2011 Annual Report RDMW Annual Report-2011... · Regional District of Mount Waddington 2011 Annual Report 4 June 18, 2012 Gen GovtOther Services 2% . Arena 40% . 7 Mile (direct RD)

2011 Annual Report

Regional District of Mount Waddington 2044 McNeill Road | Port McNeill, BC Canada Tel: 250-956-3301 | Fax: 250-956-3232 www.rdmw.bc.ca

1 Regional District of Mount Waddington 2011 Annual Report

June 18, 2012

Contents

Message from Chair Huddlestan ............................................................................................. 2

Administration ................................................................................................................................. 4

Solid Waste ...................................................................................................................................... 6

Parks ............................................................................................................................................. 9

Planning .......................................................................................................................................... 11

Economic Development ................................................................................................................. 15

Emergency Planning ...................................................................................................................... 19

Transit ........................................................................................................................................... 20

Regional Arena ............................................................................................................................... 23

Local Services ................................................................................................................................. 24

1) Water Services .................................................................................................................. 24

2) Sewer Services .................................................................................................................. 25

3) Fire Services ...................................................................................................................... 26

4) Solid Waste Local Services ................................................................................................ 27

2011 Financial Statements ............................................................................................................ 30


June 18, 2012

Greetings: My annual chairperson’s report follows and hopefully will impart a flavour for goings on at the Regional District throughout the year 2011. As experienced in recent years, reduced funding sources and programs flowing from our senior levels of government have presented us with challenges. In our attempt to provide ratepayers with high quality and consistent services, both the staff and your board members have worked very hard on your behalf. In general our region has seen a decreasing population base which is not surprising, in light of the tough economic climate, mainly in the resource sectors. There are however, signs that warrant some optimism moving forward. There has been heightened interest in the region by the mining sector. A provincially funded group called Geoscience B.C. has begun a program that uses the latest technology to revisit and analyze known old deposit areas as well as likely new locations. This has triggered an increase in exploration from the Campbell River Area to the North Island. Alternate energy projects are underway on the Kokish River and at the Cape Scott Windfarm near Holberg. Once these two projects are on line, the receiving capability for B.C.Hydro’s transmission network to Gold River and beyond will be used to capacity. We have and will continue to, lobby B.C. Hydro and the provincial government to commit to upgrading their grid so that other green energy options can be developed. Commercial fisheries opportunities continue to dwindle, especially for the smaller boat operators. The stress and strain on native fish stocks remains a huge concern. On the positive side, the aquaculture industry continues to grow and provide much needed employment in our area. Regional tourism has continued to show promise, but to a large extent is at the mercy of the global economy. We have a lot to offer and must continue to promote and develop marketing strategies. The forestry sector has been relatively buoyant. The “stump-to-dump” operations are reaping the benefit of high market prices. It’s frustrating to see the export of raw logs from our area. In a perfect world there would be value-added mills on the North Island, so we could reap the benefit of that which grows here. One thing remains constant and that is the strong sense of pride throughout our communities. Our First Nations neighbours and partners are seeing a rebirth and heightened interest in rediscovering their cultural and spiritual roots. Many of the bands are developing projects that will lead to economic opportunity and a brighter future for their people. Our regional parks and trails networks are becoming increasingly popular. We are proud of improvements over the last several years. There have been upgrades to waste management


June 18, 2012

systems. It’s great to have recycling facilities in all North Island communities. Now that improvements to the 7 Mile Waste Facility have been completed, we are confident that our needs will be met for the next 30 to 50 years. Operations staff continues to achieve efficiencies at 7 Mile, a job well done. There are other highlights, I am sure the department managers will reference them in their reports. I would like to thank Directors, Gail Neely and Norm Prince, for their service to the region during their terms. I would also like to welcome directors, Jan Allen and Andrew Hory, who joined us following the last local government election. Finally, I wish to express my thanks to staff and my fellow board members for their hard work and dedication in making the Regional District of Mount Waddington a great place to live. Sincerely, Al Huddlestan Chair R.D.M.W


June 18, 2012

Gen Govt 2%

Arena 40%

7 Mile (direct RD) 8%

Parks & Recreation 22%

Est. Contractors 20%

Other Services 8%

RDMW Carbon Footprint Tonnes in 2011

Total = 193 tonnes

Figure 1: RDMW Operational Carbon Footprint

In 2011, Administrative staff continued to coordinate the activities of the Board with all services and necessary financial resources. In Spring, some front office functions were re-organized resulting in improved efficiencies. Difficulties were encountered with new audit standards that required a change in reporting and added considerable costs to what was formerly a relatively simple process. The Regional District continued to support the Mount Waddington Community Health Network which attracted $230,000 to address housing issues on the North Island. The Health Network has become a model for involving Vancouver Island residents with their health care systems and discussions are underway to ensure that it retains a viable organizational structure. Further benefits are also expected from the North Island Regional Protocol Agreement between First Nations and local governments and the implementation of the North Island Workforce Strategy. Climate Action Charter Report: Nominally, RDMW operations emitted approximately 193 tonnes of carbon, down from 286 tonnes in 2010 (see figure 1, below). However, this reduction came from a bookkeeping change that shifted a further 70 tonnes from the Transit service’s carbon numbers to BC Transit. Without Transit, the RDMW’s carbon footprint actually increased 18%. This increase can be attributed a change in a boiler at the arena from electric to propane (30 tonnes) and a full year of operating the leachate treatment system at the 7 Mile Landfill (5 tonnes). Most other services saw reductions. Again, non-eligible measures taken to reduce greenhouse gas emissions at the landfill dwarfed the total operations emissions: reductions of approximately 286 tonnes of CO2 were realized from composting diverted landfill wood and an estimated 200 to 400 tonnes from the apparent reduction of methane (a greenhouse gas equivalent to 20 times CO2 by weight) by methatrobes contained in a covering of soil applied to the landfill. This was an experiment that, should the positive results continue, will enable the RDMW to largely eliminate methane emissions from the landfill at a far lower cost than could otherwise be expected. While this would also help meet future regulatory requirements for methane emissions, this method of reducing methane would not be possible once a final cover liner is placed over the waste as per the design for the landfill expansion. Careful monitoring will be undertaken to ensure that the installation of the liner can be delayed as long as possible. The RDMW continues to take measures to improve energy efficiency including energy efficiency upgrades at the arena and the purchase of an electric truck at the landfill.


June 18, 2012

2011 Administration Goals

Policy Status

Front Office Re-Organization

Staff will be reduced from 2.5 FTE to 2.0 FTE Completed in May 2011

Collective Agreement Negotiations

Three Year contract with unionized workers (except Arena) expires in October, 2011

Main Agreement approved in Feb.; rate revision should be approved in June.

2011 Election Candidate and newly elected Board information packages to be completed (includes updated policy manual). Conduct Election.

