewed regularly to improve process and to find efficiencies. The senior management team is now fully staffed, with the selection process wrapping up at the end of 2017 and the two final management positions starting work early in The recommendations of the Perivale + Taylor Organizational Review have been completed. While some of the tasks are ongoing in nature and will continue to be developed over future years, the organizational restructuring is complete. We now have team of experienced managers to move work forward methodically with a measured and evidence-based approach in Although not complete, the Planning and Engineering departments have both made significant progress in improving their processes for applicants and finding efficiencies in processing applications. We will continue this work in 2018 and build on the improvements we have made in our relationships within the development community. Our focus on consistency, fairness and comprehensive analyses drive all of our interactions with the community. Public engagement leading to greater transparency in governance is a major goal of Council and great effort is being made by staff to strengthen this area saw more open houses and public participation opportunities than ever before in the District of Sechelt. We will build on this in 2018 to ensure hot issues such as cannabis legislation and major developments are presented to the public as early as possible to maximize opportunity for feedback. We encourage all Sechelt residents to contact us if they have a question or concern about their community. We are listening. Andrew Yeates Chief Administrative Officer Page 9

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12 Objectives, Measures & Progress The following chart shows the progress made to date on Council s goals GOAL 1: EFFECTIVE GOVERNANCE To operate a high quality and effective local government where residents have confidence and trust in Council and staff s management, planning and decision making OBJECTIVE MEASURE PROGRESS To have Council Departmental policy reviews as Referrals from Outside Agencies policy updated and staff operating with best practices and quality of service needed Finance Policy Foundation Grants for Community-Initiated Projects approved February 2018 Implementation of Developed the framework of the HR Strategic Plan Organizational and Change Management Review Developed the framework of the Employee Handbook/Orientation Manual Developed the Code of Conduct and Conflict of Interest Policies for Employees and Council - will be brought forward to Council in 2018 Developed the Respectful Workplace Policy to be brought forward to Council in 2018 Finalized the Officers and Employees Bylaw Implemented the interdepartmental Business Improvement and Customer Service Committee to identify areas in need of improvement and solutions Review user fees and related procedures Reviewed septage disposal fees and updated the Holding Tank Bylaw Ensure effective purchasing Implemented a revised procurement procedure and a management Provide tools for better planning and decision making in regards to Capital Asset Management Create a development process that is consistent, equitable, and follows best practices Create a Succession Plan Apply Training and Development Fairly and Strategically formal Request for Proposal (RFP) process Required all 2018 Capital budget requests to be accompanied with a business case Bylaws, policies and procedures to review were identified. The new Director of Planning started in 2018 and will begin the work on these. Succession Plan was developed and will be regularly reviewed and updated with the Chief Administrative Officer 2018 Training and development plan complete Page 11

13 OBJECTIVE MEASURE PROGRESS 2017 Create and Implement Probationary Performance Reviews created Probationary and Annual Performance Reviews for Union and Exempt Staff Exempt performance review template was created Preparing and assisting with a Review complete. Post-Project Completion Review of the Water Resource Centre Capital Project. 1.2 To have the knowledge and capacity to respond Ensure response to emergencies mitigates further harm or damage Staff identified to participate in regional district emergency operations preparedness committee effectively to Purchase and install new camera To be completed by end of 2019 unexpected events or emergencies system at Dusty Rd. plant Plan for future change and Assessment complete growth Order spare parts for all critical Spare parts were ordered equipment at the Water Resource Centre Address vandalism and hazards in Security cameras upgraded 1.3 To achieve financial sustainability 1.4 To have effective and respectful relationships with all local governments on the Coast 1.5 To recruit highly qualified and competent personnel public washrooms Create and Implement a new Occupational Health and Safety (OHS) Manual Joint Occupational Health and Safety (JOHS)Committee Meetings Develop a 5-year Capital Plan to focus on realistic targets for reserves and reducing the structural deficit Work with other Sunshine Coast local governments towards a Regional Economic Development strategy Recruit Senior Management Team A section of the OHS Policy Manual is reviewed at every JOHS Committee Annual OHS training occurred in 2017 and courses included Controlling Worker Exposure to Bloodborne Pathogens, Working Safely Around Mobile Equipment, Compliance Plan for Supervisors, JOHS Committee Training and Asbestos in the Workplace A number of staff received Naloxone training through Coastal Health and procedures were implemented 13 JOHS Committee Meetings in 2017 Continued refinement of the capital plan as new issues emerged Continued to provide funding to SCREDO Hired and retained new CAO Hired and retained new Director of Planning and Development (start date in 2018) Hired and retained new Communications Manager (start date in 2018) Page 12