Election Complete: Policy Manual still needs update/ review

10% Reduction In Greenhouse Gases from Administrative Sources (from 2009 baseline)

New Administration Vehicle, Office Improvements including added basement insulation, new exterior doors, repaired heat pump

32% reduction achieved, primarily from new vehicle

2012 Administration Goals Policies Policy Manual Update Special committee meetings to be set in advance to review and

amend as needed Procedure Bylaw Update Complete to conform to the amended Policy Manual Electronic Filing Upgrades Complete Digitisation of all Bylaw schedules; Complete

digitization of all ongoing RDMW Administrative records and ensure that all RDMW services have plan in place for same.

New Website Ensure that all services have easily accessible information available on the RD Website

Staff Evaluations Annual Evaluations to be done for all full time permanent staff Further 10% Reduction In Greenhouse Gases from Administrative Sources

1st full year with all improvements in place, continue active monitoring and minor improvements

Encourage further reductions in Greenhouse gases from all services

Utilize gas tax funds strategically in local and regional services which will result in the greatest reductions of both greenhouse gas emissions and operating costs

Direct Deposit Payroll To be available for all staff/Board Updated Financial Accounting System

To be fully functional for Jan. 1, 2013

2011 Administrative Staffing: Administrator - Greg Fletcher; Treasurer - Joe McKenzie; Administrative Assistant - Barb McLaren (retired in May), Liette Patterson and Shana Shambrook; Accounting Clerk - Bonnie Danyk.

- Greg Fletcher, Administrator


June 18, 2012

2011 saw the solid waste program continue expand its participation in various product stewardship programs including electrical appliances as well as integrating new or expanded solid waste management programs in Woss, Malcolm Island and Winter Harbour. The process to update the current Regional Solid Waste Management Plan was initiated but subsequently put on hold until greater clarity was provided regarding the development of a packaging and printed paper stewardship program as mandated by the Province of British Columbia. 2011 Solid Waste Goals Status Establish a transfer station in Winter Harbour

Winter Harbour Transfer Station operational in February 2011

Establish a transfer station/ recycling depot at Woss

Woss Transfer Station operational in May 2011 with recycling shed to be completed in April 2012

Establish a solid waste local service with a transfer station/recycling depot on Malcolm Island

Road side garbage collection started January 2011; Malcolm Island Transfer Station operational in June 2011

Initiate the review and upgrade for the Regional District of Mount Waddington’s Solid Waste Management Plan

Process initiated in the fall of 2011 but currently on hiatus pending the release of stewardship plan by Multi Material BC plan.

Establish a field trial for a methane oxidizing bio cover at 7MLRC

Test sites sampled and bio cover placed on north face of Phase 1. Follow-up testing conducted in February 2012 showing near total destruction of methane released under the bio cover.

Pursue better opportunities through product stewardship programs to increase waste diversion while yet decrease the financial burden on the Regional District

Electric appliance product, Fluorescent bulbs and antifreeze stewardship programs commenced in 2011.

Cardboard, 553

Mixed, 84

Newsprint &

magazines, 24

Plastic , 17

Product Stewardship,

90

Metals, 157

RDMW Recycling, 2011 (diverted ttl.=925 tonnes )

Figure 2: 2011 RDMW Recycling Chart


June 18, 2012

To maximize diversion from the landfill while minimizing the burden on waste generators.

Waste nearly constant 7067 (2010) to 6964 (2011) Tonnes. Diversion increased from 2329 (2010) to 2489 (2011) resulted in an improved diversion rate from 24.8% to 26.4% (2011). In addition to community recycling/Transfer stations above, assisted: Port Alice to restructure their transfer station; a private Port McNeill Recycling service with its logistics; and a major project in Port Hardy shift from demolition to deconstruction.

To continue to improve operational efficiencies between 7MLRC and other waste diversion entities (local government, volunteers, contractors, etc.)

Started utilizing low value paper fiber as a feedstock source for the composting program eliminating shipping costs to markets.

2012 Solid Waste Goals Policies Continue to monitor the development of the Packaging and Printed Paper Stewardship Program (PPPSP) and communicate information to business and communities of the RDMW

Attend information updates through Coast Waste Management Association events regarding the PPPSP and pass information on to stakeholders.

Resume updating solid waste management plan.

Work to commence when draft plan for PPPSP is released in November 2012.

Develop a quality control monitoring program for composting at 7MLRC

Monitoring program being developed and will likely commence summer 2012.

Enhance administrative performance for safety at 7MLRC

Compile Safety Standard Operating Procedures (SOPs) for 7MLRC were compiled into one document. Develop New Incident Investigation SOP in conjunction with major contractors. Track compliance on a weekly basis.

Enhance administrative performance for productivity at 7MLRC: Cardboard Productivity 3 bales/man day Set goals for all other materials that recognize capital and labour requirements and the net cost to taxpayers to be lower than the real cost of landfilling (recently estimated at $115/tonne)

Meet or exceed cardboard and other material standard by scheduling staff accordingly and tracking weekly.

Replace gas powered landfill pickup with an electric powered truck to lower operational costs by $3000, improve productivity and reduce greenhouse gas emissions by 3 tonnes (on annual basis).

Electric truck (partially funded by Gas Tax funds) to be delivered by May 2012 with old pickup to be retired in July 2012 following transition period.

Bring the Phase 3 expansion into operation.

Utilize Phase 3 by January 2012 and erect a permanent wildlife management fence by April 2012.


June 18, 2012

Continue to pursue revenue opportunities to lower operational and capital costs through partnerships with private sector.

Work on opportunities of matching contaminated soils with properties that can be utilized in future 7MLRC capital projects.

Continue to work with private sector entities to develop new business opportunities couples with 7MLRC operations.

Work with small businesses to develop opportunities through waste diversion such as providing discarded bikes or major appliance for rehabilitation.

To Reduce per capita waste generation waste by 3% to 587 kilograms per capita per year.

Continue trend: ie now down 11.7% from 2008 peak landfill tonnage. From 2009, 7 Mile Composting tonnage was up 17.5%; 2011 recycling up 38% ( to 925 tonnes) from 2009.

2011 Staff: Patrick Donaghy, Karl Digby, Brad Tierney, Deb Tierney, Jackie Kirnbauer, and Josh Phillips


June 18, 2012

As shown in Figures 3 and 4, 2011 was a mixed bag for the RDMW’s two hosted fees sites, Link River (Alice Lake) Regional Park and Bere Point Regional Park. Bere Point’s figures were reflective of a poor summer in terms of weather, while Link River benefitted from campers associated with the extensive work being carried out at the Neucel Specialty Cellulose over the same period. The RDMW’s participation in the Alice Lake Loop has been well received locally and by the provincial authorities.