14 OBJECTIVE MEASURE PROGRESS 2017 Create a Wellness Committee and Plan Activities and Initiatives Wellness committee continued with popular events such as: Summer Family BBQ, Christmas Party, Baseball, Yoga, Hiking, Golf, etc. Finalize the New Collective Collective agreement signed Agreement Review and Update the Job Descriptions and Classifications The Joint Job Evaluation Committee re-classified 4 jobs in 2017 Enhance Employee Satisfaction, 2 Twenty year, 3 Ten Year and 4 Five Year Staff 1.6 To work collaboratively with the shíshálh Nation Recognition and Morale Enhance the Recruitment and Selection Process Work collaboratively with the shíshálh Nation Anniversaries in 2017 to celebrate 24 recruitment and selection Competitions in appointments were existing employees 12 regular positions were filled 6 casual positions were filled 1 temporary position was filled 2 summer student positions were filled Some recruitment and selection processes resulted in no employment offers while others resulted in multiple qualified applicants Department heads in Public Works and Parks worked with shíshálh Nation staff as needed on various projects including assistance with road maintenance on shíshálh Nation lands Include Tems Swiya Museum in arts and cultural promotions for the community Began work on Reconciliation Project with shíshálh Nation. Work will continue through 2019 GOAL 2 ECONOMIC DEVELOPMENT: To have a vibrant local and sustainable economy that provides a full range of goods, services and opportunities OBJECTIVE MEASURE PROGRESS To implement an economic strategy that prepares Sechelt for the new economy Support for Sunshine Coast Regional Economic Development Initiative Update Development Cost Charge (DCC) Bylaw Create a plan to help community realize sustainability objectives within environmental, cultural, social and economic dimensions of its identity Memorandum of Understanding signed June 2017 Completed 2017 Work began on the Integrated Community Sustainability Plan Page 13

15 OBJECTIVE MEASURE PROGRESS To strive for a vibrant downtown that has a mix of retail, residential, civic and cultural uses Enhance Porpoise Bay Wharf Obtained a $10,000 Rural Dividend Grant to develop a business case for the future operation of the Government Wharf at Porpoise Bay 2.3 To advocate for new transportation opportunities in cooperation with the SCRD and key partners 2.4 To support the Community Forest in achieving sustainable forestry operations Review Airport operations The 2014 Airport Expansion business case was reviewed. Staff investigated requirements to lease more lots on the airport property Support the Community Forest in achieving sustainable forestry operations Requested the SCCF Board develop and budget for an extensive public engagement plan GOAL 3 COMMUNITY DEVELOPMENT To achieve a sustainable community by balancing environmental, economic and social values OBJECTIVE MEASURE PROGRESS To have policies, practices and regulations that promote quality development consistent with the District s Vision and Official Community Plan Review and update the Community Investment Program Completed recruitment and appointment of two CIP Grant Review Committee members for Hosted a public Grant Workshop for the benefit of potential grant applicants 3.2 To have policies, practices and projects that preserve and protect our ocean, shorelines and natural environment Develop projects that preserve and protect our ocean, shorelines and natural environment Co-hosted Ocean s Day event with the Sunshine Coast Conservation Association (2017) Upgraded several beach access trails and provided information through social media and a print brochure on where to access the beaches and how to be a responsible beach user Investigate ways to make use of reclaimed water from the WRC A report was presented to Council on reclaimed water use Page 14

16 OBJECTIVE MEASURE PROGRESS 2017 Water conservation Parks installed drought resistant and native plants in our gardens. Parks installed an irrigation control which provides total control over 42 valves at 17 stations to shut off water directly from a cell phone or automatically shut off during a rain event Installed drip irrigation system at Davis Bay waterfront gardens Protect local wildlife Seven new wildlife resistant garbage cans were installed at Kinnikinnick sports fields to reduce the risk of bear interactions with the public Protect the natural environment The Adopt a Tree Program saw 20 new street trees planted The invasive weed program tackled numerous stands of knotweed, broom and blackberry. Funded and participated in Ocean s Day for the 3.3 To improve our physical environment with spaces and places that engage the community 3.4 To have an infrastructure plan in place so the District s assets operate effectively over the long term first time Improve our physical Ancient Log display apparatus built and sign designed environment with spaces and Worked with shíshálh Nation to obtain archaeological places that engage the approval to dig and prep site for log display community Rockwood Lodge repair and renovation (completed spring 2018) Worked with Sechelt Community Archives to develop opening exhibition and plans for future use Beautification programs Completed 4 art wraps on BC Hydro utility boxes Develop ways to connect the neighborhoods of Sechelt Maintain pleasing appearance of Dusty Rd. Sewage Treatment Facility Inspect sanitary manholes Repair collars on sewer outfall line Applied for & received a 2 nd round of funding from BC Hydro Beautification Grant program for art wraps in 2018 Art wrap planned for new utility box in Brookman Park as part of general Public Works upgrades to area surrounding park Worked with Arts Council to create additional street banners near the Art Gallery Worked with organizers to ensure community events are successful Fostered relationships with volunteers to assist with Parks maintenance and beautification projects Create a pedestrian access way from Heritage Rd. to Gale Ave. north and Heritage beach access Continued maintenance A majority of the manholes were inspected in The remaining manholes have limited accessibility. Deferred to 2019 or 2020 due to cost Page 15

17 OBJECTIVE MEASURE PROGRESS 2017 Sewer expansion project West Tendered but came in over budget. Planning for 2018 Sechelt and West Porpoise Bay Trail Bay storm outfall upgrades Two backflow preventer valves were installed on Ocean Ave and Inlet Ave outfall. Design for Trail Avenue Design is ongoing, tender expected by end of July realignment Paving program as per the Completed in 2017 McElhanney Report 2015 (multiyear implementation) Sewer functional plan for Selma Tender drafted Park, Davis and Wilson Creek District wide sewer modeling Tender drafted New Operations Centre Final design approved 4.1 To increase affordable housing within the District of Sechelt 4.2 To advocate for a range of housing types and services that supports a diverse community 4.3 To support community and cultural activities that promote diversity and community connectedness GOAL 4 SOCIAL WELL-BEING To be a safe, healthy, inter-generational and inclusive community Work with community groups Council approved a rezoning application to support a and other local governments on homeless shelter located on Wharf Ave. addressing homelessness Update plans and policies to ensure support for diverse housing types Review the various means of support provided to community and cultural activities, festivals and events Provide grants to community non-profit organizations Age friendly plan adopted Adoption of the BC Housing Shelter rezoning Adoption of the Habitat for Humanity rezoning and Development Permit Adoption of the Affordable Housing agreement with Oracle Properties Council directed staff to develop a Festival and Events Strategy Inter-departmental discussions and analysis of current support for festivals and events Review of current plans, policies, bylaws and procedures that impact festival and events in Sechelt Staff consulted with current festival producers Staff have reviewed examples and best practices for other municipalities Issued $140,665 in Community Investment Program grants to 21 community non-profit and charity organizations (March 2017 Page 16

18 OBJECTIVE MEASURE PROGRESS 2017 Promote community cultural offerings Promoted 17 local festivals and events in the BC s Guide to Arts & Culture Hired local artist to design the 2017 printed guide to Summer in Sechelt festivals and events listing and shared with the public via two local newspapers, our website, and social media Assisted in promoting local festivals via social media Encourage financial sustainability of local non-profit and charity Agreements for multi-year grants signed in February 2017 for 3-year terms organizations providing services to the community Agreement with Farmer s Market signed in March 2017 for a 3-year term GOAL 5 BUILDING SECHELT S IDENTITY To articulate what Sechelt s identity is based on the community s people, history, culture and environment OBJECTIVE MEASURE PROGRESS To articulate Sechelt s identity so residents and businesses are proud of our community and the Sunshine Coast Collect and care for artworks that are significant to Sechelt and its residents Heritage preservation and education Continued to develop, maintain and promote the Public Art Program Continued to maintain a Public Art Inventory Provided free Public Art & Murals walking tours to the public on Culture Days weekend Continued to promote free mobile app of our Public Art walking tour (BaladoDiscovery.com) Festival s heritage exhibition and s-yi yaya theatrical performance presented local histories of Sechelt and the shíshálh Nation Repair and renovation of Rockwood Lodge heritage building 6.1 To improve communication with the community 6.2 To engage our community so everyone has the opportunity to Update website to be mobilefriendly Citizen Satisfaction Survey Increase accessibility of Public Meetings Update the public on a regular basis Create Council liaison appointments to various local organizations and neighbourhood groups Website upgrade completed January 2017 Survey to be every second year Began live-stream of Committee meetings Monthly Mayor s Message in local paper Monthly Municipal Memo ad in local paper Increased social media use Council liaisons continued Page 17

19 OBJECTIVE MEASURE PROGRESS 2017 contribute to our Provide Arts and Cultural Continue local and free focus on Summer Music Series overall success programming that is free and accessible to the public Plan opportunities for arts & cultural programing in Rockwood Lodge Community Arts Space Continue to support arts-focused street banners Continue to pursue opportunities to integrate art into everyday via collaboration with parks and public works capital projects Continue to pursue opportunities to showcase local artistic talent in beautification programs Photo Credit: Kat Smyth Page 18

20 Community profile Sechelt and the surrounding area is one of the most naturally beautiful places to live and visit. Located on the traditional lands of the shishalh people and in between the Salish Sea and the Sechelt Inlet, the community is surrounded by mountains, ocean and lush, green forests. Located 30 km north of Vancouver, Sechelt is the largest municipality on the Sechelt Peninsula. The peninsula does not have an overland connection with the mainland. Access from other areas of the province is via BC Ferries or other water or air transportation. Sechelt is a magnet for tourists with a sense of adventure. Sechelt boasts year round adventure with options for fishing, golf, kayaking/canoeing, hiking, biking, boating, diving, swimming, skateboarding, birdwatching, backcountry snowshoeing and cross country skiing, air and marine tours within only a few minutes of downtown. In addition to being an amazing recreation hub, Sechelt boast a vibrant arts community. Dozens of art studios and galleries adorn the community. The many cultural events including; an art walk, a writer s festival and arts festivals, leave the artist or art lover with plenty to see and do. The District of Sechelt boasts a full time Arts and Culture Coordinator to provide support to the arts and culture community. The current population of the District of Sechelt is over 10,000; more than double what it was when the municipality was incorporated in A temperate climate, beautiful natural environment and a small community atmosphere in close proximity to the amenities of the Lower Mainland make the area popular with retirees, business professionals, entrepreneurs, and young families. Sechelt is a retail and service centre for the over 30,000 residents of the region. Page 19

21 Administration The Chief Administrative Officer oversees the administration of the municipality, its officers and employees. Administration keeps Council informed on corporate matters, advises Council on policy and other matters, and ensures Council policies are implemented. The Administration team at the District of Sechelt consists of Communications, Arts and Culture, Human Resources and Council support and works closely with all other departments. Initiatives In 2017 this department implemented Envisio software to manage and track Council s strategic goals in each department. The Envisio program will help managers and Council to track projects and initiatives and the Administration team provided the lead on the implementation 2017 also saw the successful completion of the recruitment of the management team for the District of Sechelt. With a full complement of dedicated managers, 2018 will see some vast improvements in services and programs. Page 20