284

695

1018 1106 1073

913 974

828 726

0

200

400

600

800

1000

1200

2003 2004 2005 2006 2007 2008 2009 2010 2011

Bere Point Summer Visitors, 2003-2011

283 278

201 201

83

242 265

392

525

0

100

200

300

400

500

600

2003 2004 2005 2006 2007 2008 2009 2010 2011

Link River Summer Use 2003-2011

Figure 3: 2003 - 2011 Bere Point Park Visitors

Figure 4: 2003 - 2011 Link River Park Visitors


June 18, 2012

2011 Parks Goals Status Enhance overall parks standards progressively Strategic investments and minor operational

changes continued throughout 2011.

Further enhance parks related signage Three Highways permits for new signage procured and installed.

Adjust staff to new duty schedule that reflects greater role in local services and maintenance of the Alice Lake Loop

Progress being made, five year agreement signed for the Alice Lake Loop with Recreation and Trails BC and Western Forest Products.

Build on JOP improvements at Link River Regional Park

New outhouse and swim change complex constructed with solar lighting

Explore the possibility of a new regional park in Electoral Area ‘C’

Initial discussions have taken place between the Regional District, WFP, Quatsino First Nation and Recreation and Trails BC. Marble River a candidate, but no further direction has been provided at Board/ Director level.

Explore appropriate staff training opportunities Danger tree assessment completed in 2011. Improve internet pages for RDMW Parks Service Progress being made.

2012 Parks Goals Policy/Process Further incremental improvements to facilities Modernise waste containment in outhouses;

outhouse replacement with improved facilities; initiation of bear bins and recycling receptacles in three campgrounds; ongoing picnic table replacement; install solar lighting where appropriate.

Boost crew productivity through changes, in part, to time monitoring and recording at the front desk.

Determine a sign in /out process that works for Parks staff on a daily basis, minimises paperwork but satisfies Finance Department requirements.

Update a draft Parks master plan for Board review.

Review existing older plan and update to reflect improvements and changes to service and provide key considerations and recommendations for the RDMW Board.

Danger tree work completed by June 2012 Develop a SOP to specifically for this new skill set available to the service.

Alice Lake Loop contract continuation Continue execution of the contract deliverables to satisfaction of Recreation and Trails BC; ensuring that key works requested of RDMW outside of routine maintenance.

Increase time that Manager spends with crew in the field evaluating performance and project completion.

Policy that Manager will personally inspect and evaluate no less than one RDMW Park per calendar month will be implemented.

Work with WFP to improve the lake view at Hoomak Lake rest stop.

One pass a year over three years has been agreed. RDMW Parks will rent a chipper.

2011 Staff: Parks Foreman - Paddy Hinton; Parks Labourer - Dean Tait. Manager – Neil Smith.


June 18, 2012

In 2011, the Planning Department processed a number of enquiries, applications and referrals as follows:

Activity

In Progress At Beginning Of Year

/ Received

Completed

In Process At

Year End Enquiries 1521 1521 0

Building Permits 2 1 4 Bylaw Enforcement 4 2 2

Crown Land Referrals 47 46 1 Development Permit /

Development Variance Permit 4 4 0

OCP Amendments 2 0 2 Site Permits 9 9 0

Solid Fuel Burning Appliance Permit

2 2 0

Subdivision 18 0 18 Temporary Use Permit 1 1 1 Zoning Bylaw / Bylaw

Amendment 7 6 1

The processing of enquiries and various types of applications and referrals that are submitted to the Regional District are considered to be the top day-to-day priority of and focus for the Planning Department. In addition to this scope of work, the Planning Department is engaged in a number of projects at any given time. In this regard, the following chart shows the status of project goals that were set for 2011: 2011 Planning Goals Policies Status COMMUNITY MAPPING Development of new and

updated cadastral, civic addressing, zoning and OCP mapping for Coal Harbour, Hyde Creek, Malcolm Island, Sointula and Woss .

100% COMPLETE – All 20 maps have been completed and are available on the RDMW website.

RESTRICTIVE COVENANT FOR PROTECTION OF ENVIRONMENTALLY SENSTIVE AREAS

Draft a new covenant document to replace the existing covenant used by the RD to be applied to the title of properties with areas that warrant protection given their environmental sensitivity.

100% COMPLETE – A report that included the restrictive covenant was presented to Planning Committee who ratified it on March 15, 2011.

BUILDING PERMIT FEES REVIEW

Ensure that the administrative and inspections costs charged to the RDMW for the building inspector do not exceed the permit fees being charged to applicants.

100% COMPLETE – Bylaw No. 822 adopted by the Regional Board on September 20, 2011.


June 18, 2012

2011 Planning Goals continued

GIS MISSING PROPERTIES - Enhance GIS system to reduce number (892) of unmapped properties.

The remaining unmapped properties in the GIS need to be researched and mapped accordingly.

Unmapped properties were reduced from 892 in 2010 and to 197 by the end of 2011. This equates to an increase in mapped properties from 69% in 2010 to 97.3% in 2011.

GIS TRAINING - Continued training and coordination with municipalities in use of the GIS system.

To hold workshops with Alert Bay, Port Alice, Port Hardy and Port McNeill staff.

75% COMPLETE –Port Alice, Port McNeill and Port Hardy complete.

UNSIGHTLY PREMISES BYLAW – COAL HARBOUR

Staff to attend the Bylaw Enforcement course at the Justice Institute, following which, a public information meeting will be undertaken to provide information to the public and obtain input. Staff will prepare a report on input received; to proceed at Board’s direction .

100% COMPLETE – Completed in June 2011. No further interest was expressed by the Electoral Area Director or Coal Harbour Local Community Commission to proceed further with the bylaw at this time.

RDMW WEBSITE Staff will undertake revisions to the RDMW website insofar as the provision of planning information to the public is concerned.

35% COMPLETE –Coal Harbour, Hyde Creek, Sointula/Malcolm Island and Woss planning pages have been completed.

NEW REGIONAL ZONING BYLAW

Preparation of a new zoning bylaw to replace Zoning Bylaw No. 21 which was adopted in 1974.

40% Complete, including 3 of 6 components and work revising the Rural (A-1) Zone.

TERMS OF REFERENCE - PLANNING COMMITEE

To formalize the establishment of the Planning Committee and matters related to its mandate/operations.

100% COMPLETE – Planning Committee adopted Terms of Reference at its meeting on April 19, 2011.

TICKET INFORMATION BYLAW

To prepare and bring forward a ticket information bylaw that would give the RDMW the option of issuing tickets with respect to bylaw infractions.

0% COMPLETE – Not considered a high priority in the context of other ongoing projects.

MINIMUM LOT SIZE – RURAL AREAS

To develop a bylaw to increase the Zoning Bylaw No. 21 Rural A-1, 4 hectare minimum lot to address Provincial changes in forest tenures

100% COMPLETE – Staff prepared a report and draft bylaw and presented to the Planning Committee. No decision was forthcoming to move forward with changes.


June 18, 2012

In addition to the projects outlined above, the Planning Department was also active in assisting Port Hardy complete their OCP process, and working with Port McNeill regarding options for a possible boundary expansion. As a result of some of the subdivision activity initiated during the year, it became evident that changes were needed to Regional Zoning Bylaw 21 that could not wait for the process needed to replace the bylaw. As an interim measure, Bylaw 821 was adopted that would provide for Temporary Use Permits in the Bylaw 21 area and options were presented for addressing density issues regarding the Rural A-1 zone. While no action was taken on this in 2011, it is addressed in the 2012 goals, below. 2012 Planning Goals Policies & Process PLANNING SERVICE AND BUDGET REVIEW

Complete detailed review of the planning service in the context of: 1) The ratio of costs and how they are split between the Electoral

Areas and the Municipalities; and, 2) Scenarios related to District of Port Hardy joining the service.

PROCEDURES BYLAW / PLANNING FEES

Update and document customer friendly planning procedures and update fees to ensure that fees charged properly cover RDMW staff time and expenses related to processing.

PLANNING APPLICATIONS AND GUIDES

Prepare new applications for specific types of planning activities to provide the public with an explanation as to the purpose and steps associated with each application type. These new applications and guides would be made available for use by the public and would be posted on the website for direct and easy access.

BYLAW CONSOLIDATION Continue consolidation of planning bylaws (4 were completed in 2011), particularly OCP and zoning bylaws including Zoning Bylaw No. 21.

NEW REGIONAL ZONING BYLAW Continue working on the remaining 4th, 5th and 6th components: 4th- creation of the various zoning categories and the regulations for each zoning category; 5th- identifying all those properties require application of a non rural zoning category;6th- preparation of zoning maps for these properties which will be attached to the zoning bylaw as schedules.

RURAL ZONE REGULATIONS – ZONING BYLAW NO. 21

As an interim measure to adoption of a new regional zoning bylaw, staff will present options insofar as proposed regulatory changes associated with the Rural (A-1) Zone. These changes will seek to: 1) provide greater flexibility for the design of rural subdivisions; 2) establish a level of control related to the form and shape of

water lots vis-a-vis the same type of frontage requirements which are in place for lots that front on a highway;

3) incorporate processes for providing frontage relief; 4) clarifying the application of the minimum lot size for

permitted uses; 5) adding permitted uses (e.g. forestry, home occupation,

accessory) that appear to have been overlooked and are suited to this zone; and,

6) establishing setbacks for buildings and structures (except fences and retaining walls) from property lines.

A process of consultation will be established. MUNICIPAL GEOGRAPHIC INFORMATION SYSTEM TRAINING

Continue to provide support to each of the four municipalities in the use of the geographic information system.


June 18, 2012

2012 Planning Goals -continued APC WORKSHOP Arrange an APC workshop for the fall of 2012 to be attended by

Provincial staff and focus on the latest version of the “Develop with Care: Environmental Guidelines for Urban and Rural Development in British Columbia”.

STAFF REPRESENTATION AT APC / LCC MEETINGS

Staff will continue to attend meetings of the Advisory Planning Commissions and Local Community Commission on a regular basis throughout 2012.

RDMW INITIATED OCP AMENDMENTS – QUATSINO AND WINTER HARBOUR

Meet with Quatsino First Nation administration to resolve any outstanding issues such that Bylaw No’s 766 and 767 can be sent to the Province for consideration of approval.

RDMW WEBSITE Rework and expand the overall Planning section to address a variety of planning matters and to provide more information to the public and update the community sections relating to planning.

PORT HARDY CIVIC ADDRESS MAP Once District staff has completed its review and labelling of the paper cadastral maps provided by the Regional District to demarcate potential cadastral corrections and applicable civic addressing for properties within the District, retain and work with a mapping consultant to prepare of the civic address map.

WOSS COMMUNITY LANDS HERITAGE PARK TENURE

Prepare Applications as follows: 1) for a Crown Land Tenure for Woss Heritage Park 2) Crown Grant for the Woss Recycling/Transfer Station 3) Crown Grant for Community hall, firehall & recreation fac. 4) Crown Grant for Woss Sewage lagoon.

COAL HARBOUR RECREATION SERVICE

Provide details related to the process that must be undertaken to establish a recreation service for the community and to provide examples of how tax requisition dollars will affect property taxation levels.

GEOGRAPHIC INFORMATION SYSTEM IMPROVEMENTS

1) Crown land tenures throughout the RD (last update,2008). 2) Plot the electoral area boundaries in the GIS in detail. 3) Reduce the number of properties missing from the GIS system

such that 99% of properties are included by the end of 2012. CIVIC ADDRESSING – QUATSINO Staff will explore creation and implementation of a civic addressing

scheme for Quatsino and preparation of a civic addressing map. This would be beneficial for emergency response purposes and insofar as utilities are concerned given BC Hydro and Telus utilize civic addressing as part of servicing arrangements with their customers.

Staff: Jeff Long – Manager of Planning; Nelson Lovestrom


June 18, 2012

2011 Goals Policy Status Objective 1: Grow regional collaborations.

• Partnerships Continue dialogue and potential partnerships stemming from the North Island Regional Protocol Agreement. Review Vancouver Island North Tourism’s long term delivery model. Approach North Island College to discuss the potential for a Quality of Life survey/ report partnership along the lines of that done for the Comox Valley Social Planning Society.

Ongoing progress. Complete No progress on request.

• Projects Implement Year 1 of the Mount Waddington Workforce Development Initiative. Completion and circulation of the marine economic study. Plan a significant collaborative project around the acquisition of the Alco locomotive in Woss. Establish a heritage registry for the rural areas of the Regional District.

Executed, some delays Complete Ongoing progress. Area C/D bylaw

• Events Support a local recruitment event or work fair through the Mount Waddington Workforce Development Initiative.

Deferred to 2012

Objective 2: Build community capacity. • Rural

• Infrastructure

Holberg Wharf project completion. Sointula F.O. Hall project implemented if grant application successful.

Ongoing. 90% Submitted, unsuccessful

• Local capacity Hold a capacity building and planning session jointly with Rural BC ahead of the next RDMW budgetary cycle in 2012.

Deferred (ministry changes)

Objective 3: Enhance the regional data profile. • Regional data Share summer student with the planning department to

improve land use data and enhance utility of economic development pages without significant additional expenditures. Continue to monitor grant aid possibilities for research and data gathering.

Progress made ICCI funding secured ($17,000)

• Advocacy Continue to encourage a restoration of local data information gathering by higher orders of government (e.g. local unemployment rate data).