22 Communications In 2017 the Communications Division provided support to Council, managed Council correspondence, community engagement and the district website and social media pages. The department works to ensure open and transparent government is achieved utilizing inperson and digital channels. This department is undergoing some changes in Highlights Improved the District of Sechelt website online services and features. Human Resources Human Resources is responsible for strategic human resources planning, recruitment and selection, administering employment contracts and the collective agreement, compensation and benefits, occupational health and safety, performance management, employee relations, corporate training and development/succession planning and employee wellness initiatives. Human Resources ensures organizational compliance with the legal framework governing the relationship between an employer and its employees such as the Employment Standards Act, BC Human Rights, Occupational Health and Safety Regulations etc Highlights Naloxone policies and staff training were implemented Annual 2 day OHS training was conducted. Courses included Blood-borne Pathogens, Working Safely around Mobile Equipment, Asbestos, and JOHS Committee training Exempt performance review template was created 360 reviews conducted on new management 13 Joint Occupational Health and Safety Committee meetings 4 jobs were re-evaluated by the Joint Job Evaluation Committee Wellness Committee hosted a variety of events Arts and Culture Arts, culture and heritage are major contributors to building a strong and healthy community, economic development, cultural identity and sense of place. The District supports the cultural life of our residents through a variety of programs, festivals, community grants, venue and equipment rentals, and through the continued support of the Sechelt Public Library and the Sechelt Community Archives. The District hosts five annual festivals and events, and supports dozens of others. The District s Arts, Culture and Communications Coordinator helps to maximize the benefits that investment in arts, culture and heritage can bring to our community. The District recruited its Chief Administrative Officer, Director of Engineering and Operations, Director of Planning and Development (who commenced employment in January 2018), and Communications Manager (who commenced employment in January 2018) Casual employees were implemented 2017 Highlights The Arts and Culture Department a department of one part-time staff person completed several projects to improve the community. A BC Hydro Beautification Fund grant was used to create and install artist- Page 21

23 designed vinyl wraps on five utility boxes throughout downtown Sechelt. The BC Museums Association awarded the District of Sechelt with a BC Canada 150: Celebrating BC Communities and their Contributions to Canada grant to repair and renovate the lower level of the Rockwood Lodge heritage building. This was a project to repair and renovate the only officially designated heritage building in Sechelt. The District provided support to three local non-profit organizations in their applications for funding from the Sunshine Coast Community Foundation. The District initiated five multi-year ( standing ) grants to local non-profits. These grants were put in place for and contribute to the sustainability of the benefiting organizations and to the overall quality of life for the residents of Sechelt. Benefiting organizations were: the Sunshine Coast Arts Council; the Sunshine Coast Festival of the Written Arts; Sunshine Coast Community Services Public Art & Murals walking tours were hosted in celebration of BC Culture Days Sept 29 Oct 1. Providing free guided tours of the District-owned collection, as well as privately-owned public sculptures and murals, encourages residents and visitors to explore and enjoy their community in new ways. These tours highlight our local culture while demonstrating the walkability of our community. The District of Sechelt hosted a Business for the Arts artsvest workshop and program for local arts and cultural organizations. Successful applicants received year-long training in sponsorships and fundraising and received matching grants from Business for the Arts. After consulting with community stakeholders, the District of Sechelt signed a new 3-year agreement with the Sechelt Farmers and Artisans Market. Other lease Agreements updated and renewed in 2017 include: the Sunshine Coast Festival of the Written Arts (Rockwood property, lodge & box office), Sunshine Coast Arts Council (property at 5717 Medusa St) and the Restorative Justice program of the Sunshine Coast (office rental at Rockwood Lodge). 503 letters to Council were received and responded to $140,665 in grants awarded to 24 local nonprofit and charity organizations 478 visitors and residents made use of the Sechelt Public Art and Murals Walking Tour mobile app Fast Facts 27 festivals and events received grants and/or in-kind support District of Sechelt workforce is approximately 48% female Website page views 108,823 Staff Milestones Two 20 year anniversaries, Three 10 year anniversaries, and Four 5 year anniversaries Page 22

24 Corporate and Financial Services The Corporate and Financial Services Department ensures the District meets all of its legislative responsibilities as well as providing support to the operational departments within the organization. The department is comprised of three divisions: Finance Corporate services Information technology Photo credit: Janis Franklin Photo credit: Jennie Starr Page 23

25 Finance The Finance Division oversees the financial operations of the District and coordinates ongoing financial planning. The Finance Division provides financial information, advice and direction to Council, departments, outside agencies, as well as the public. In addition, this division is responsible for general accounting, taxation, accounts receivable, budgeting, payroll administration, investments, purchasing, grant writing, property insurance. The Finance Division also oversees the operations at the airport Highlights technologies that support current and future services for Sechelt citizens. IT services include: Provide a solid, secure infrastructure for staff Troubleshoot technology issues. Streamline business processes through technology. Install, manage and support all hardware, software and communications assets including infrastructure, telephone and audio visual systems, desktop computers and mobile computing devices Highlights A new procurement procedure was implemented as well as a formal competitive bid process. A new accounting firm to audit the District s financial statements was appointed. Opportunities to lease property at the airport were investigated. The Holding Tank Bylaw was updated to ensure all revenue is collected properly at the Dusty Road septage receiving site. The District successfully applied for a Rural Dividend Grant to study economic opportunities at the Porpoise Bay Wharf. In co-operation with the SCRD the District successfully applied for an Age Friendly Grant to develop an age-friendly/accessible trails guide. Information Technology District of Sechelt information systems support is provided by one employee supplemented with contracted support. The role of IT is to function as a partner in the development and enhancement of business processes. IT works collaboratively with our clients to provide the Initiated an organizational cyber security and awareness program including an IT infrastructure vulnerability assessment and enhanced infrastructure and endpoint device protection. Began developing formal IT business continuity and disaster recovery plans. Continued work on the Enterprise Resource Planning (ERP) project which includes integrating Enterprise Content Management (ECM), Asset Management, Work Management and the Financial System. Upgraded the security camera systems at Hackett Park and the Dusty Road Treatment plant. Supported the implementation of livestreaming all Council meetings to YouTube. Supported the selection and implementation of Envisio strategic management software system. Engaged a consultant to review the operations of the IT Division. Page 24