Significant Census progress


June 18, 2012

Objective 4: Promote Vancouver Island North. • Marketing Continued support of Vancouver Island North Tourism in

2011 with ongoing grant management, contract oversight and a further $37,000 of taxation requisition. The RDMW Rural Tourism Action Grant program will be launched in 2011 for rural areas and Port Alice, effectiveness monitored. Market the Alice Lake Loop for the summer 2011 season if MNRO maintenance contract with Parks Service is renewed. Ensure that all eligible businesses in the North Island are levying AHRT in the interests of fairness.

Complete Round completed Ongoing Ongoing

Objective 5: Targeted socioeconomic advocacy. • Policy Continue to apply established policies and criteria in all

communications.

Ongoing

• Technological infrastructure

Analyse and respond to any responses from BC Hydro and Telus in relation to 2010 lobbying efforts.

Ongoing

• Workforce development

Lobby as appropriate as Mount Waddington Workforce Development Initiative progresses. Continue to lobby for decentralised corporate, provincial and federal human resource management decisions to the advantage of the North Island. Continue to lobby for an end to rural-remote cost-recovery programming in post-secondary education and training.

Ongoing Ongoing Ongoing

• Recreation Continue to lobby for new approaches to maintaining and enhancing backcountry recreation amenities currently the responsibility of the provincial government and licensees.

Ongoing

Economic Development 2012 Goals Objective 1: Grow regional collaborations.

• Partnerships • Continue dialogue and potential partnerships stemming from the North Island Regional Protocol Agreement.

• Support the Coordinated Workforce Labour Market Partnership heavily over 2012.

• Maintenance and expansion of partnerships through Vancouver Island North Tourism.

• Projects • Web portal/ gateway project for the North Island. • Implementation of the Woss Heritage Park proposal, pending grant

aid and tenures. • Economic profiling, data-gathering project.

• Events • Support a local recruitment event or work fair through the Mount

Waddington Workforce Development Initiative.


June 18, 2012

Objective 2: Build community capacity. • Rural

Infrastructure • Proactively prepare proposals for future grant aid opportunities

regarding heritage artifacts belonging to RDMW or other service-driven projects.

• Holberg Wharf project completion.

• Local capacity • Establishment of Heritage Registry for Electoral Areas C and D, enabling local communities and groups to take steps to protect and promote heritage artefacts and property.

Objective 3: Enhance the regional data profile.

• Regional data • Share summer student with the planning department to improve land use data for development promotion and support Vancouver Island North Tourism social media project.

• Various data gathering projects funded by the Labour Market Partnership and Invest Canada Community Initiatives completed.

• Review census data as it is released.

• Advocacy • Continue to encourage a restoration of local data information gathering by higher orders of government (e.g. local unemployment rate data).

Objective 4: Promote Vancouver Island North.

• Marketing

• Continued support of Vancouver Island North Tourism in 2012 with ongoing grant management, contract oversight and a further $15,000 of taxation requisition.

• The RDMW Rural Tourism Action Grant program will be continued in 2012 for rural areas and Port Alice.

• Market the Alice Lake Loop for the summer 2012 season with VINT. • Press government to ensure that all eligible businesses in the North

Island are levying AHRT in the interests of fairness.

Objective 5: Targeted socioeconomic advocacy. • Policy • Continue to apply established policies and criteria in all

communications.

• Technological infrastructure

• Analyze and respond to any responses from BC Hydro and Telus in relation to ongoing lobbying efforts and push the Alternative Energy Vision document.

• Workforce development

• Lobby as appropriate as Mount Waddington Workforce Development Initiative continues.

• Continue to lobby for decentralised corporate, provincial and federal human resource management decisions to the advantage of the North I.

• Continue to lobby for improved access and funding to rural-remote


June 18, 2012

cost-recovery programming in post-secondary education and training.

• Fisheries • Lobby as appropriate on fisheries matters where RDMW Board have

carried resolutions.

• Aquaculture • Maintain strong support for the ‘Namgis K’Udas Closed Containment (RAS) pilot project.

• Maintain strong support for continued and improved local recruitment across the aquaculture sector in the region, particularly in farm sites and new technologies.

• Alternative

Energy • Maintain strong support for the Kwagis Power hydro generation

project on the Kokish River. • Maintain clear, strong support for Cape Scott Windfarm.

• Forestry • Build a case for a sawmill on the North Island.

• Develop a forestry sector policy for the region.

Staff: Neil Smith – Manager of Economic Development


June 18, 2012

After six years developing and then implementing the Mount Waddington Regional Emergency Plan, Regional Coordinator Chuck Lok retired. Prior to his retirement, Chuck ensured that his replacement, Cori Neilson, was well prepared to take on the role starting in the new year.

2011 Goals Status Add an additional Emergency Social Services Team for Port Alice

Completed – March 2011

Assist with the development of an Emergency Plan for the Gwa’Sala – Nakwaxda’xw First Nation and Quatsino First Nation

Completed Gwa’Sala – Nakwaxda’xw Plan in May 2011. The Quatsino First Nation Plan is still in progress.

A Full Scale Emergency Response Exercise in the spring of 2011

Completed May 2011

Assist the Village of Port Alice with a Hazard Risk and Vulnerability Analysis

Completed February 2011

Completion of the Disaster Debris Response Plan

Completed June 2011

Promotion of Business Continuity Planning for North Island businesses and Local Governments

In Progress (3 community sessions)

Establish Neighbourhood Emergency Preparedness Programs

NEPP programs established in Quatsino, Malcolm Island and at GNN

2012 Goals Policy Transition to new Regional Coordinator Implement new contract Renew Regional Emergency Management Agreement with local Govt & 1st Nation Partners

Request renewals from partners for 2012-17 period

Expand Neighbourhood Emergency Preparedness Programs

Work with Local Emergency Coordinators; start with a meeting with all.

Tabletop Exercise To be held at an EOC in the fall of 2012 Expand Core Training in BCERMS Level 2 training to be done by fall Newly Elected Officials Training To be done within the RD if possible Promotion of Business Continuity Planning for North Island businesses and Local Governments

In Progress and continuing

Recovery Plan Organization Utilize existing or establish new organization to be responsible for recovery planning.

Continue to support ESS Teams Provide training sessions Staff: 2011 Regional Coordinator - Chuck Lok


June 18, 2012

2011 was the third full year in service for Mount Waddington Transit and the first year in which no major changes were made to the schedule or fare structure. It was a challenging year which solidified the need to ensure that a consistent service with clear policies is provided. Concerns arose regarding BC Bus Passes; HandyDART and VTN; overload policies; BC Transit policies regarding bus advertising and special group trips; and major bus repairs. Although overall passenger numbers increased, ridership broke the consistent pattern of the last three years with record highs some months and unexpected lows in others. 2011 also brought new opportunities to increase and expand the system utilizing HandyDART/VTN and a request from Port Alice to join the transit service. 2011 Goals Goal Actual Increased passengers per Revenue Hour 7.0 6.3 Increased revenue (fareboxes, ticket/pass sales, advertising, special group trips & BC Bus Passes

$60,000 $65,809

Establish Pilot for utilizing service club lift vans within the VTN and develop a proposal so that it could qualify as Handy-dart eligible

Draft proposal developed; NICS (operator) now has a service lift van available in port McNeill/islands; need 1 more for Port Hardy area

Develop a protocol for handling overload situations Complete – up to 3 standees at a maximum of 60 km/hr

Continue monitoring routes to improve efficiency and rider satisfaction, e.g. late ferries

Draft schedule for BC Transit

Ensure correct allocation of BC Bus Passes to MWT Adjustment to be made in 2012

Figure 5: 2009 - 2011 Transit Ridership


June 18, 2012

BC Bus Passes The Ministry of Social Development (MSD) offers an annual bus pass for seniors and those with disabilities meeting their criteria. The pass is available for $45 per year. Mount Waddington Transit receives a monthly credit of $26 per pass issued in this region. In previous years the credit was received for 28-29 passes, however in 2011 the number of passes credited was only five. Drivers were requested to informally report the number of BC Bus Passes used to BC Transit and it was determined that at least 29 passes were issued in this region. BC Transit investigated and found that the MSD had contracted the processing of BC Bus Passes to a private company. Due to software errors, bus passes had not been allocated correctly and this impacted other systems in addition to MWT. BC Transit has been working through the issue in 2011 and is close to making the adjustments in revenue for the affected systems. This may result in a credit adjustment of approximately $6500 for 2011. HandyDART and Volunteer Transportation Network Service The HandyDART service provides door-to-door service for mobility-challenged riders. The service is provided in two 15 minute “pockets” scheduled in each Port Hardy and Port McNeill only. HandyDART is cost-shared with BC Transit at 52% and the Regional District at 48%. The Volunteer Transportation Network (VTN) provides a similar service utilizing volunteer drivers which operates in every community that MWT does. The Regional District pays $15,000 per year to the contractor, North Island Community Services to run the service. Donations are used to supplement VTN. This program is not cost-shared with BC Transit. Both services are coordinated by the Transit Office Manager through the Transit Office and all attempts are made to coordinate services with the conventional service as well. Unfortunately both services are very under-utilized driving up the already expensive costs of “custom” services. HandyDART costs approximately $178.36 per hour based on 100 trips in 2011 and VTN approximately $170.45 per trip based on 88 trips. Combining the services and creating a more flexible system that would be eligible for funding through BC Transit would result in a cost savings for BC Transit and the RDMW. A viable service proposal would utilize two wheelchair-accessible vans driven by volunteer drivers, one in Port McNeill and one in the Port Hardy area. In 2011, North Island Community Services was gifted a wheelchair-accessible van for Port McNeill. And although a thorough search has been done for a van in Port Hardy none have been found that are available. This proposal is on hold until a second van can be located. Bus Advertising and Special Group Trips Mount Waddington Transit has had interior and exterior advertising since the start of the service. The original buses both came outfitted with exterior frames in which to insert advertising. When 2202 was brought into service in 2010 it was missing some items including the bell pull system, bike rack, and exterior advertising frames. After numerous attempts to obtain the frames, in November 2011 BC Transit stated that no modifications may be made to the buses but that they would allow adhesive exterior advertising. Special Group Trips were done on an occasional basis with the advance approval of the Transportation Committee and BC Transit. NICS would coordinate the trips and invoice for payment. New in 2011 was the requirement by BCT to charge a minimum of $75/hour which is the average hourly operating cost of MWT as determined annually. As well they require a complicated system of invoicing where NICS advises the RDMW and BCT of the total cost, RDMW invoices the party for the total amount, BCT then invoices the RDMW for the total amount and once payment is received, the RDMW pays BCT’s invoice and BCT credits 48% of the invoice back


June 18, 2012

to the RDMW. However, it has not been determined if RDMW was invoiced for the last special group trip in January 2011 and if so, if the credit was received. Port Alice Service The Port Alice Senior’s Group and new mayor put forward a request to the Mount Waddington Transportation Advisory Committee to participate in the transit service. Four options were developed based on cost, level of participation and service and ranged from a Port Alice supported van connector service to a full-fledged partner under Mount Waddington Transit. Port Alice’s preference is to be a full-fledged partner and so a formal request for expansion under the Transit Improvement Program was submitted to BC Transit. Major Bus Repairs In December 2011, the Port Hardy bus (2107) required a major repair. While an estimate was received for $5000, through a combination of factors the bus was out of service for a month and the resulting invoice was over $10,000 and the service was interrupted for 2 days. As a result of this incident, a new policy was developed with BCT regarding repair policy protocols. Saturday Service The Woss/Mount Cain Connector (Route 6) continues to be successful as a regular part of MWT’s winter service with ridership increasing as the service becomes known. Skiers from Port Hardy and Storeys Beach also started utilizing the ski connector in December of 2011. The Spring/Summer Saturday schedule has regular riders as well and Coal Harbour/Quatsino Band have expressed their desire for Saturday service. This will be reviewed with respect to ridership levels which despite more than doubling to 567 were still at relatively low levels. 2012 Transit Goals Policies/Process Increased passengers per Revenue Hour to 7 Ridership to 30,000

Continue to encourage new bus shelters at strategic sites, improve signage, fine tune scheduling

Increased revenue (fareboxes, ticket/pass sales, advertising, special group trips & BC Bus Passes) to $70,000

As above plus further targeted sessions with key groups (ie seniors & students), increased use & accuracy of BC Bus passes

Decrease the cost per trip (currently $12.50) to below the Provincial average (currently $10.50)

Increased ridership

Extend the life of buses in existing fleet to 8 years Work with BC Transit to ensure mid-life servicing is done and long term maintenance measures are done as required

‘Namgis First Nation participation in service Request last in Dec. 2011 Ensure correct allocation of BC Bus Passes to MWT Formal reporting will be done by

drivers Port Alice Service Expansion Develop services alternatives that

will enable a cost-effective service Submission to the BC Transit Independent Review Panel Present submission in May 2012


June 18, 2012

2011 Goals Status Increased Utilization :

1) Revenue by raising fees, increased utilization 2) Users by better scheduling including web based

Revenue up 10% to $163,000 Hours of use down 1% to 2815

Install new control system Completed in December Fix the Image Room heat pump & controls Complete Have staff trained and cross trained to cover all aspects of operations

33%. Refrigeration certification still needed. Basic Ice Safety Course needed.