26 Corporate Services The Corporate Services Division is responsible for the corporate and legislative services of the District including the preparation, preservation and safekeeping of minutes, bylaws and records of Council and committee business, legal documents, administration of oaths, certifying District documents and other duties established in the Community Charter. The Corporate Officer is the District s Freedom of Information and Protection of Privacy Officer. Council meets at 7:00 p.m., on the first and third Wednesday every month. Agendas for the meetings are available on the District s website on the Friday before each meeting Highlights Corporate Services assisted with the preparation and the execution and safekeeping of 17 Bylaws and one policy. The bylaws executed include: 562 Officers and Employees Property Tax Exemption 560 Oracle Properties Housing Agreement 559 Sewer Parcel Tax Tax Rates Financial Plan 554 Development Cost Charges Solid Waste Control, Collection and Disposal Amendment Business Licence Amendment Highways and Parking Amendment Bylaw Notice Enforcement Implementation Amendment Municipal Ticket Information Amendment Biosolids Disposal Fees Amendment Sewer User Fees Amendment Public Sewer Amendment Zoning Amendment (BC Housing) Zoning Amendment (Habitat for Humanity) In addition, Corporate services assisted with the drafting and execution of 6 leases and 23 legal agreements. Fast Facts 22 regularly scheduled meetings 38 standing committee meetings Delegations up 62% over Freedom of Information and Protection of Privacy requests 1,102 IT service requests An average of 38,000 s were processed each month and 12,000 spam mails were blocked each month Page 25

27 Planning and Development The Planning and Development Services Department provides coordinated service delivery to the community and development industry related to all aspects of community planning and development. Service areas include: Long-range planning Current planning & development review Building inspections & permits Business licensing Bylaw development and bylaw enforcement Mapping, data management, and GIS services Sustainability planning Environmental management The objectives of the department are to provide timely and effective service delivery, and ensuring that all land use decisions consider the social, environmental and economic community values articulated through the District s Official Community Plan. Photo Credit: Janis Franklin Photo Credit: Denise North Page 26

28 Planning The Planning Division is responsible for current and long range planning for the District. Staff undertake comprehensive planning projects such as the development and review of the Official Community Plan, Zoning Bylaw and Integrated Community Sustainability Plan (ICSP). Planning activities include the review and evaluation of development applications, including applications for OCP amendments, rezoning, variance permits and development permits. Day-to-day activities include responding to counter inquiries, pre-application meetings with builders/developers, interdepartmental liaison through the Development Review Committee (DRC), evaluation of application requests, responding to public inquiries and requests for information, conducting community engagement sessions and public hearings. The Division supports the Advisory Planning Commission (APC), the Planning and Community Development Committee (PCDC) and Council Highlights Adoption of the Age Friendly Plan Adoption of the BC Housing Shelter rezoning Adoption of the Habitat for Humanity rezoning and Development Permit Adoption of the Affordable Housing agreement with Oracle Properties Issued Development Permit for the expansion of a Manufactured home park Issued 131 Business Licenses. GIS The District of Sechelt municipal Geographic Information System (GIS) is the framework for providing mapping information to District of Sechelt staff and to the public. The GIS is a suite of software with modules for desktops and for servers. The GIS provides a spatial context for projects in the Administration, Building, Bylaw, Engineering, Finance, Parks, Planning, Protective Services, and Wastewater Management departments. GIS manages the mapping of all land, resources, infrastructure and buildings in the district. Detailed maps and databases include assessment data and resource information, such as environmental and geotechnical information. GIS staff compiles the data into useful tools that allow the data to be analyzed and utilized to provide information efficiencies to the District Highlights Since 2014, District GIS and IT staff have been implementing Cityworks. This is a software program which integrates with the GIS system and provides software tools to create an asset register, record asset condition and performance, identify critical assets, and optimize the decision-making process to evaluate the value and functionality of the municipality s infrastructure assets. Significant progress was made in 2017 migrating from using an Excel based spreadsheet asset register to utilizing Cityworks as the single District asset register. The resulting Cityworks reports and charts present asset class information including useful life, replacement costs, and condition assessment in a consistent manner. Page 27