2012 Goals Policies/Process Increased Utilization

Revenue by raising fees, increased utilization Usage by better scheduling & advertising, including web based

Have staff trained and cross trained to cover all aspects of operations

Basic Safety Course scheduled for April; staff to be supported to getting refrigeration ticket

New Chiller Estimated cost $60,000, to be done in summer

New Condenser Estimated cost $70,000, to be done in summer

Re-built De-humidifier Estimated cost $15,000, to be done in summer

Energy Upgrades Estimated cost $5,000, funded with gas tax funds

Ensure Standard Operating Procedures, including safety practices are up to date and abided by

Review & amend procedures as necessary

Collective agreement Negotiate new collective agreement prior to Sept 1.

Staff: Rob Batho – Arena Manager; Kathy Wood, Secretary/Events Coordinator; Dave Vanlerberg and Amber Scarfo, Facility Maintenance Workers


June 18, 2012

The Regional District has 24 local services managed by the Manager of Operations, Patrick Donaghy. Here, they are described by their function. 1) Water Services

Woss Water Service: The community of Woss has 196 connections and sources its water from two wells. Operations are carried out by K&K Waterworks and everything went well in 2011. 2012 Goals Policies/Process Update water services rules and regulations bylaw to allow for effect management of the system.

Draft an updated report and bylaw, present to Woss for review prior to adoption.

Review and update Emergency Response Plan

Plan updated by April of 2012

Coal Harbour Water Service: The Coal Harbour Water Service provides potable water to both the community and the Quatsino First Nation Reserve. Drawing its water from Quatse Lake, water is treated by filtering, chlorination and Ultra Violet light. Two large water storage tanks provide an excellent means of insurance should the water treatment plant need to be taken off-line for maintenance or other disruptions. Operations are done by contract by Paul Getman. 2011 Goals Status Initiate planning for the replacement of the cast iron water main at Albert Hole and Eagle Point Roads;

Subsequent prioritization has removed this project as a high priority initiative.

Installation of water meter sufficient to measure output of water plant;

Water meter installed at the water treatment plant in 2011

Initiate amendments for updating water rates and regulations bylaw;

Water rates bylaw updated in 2011.

Initiate planning for household metering.

Subsequent prioritization has lowered the need to this initiative in relation to other priorities.

Update Emergency Response Plan for water system

Update to the plan completed by April 2012

2012 Goals Policies/Process Install meters at all lift stations to determine where the excess volume passing through the treatment plants comes from.

Meter installation should be complete by the fall of 2012

Determine condition of Coal Harbour/Quatsino Reserve distribution systems

Work with the Quatsino First Nation to initiate and implement a study of the system.


June 18, 2012

2) Sewer Services

Woss Sewer Service: The community of Woss has 196 connections and treats its waste water via a lagoon. Operations are carried out by contractor K&K Waterworks and everything went well in 2011. The main priority for the Woss sewer service is to: 2012 Goals Policies/Process Update sewer services rules and regulation bylaw so it is consistent with current legislation and regulatory agencies.

Draft an updated report and bylaw, present to Woss for review prior to adoption.

Obtain a Crown Grant for the Sewage Treatment Lagoon site

Consult with and request support of the Namgis First Nation and apply for a Crown Grant

Improve the accuracy of the records of discharged wastewater

Install V-notch weir at the outfall to the lagoon to monitor the volume of treated effluent released

Coal Harbour Sewer Service: The Coal Harbour Sewer Service provides sanitary disposal of waste water for 192 properties within the communities of Coal Harbour and the Quatsino First Nation Reserve. Depositing its effluent into Rupert Inlet, waste water is treated by primary and secondary processing. A portable generator set acts as a means of insurance should the lift stations be taken off-line due to power disruptions. Currently the waste water treatment plant is dealing with volumes that exceed its capacity during peak events and management is working with the community and the Quatsino First Nation to study the problem and identify corrective actions. Operations are carried out by contractor Paul Getman and other than peak flow events, everything went well in 2011. 2011 Goals Status Initiate detailed study of Coal Harbour/Quatsino Reserve collection systems and the waste water treatment plant;

Discussions with Quatsino First Nation continue regarding the study.

2012 Goals Policies/Process Install meters at all lift stations to determine where the excess volume passing through the treatment plants comes from.

Meter installation should be complete by the fall of 2012

Determine condition of Coal Harbour/Quatsino Reserve collection systems to find opportunities to reduce infiltration and assess the waste water treatment plant capacity;

Work with the Quatsino First Nation to initiate and implement a study of the system and, if applicable, develop a plan to reduce infiltration and make other necessary system improvements.


June 18, 2012

Sointula Sewer Service: The community of Sointula has 320 connections and treats its waste water using an aeration/clarifier system. Operations are carried out by Alden Barnett and everything went well in 2011. Hyde Creek Sewer Service: The community of Hyde Creek has 49 connections using a forced pressure collection system and treats its waste water via secondary treatment. Operations are carried out by contractor Paul Getman and everything went well in 2011. 3) Fire Services

In 2012, goals common to all departments include developing administrative procedures to meet Worksafe regulations using a system developed in Hyde Creek as the foundation and developing joint purchasing protocols to help reduce costs. Woss Fire Protection Service: The Woss Volunteer Fire Department (VFD) provides fire protection to the community. Most members are also active in the Woss Rescue Society which responds to Motor Vehicle Accidents (MVA) along Highway 19 between the areas of coverage served by Sayward and Port McNeill. The department’s chief is Brad Galeazzi. The primary goal for 2012 is to obtain a Crown Grant for the Fire Hall site. Coal Harbour Fire Protection Service: The Coal Harbour Volunteer Fire Department (VFD) provides fire protection to the community and the Quatsino Reserve. The department’s chief and deputy chief are Kirk Bell and Andrew Hory, respectively. In 2011, the Underwriter’s continued the recognition of the 20 year old fire truck subject to annual testing of the truck’s pump. Goals for 2012 are to develop a service agreement with the Quatsino First Nation to enable the replacement of the fire truck and work with the Coal Harbour Community Club to develop a long range plan for the fire hall. Sointula Fire Protection Service: This service provided emergency services to the community of Sointula throughout 2011. The department’s chief is Tom Trimmer. Turn-out gear will be upgraded in 2012. Hyde Creek Fire Protection Service: This service provided emergency services to the communities of Hyde Creek, Nimpkish Heights, Twin Peaks and neighbouring properties throughout 2011. The fire department’s chiefs are Cam Brady and Doug Von Schilling. Hyde Creek has developed its administrative processes to meet WorkSafeBC regulatory requirements and this system will

Figure 6: Sointula Sewer Treatment Plant


June 18, 2012

become the basis for other RDMW volunteer fire departments to meet their obligations. In addition, an energy upgrade will be done on the Hyde Creek Firehall, using Gas Tax funds. 4) Solid Waste Local Services

Local solid waste services provide garbage collection that is often coupled with recycling and waste transfer stations. In all cases, the services are designed to complement the Regional Solid Waste Service. Woss Solid Waste Collection Service: Starting in 2011, Woss’ solid waste service went from a weekly curbside garbage collection with 143 clients to including a manned transfer station and a recycling depot. The construction of the depot at the site of a dump site adjacent to the community of Woss required application for a Crown tenure, the removal of debris and the erection of a lock block structure that allows users to deposit oversized waste and discarded metal in large 40 yard bins from above. Due to tenure concerns, the construction of the recycling shed was postponed to 2012. 2011 Goals Status Obtain land tenure for a community transfer station/recycling depot

10 year license of occupation obtained

Construct transfer station with lock blocks.