29 Building Inspection Building permits are essential in protecting the property owner as well as the community by ensuring that new developments are in conformity with applicable regulations, local bylaws and the BC Building Code. The Building Inspection Division is primarily responsible for ensuring properties are in compliance with the current building code and other building regulations including the District s Building Bylaw (#409, 2003). Activities include the review of construction building permit drawing submissions, on-site inspection of both new construction and renovations, and review of business licenses for compliance with building bylaw requirements for safety Highlights Building permit activity was strong throughout 2017 Building Inspectors issued 149 building permits Inspected 135 residential units Construction values approved through Building Permit in 2017 was $43,053,194 The highest number of Building Permits (85) was issued in the East Porpoise Bay neighbourhood. Bylaw Bylaws are designed to protect public safety and enhance livability within the municipality. Bylaw Enforcement Officers routinely encompass both an enforcement and liaison role within the community They are responsible for bylaw enforcement and ensuring compliance with Council bylaws through education, mediation, enforcement and, when required, prosecution. In addition to land use and property related bylaws, the division maintains bylaws on such issues as noise, unsightly premises, pesticides, dog licensing and control. Department activities also include bylaw development, bylaw review and updating, best practices review, training, reporting and collaborating with a broad range of agencies including the RCMP, Vancouver Coastal Health, Transport Canada, Sunshine Coast Mental Health & Addiction Services, Ministry of Agriculture and the Sechelt Fire Department Highlights In 2017, Bylaw Officers: Responded to 1,021 bylaw complaints (5 remain open including 2 civil prosecutions) Responded to 34 complaints in collaboration with external agencies Issued 192 Bylaw enforcement notices Responded to 113 dog licensing and dog control issues Researched and reported to Council on issues around a potential cat bylaw 57 Development Permit Applications 9 Subdivision applications 7 Zoning Bylaw applications 2 Temporary Use Permit applications Fast Facts 6 Flood exemption Permit applications 8 Variance Permit applications 22 Sign Permit applications Page 28

30 Engineering and Operations The Engineering and Operations Department includes: engineering, the Waste Water Treatment Plant, parks, facilities, roads, sidewalks and sewers. They are responsible for the maintenance and improvements of the District s infrastructure. Page 29

31 Engineering The Engineering Division is responsible for the design and construction of the municipal infrastructure. It also provides the degree of servicing requirements, review and inspection for new developments as defined in the Subdivision and Servicing Bylaw Highlights Engineering hired its first Engineer In Training (EIT) to help with the upcoming developments and capital works. In 2017 was no different than every year; it was busy for Engineering: There were 29 referral comments for upcoming developments and subdivisions. Three capital works projects were initiated, including the following: o o o Trail Ave Redesign Trail Bay Storm Outfall Upgrades Area A02 & A06 sewer design and tender The District application for the Clean Water & Wastewater Fund was successful, and was awarded a grant in the order of $2.9 million, with an additional contribution by the District of $600,000. This will bring sanitary sewer to over a hundred new and proposed houses in West Sechelt and West Porpoise Bay. This grant has been extended until March 31st 2019, allowing the tender and construction process to continue for The Council increased this projects funding to the tune of $600,000 to allow the complete Wakefield Road works. The Trail Ave redesign from the Highway to Turnstone Drive started in 2017 and will be completed in This project will revitalize and improve this roadway for pedestrians, cyclists and motor vehicles, allowing all residents to use this vital roadway. The highway crossing between Mission Point Park and Brookman Park near the Chapman Creek Bridge is complete, allowing safe pedestrian access. This project saw the first Rapid Rectangular Flashing Beacon (RRFB) installation on the coast by the Ministry of Transportation, as well as improved parking facilities and pathway lighting. The 2017 Paving Programs saw roughly 1 km of roadways paved, and storm water catchment facilities improved. This included the paving of Skana Crescent, and improvements to Mason Road. Thirteen servicing agreements were signed in 2017, creating 105 new lots & units to a total of $8.5 million of offsite construction work, including several km of new roads, sanitary sewer, storm sewer, multi-use pathways and other facilities. Additional major subdivisions and developments are nearing completion in early Parks The Parks Division manages a wide variety of parks and public spaces including sports fields, walking and biking trails, natural areas, green spaces and streetscapes. Public access to waterfronts is available at 51 maintained beach accesses located along the shores of the Salish Sea and the Porpoise Bay. The department is also responsible for our urban forest and oversees tree issues and the Adopt-a- Tree program. The beautification program adds an abundance of colour to our Page 30

32 community and sees hundreds of bulbs and annuals complement our perennials, shrubs and trees. Parks also has an instrumental role in supporting events, sports, community associations and volunteer organizations within our community Highlights A new centrally located irrigation control system was installed at the Municipal Hall to serve the village area. The system will allow Parks to remotely control over 50 irrigation valves in downtown parks and facilities. As part of our water conservation efforts, a rain sensor will connect to the controller, shutting down the entire system during rain events. Additional lighting was installed on Lower Kinnikinnick Park to be used during the baseball season. Both diamonds on the lower field were equipped with additional lights allowing play to continue into the late evening. New hand dryers where installed in our public washrooms to replace the paper towel dispensers. These were installed to reduce the risk of fire related vandalism by eliminating this source of fuel. Significant cost savings will also be realized as the hand dryers have replaced the use of paper towels. Seven new wildlife resistant garbage cans were installed at Kinnikinnick sports fields to reduce the risk of bear interactions with the public. As part of a bear awareness campaign, Sechelt now has a total of 35 wildlife resistant garbage cans in 21 outskirt locations throughout the Parks system. A new over-seeder was purchased to significantly improve the germination rate and fertilization program of the Districts of Sechelt s four sports fields. Beach Accesses and Trails A complete rebuild of the Tillicum Beach Access stairs and bridge deck crossing over Davis Brook was completed in early spring. This access connects the neighbourhoods of Tillicum Bay and Sandy Hook and provides access to the beach at the Porpoise Drive Beach Access. A connecter trail was constructed from the Water Resource Center to the Sechelt Marsh. This new trail provides an easy connection to the Marsh for the Surf Circle neighbourhood and beyond. A new lookout with views of the Chapman Creek was constructed near the Kirkland Center. The trail was also rerouted to avoid conflict with neighbouring private property holders. The McCourt Beach Access stairways were rebuilt to higher standards as part of Sechelt Park s ongoing maintenance program. As part of continuing efforts to connect neighbourhoods, a new pedestrian access way was completed connecting Heritage Road to Gale Ave North and the Heritage Beach Access. This connector trail is part of a larger network that allows an off road trail from Reeves Road in West Sechelt to Harbour Beach Access in West Porpoise Bay. A 70 meter permeable pathway was installed at Dr. Walter Burtnick Park in Page 31

33 West Sechelt. This permeable pathway was installed to improve drainage, prevent erosion and reduce the grade for improved accessibility. Park Improvements Parks operations project included a complete rebuild and expansion of the back baseball diamond on the Upper Field at Kinnikinnick Park sports field. Park signs were restored at Kinnikinnick and Brookman Parks and slip proofing was added to many stairways and decks. Sandy Hook Park underwent a major restoration project, opening up view corridors to the inlet. Significant tree pruning was completed, allowing more light into the park. Benches were replaced, the beach access stairway was rebuilt and the trails were refreshed to give this park a much needed makeover. Other improvements included a lawn restoration project at Seaside building grounds, restoration of the pump-track at Proctor Bike Park, paving the parking lot and landscaping improvement at Brookman Park and continuing garden beautification improvements through the village core and Davis Bay esplanade. A Canada 150 mural was painted on the washroom a Friendship Park and several more kiosks were adorned with art wraps beautifying our parks and streetscapes. The Adopt a Tree Program saw 20 new street trees planted to bring the program total to 476 trees since inception. The invasive weed program tackled numerous stands of knotweed, broom and blackberry. Through a volunteer program, groups and individuals played an ever increasing role in helping keep parks and streetscapes clean. Community Liaison Parks continues to play an active role in supporting events, sports groups and volunteers. Everything from supplying barricades and hanging event banners to providing expertise and ensuring the event sites are in pristine condition. Sechelt Park s assisted the Sunshine Coast Conservation Society with the inaugural Ocean s Day event at Friendship Park. Parks also provided support for the Sunshine Coast Arts Festival with the display of the Syi yaya street banners and accompanying events at the Arts Center to celebrate Canada 150. Operations The Operations Division is responsible for road, sidewalk and ditch maintenance for the district. We are also responsible for fleet maintenance and building maintenance for DOS. The operations division manages many other areas such as dangerous trees, street sign installations and maintenance and our storm water collection system. As a coastal community, we also maintain 2 wharfs and one marina Highlights Applied for funding from Transport Canada for our abandoned boat project to remove derelict boats from our coast. Cleanup and repair of North Gale Road after a major mud slide. Repair of Gowland Road after a shoulder collapse. Page 32

34 Source and manage the contract for emergency roof on Robinson House a District-owned building. Assessment and repair of all district sidewalk trip hazards. Managed the contractors and conducted some of the repairs for the Rockwood Lodge restoration. Water Resource Centre (WRC) The Wastewater Division oversees the operation of the Water Resource Center, Dusty Rd pre-treatment plant and the entire sewer collection system including 9 pump stations. Wastewater flows to the plant 24 hours a day, 7 days a week. The plant effluent is tested in the WRC lab daily for the following: turbidity, total solids, organic matter content, ammonia, nitrogen, phosphorus, chlorine, and aluminum content, as well as ph, and presence of fecal coliforms. Plant effluent samples are sent to a certified lab for analysis each month, and these results are reported to provincial and federal regulatory agencies. Wastewater staff also ensure that all pumps, valves, instruments, and sewer systems are operating correctly, and perform equipment maintenance and repairs daily. Operators also analyze lab data, make treatment process changes as needed, troubleshoot issues, and respond to emergency situations. In addition to daily duties, staff conduct public tours of the award-winning facility Highlights The fence line was completed on the north side of the work yard at the Water Resource Center which to increase safety for workers and the public. All fed batch reactors were put online to decrease high tank levels and subsequent overtime. Reducing staff overtime is economically beneficial for the community. Conducted a trial to determine the most effective polymer type to dewater sludge at the WRC. Optimized the plant by adjusting chemical dosages, dissolved oxygen set-points, ph set-points, and aeration time on the fed batch reactors in order to improve plant effluent. Optimizing the wastewater treatment process will benefit the marine environment. Planted various types of new plants in the greenhouse including avocado, water hyacinth, tulip bulbs, and poinsettias to create an aesthetically pleasing environment for the community to enjoy Fast Facts There are 88 km of paved road in the District of Sechelt 60% of our roads (53km) have been identified as needing repair in the next 10 years The District maintains 25km of storm sewer, 40 km of sanitary sewer, and 10km of force main. Maintain 540 decorative streetlights. These are slowly being upgraded to LED units in order to save energy and reduce maintenance costs. There are 51 beach access trails Page 33

35 2017 FINANCIAL STATEMENTS I am pleased to present the Financial Section of the 2017 Annual Report for the District of Sechelt for the year ended December 31, 2017, in accordance with Sections 98 and 167 of the Community Charter. Following the audited consolidated financial statements is an analysis of the 2017 financial results with statistical information. The consolidated financial statements for the year ended December 31, 2017 were prepared in accordance with generally accepted accounting principles and the recommendations of the Public Sector Accounting Board (PSAB) of the Institute of Chartered Accountants and the Provincial Ministry of Community, Sport & Cultural Development. The District maintains a system of internal accounting controls designed to safeguard the assets of the corporation and provide reliable financial information. We verify and test these systems on a regular basis through the use and review of the internal controls. The audit firm of MNP Ltd. was appointed by Council and is responsible for expressing an opinion as to whether the financial statements, prepared by the District s management, present fairly the financial position of the District of Sechelt as at December 31, 2017 and the results of its operations for the year then ended. In 2017, the District s financial position continued to strengthen. The net operating deficit has decreased from $2,119,450 in 2016 to $488,668 in The general fund operating surplus for 2017 was $665,921. This moves the general surplus reserve account from a deficit of $495,426 to a surplus $170,495. The Sewer Fund operating surplus for 2017 was $125,238. These results strengthened the District s Non-statutory Reserve balances by $561,457, or 12.8%. Total revenue increased by approximately $2.1 million or 15.6% over Revenue increases to note for 2017 include $188,000 above budget for building permits, $50,000 above budget for interest earned on investments, and $171,000 above budget for development service agreement fees. Total operating expenses increased by approximately $699,000 or 4.3% over The positive results from operations in 2017 indicate that the prudent approach to financial management that the District has taken will allow it to continue on its path to financial sustainability. Finally, I want to thank all the members of the Finance department for their hard work throughout 2017 and their dedication and commitment to the District of Sechelt residents. Doug Stewart Chief Financial Officer Page 34

36 (in thousands) Revenue by Source Taxation Revenues $ 9,062 $ 7,916 $ 7,427 $ 7,420 $ 7,385 $ 7,164 $ 6,743 Sales of Goods and Services 3,051 2,934 3,288 2,721 2,295 2,228 2,066 Permits, Licences and Fees 1,594 1,374 1,204 1,092 1,122 1,529 1,330 Return on Investment and other interest Grants & Government Transfers 1,254 1,133 1,608 9,105 7,664 2,633 1,192 Income from Business Enterprises 655 (4) (170) Gain (Loss) on Disposal of Tangible Capital Assets and Other 19 2 (347) (368) (164) 543 (92) Development Cost Charges , Total Revenues $ 16,291 $ 13,959 $ 14,665 $ 21,686 $ 21,024 $ 15,117 $ 11,934 $25,000 $20,000 $15,000 Revenue (in thousands) Development Cost Charges Gain (Loss) on Disposal of Tangible Capital Assets and O Income from Business Enterprises Grants & Government Transfers Return on Investment and other interest Permits, Licences and Fees Sales of Goods and Services Taxation Revenues $10,000 $5,000 $ Page 35

37 (in thousands) Expenses by Function Administrative Services $ 2,583 $ 2,755 $ 3,572 $ 3,290 $ 3,206 $ 2,769 $ 2,536 Protective Services 2,470 2,395 2,093 2,037 2,118 2,201 1,996 Infrastructure Maintenance 3,977 3,696 4,252 3,878 3,521 3,460 3,326 Solid Waste Management Sanitary 2,982 2,714 2,412 1,097 1,552 1,367 1,252 Community Development ,424 1, Parks 1,109 1,011 1,028 1,067 1, Library, Arts and Culture Property Management 1,010 1, ,078 1,179 1,187 Other ,522 - Total Expenses by Function $ 16,778 $ 16,078 $ 17,100 $ 14,867 $ 14,384 $ 15,413 $ 12,957 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 Expenses by Function (in thousands) Other Property Management Library, Arts and Culture Parks Community Development Sanitary Solid Waste Management Infrastructure Maintenance Protective Services Administrative Services $ Page 36

38 (in thousands) Expenses by Object Salary and Benefits $ 4,923 $ 4,541 $ 4,592 $ 4,402 $ 4,124 $ 4,800 $ 4,242 Contract Services 4,920 4,954 5,118 4,878 4,928 5,198 3,656 Travel and Education Supplies and Materials Utilities Interest and Bank Charges Risk Management Grants , Amortization 3,836 3,831 3,723 2,912 2,951 2,725 2,584 Total Expenses by Object $ 16,778 $ 16,079 $ 17,100 $ 14,867 $ 14,395 $ 15,413 $ 12,957 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $ Expenses by Object (in thousands) Amortization Grants Risk Management Interest and Bank Charges Utilities Supplies and Materials Travel and Education Contract Services Salary and Benefits Page 37

39 (in thousands) Capital Spending Land $ 75 $ - $ 83 $ - $ 300 $ 257 $ 181 Buildings 67-2, Vehicles, Equipment, Furniture , Other Work in Progress ,742 7, Infrastructure - Roads , , Infrastructure - Drainage Infrastructure - Sewer ,099-1, Infrastructure - Other Total Capital Spending $ 1,661 $ 1,652 $ 3,084 $ 17,861 $ 9,409 $ 4,441 $ 1,365 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $- Capital Spending (in thousands). Infrastructure - Other Infrastructure - Sewer Infrastructure - Drainage Infrastructure - Roads Work in Progress Other Vehicles, Equipment, Furniture Buildings Land Page 38

40 Long- term Debt by Asset (in thousands) Sanitary Sewer $ - $ - $ - $ - $ - $ 194 $ 284 Library RCMP/ Justice Service Building 1,980 2,322 2,646 2,956 3,251 3,532 3,799 Water Resource Centre 5,556 6,297 7,037 4, Total Long Term Debt $ 7,536 $ 8,618 $ 9,779 $ 7,643 $ 3,524 $ 4,081 $ 4,518 $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $ Long-Term Debt by Function (in thousands) Water Resource Centre RCMP/ Justice Service Building Library Sanitary Sewer Page 39