Transfer station constructed and in operation by May 2011

Begin recycling drop-off program. Recycling drop-off depot operational using a 40 yard bin as temporary housing.

2012 Goals Policies/Process Construct Recycling Shed at Woss depot to enable all RDMW recyclable materials from Woss to be diverted at source.

Hire a contractor to complete the work. Ensure that there is adequate equipment and systems in place to make it fully operational.

Obtain a Crown Grant for the community transfer station/recycling depot

Consult with and request support of the Namgis First Nation and apply for a Crown Grant

Coal Harbour Solid Waste Collection Service: The community of Coal Harbour has 93 properties whose garbage is picked up weekly and taken to 7 Mile Landfill and Recycling Center. Operations are carried out by Fox Disposal and everything went well in 2011. In 2012, plans include consideration of changes in pickup frequency and the design of a recycling drop-off.

Figure 7: Work begins on the Woss Solid Waste Collection Service


June 18, 2012

Malcolm Island Solid Waste Collection Service: The Malcolm Island solid waste service became operational in January 2011 with the first road side collection of all developed properties. Pickups are every two weeks with a two can limit. By June 2011, the Malcolm Island Recycling Depot opened and has been very busy ever since with three openings a week. The depot allows residents to drop off a wide range of materials that include electronics to cardboard.

2011 Goals Status Construct transfer station and recycling depot.

Transfer station and recycling depot constructed and in operation by June 2011.

Begin road side collection of waste for Malcolm.

Road side collection commenced January 2011.

2012 Goals Policies/Process Continue develop solid waste service for Malcolm Island.

In 2012 develop internal RDMW capacity to transport more diverted materials from transfer station through training and equipment.

Staff: Jodie Garwood and Stephanie Rockman Winter Harbor Solid Waste Collection Service: This service became active in early 2011 with the construction of the Winter Harbour transfer station. Two specially designed trailers allow residents to deposit their waste conveniently in the communities of Winter Harbour and WD Moore Camp. When these trailers are full, they are hauled to the transfer station and the contents placed in a large covered bin which are eventually taken to 7MLRC. 2011 Goals Status Construct transfer station. Transfer station constructed an in operation by

February 2011.

Figure 8: Malcolm Island Solid Waste Collection Depot Building

Figure 9: Construction of Winter Harbour Solid Waste Collection Site


June 18, 2012

Provide trailers to Moore Camp and Winter Harbour residents so that waste can be taken to the transfer station for proper disposal.

Trailers operational in 2011.

2012 Goals Policies/Process Monitor transfer station. Carry out water quality testing in August 2012 to

assess if there is any impact from waste management at site.

Staff: Patrick Donaghy - Manager of Operations

Chair

Director

Director

Director

Director

Director

Director

Director

Director

Al Huddlestan

Bev Parnham

Doug Aberley

Gail Neely/Jan Allen

Gerry Furney

Heidi Soltau

Phil Wainwright

Norm Prince/Andrew Hory

Dave Rushton

District of Port Hardy

District of Port Hardy

Village of Alert Bay

Village of Port Alice

Town of Port McNeill

Electoral Area A

Electoral Area B

Electoral Area C

Electoral Area D

t •• • :

Administrator Greg Fletcher

Treasurer Joe Mackenzie

Manager of Operations Patrick Donaghy

Manager of Economic Development Neil Smith

Manager of Planning Jeff Long

External Auditors MNP, LLP

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MNPIndependent Auditors’ Report

To the Members of the Board of the Regional District of Mount Waddington:

We have audited the consolidated statement of financial position of Regional District of Mount

Waddington as at December 31 201 1 and the consolidated statements of operations, changes in net

financial assets, cash flows and related schedules for the year then ended, and a summary of significantaccounting policies and other explanatory notes.

Managements Responsibility for consolidated Financial StatementsManagement is responsible for the preparation and fair presentation of these consolidated financial

statements in accordance with Canadian Public Sector Accounting Standards, and for such internal

control as management determines necessary to enable the preparation of financial statements that are

free from material misstatement, whether due to fraud or misstatement.

Auditors’ ResponsibilityOur responsibility is to express an opinion on these consolidated financial statements based on our audit.

We conducted our audit in accordance with Canadian generally accepted auditing standards. Those

standards require that we comply with ethical requirements and plan and perform an audit to obtain

reasonable assurance whether the consolidated financial statements are free of material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in

the consolidated financial statements. The procedures selected depend on the auditors’ judgment

including the assessment of the risks of material misstatement of the consolidated financial statements,

whether due to fraud or misstatement. In making those risk assessments, the auditor considers internal

control relevant to the entitys preparation and fair presentation of the consolidated financial statements in

order to design audit procedures that are appropriate in the circumstances, but not for the purpose of

expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes

assessing the accounting principles used and significant estimates made by management, as well as

evaluating the overall consolidated financial statement presentation.

We believe the audit evidence obtained is sufficient and appropriate to provide a basis for our audit

opinion.

OpinionIn our opinion, these consolidated financial statements present fairly, in all material respects, the financial

position of the Regional District as at December 31, 201 1 and the results of its operations, change in net

financial assets and its cash flows for the year then ended in accordance with Canadian Public Sector

Accounting Standards.

il’fA/P

Nanaimo, BCChartered Accountants

August21, 2012

P/ ACCOUNTING ) CONSULTING > TAX

96WALLCE STREET, BOX 514, NANAIMO, BC V9R 5L5‘.5 1.877340.3330 P: 250.753.8251 F: 250.754,3999 mnp.ca

Page 2

Accounts Payable (Note 6)

Restricted Revenue

________

Deferred Revenue (Schedule F)j 868274

Other Liabilities (Note 12)

MFA Capital Debt

________

Regional DistrictMember Municipalities

2010Restated(Note 18)

10787,872

6,683,613

409,418

3,695

3,691,146

681,846

13,474,204

I 3,474,204

Joe MackenzieTreasurer

Al Huddfestan,,,L

Chair

Note: The accompanying notes are an integral part of these consolidated financial statements.

CONSOLIDATED STATEMENT OF FINANCIAL POSITIONAS AT 31 DECEMBER, 2011

I 2011 1

FINANCIAL.ASSETS

Cash & Temp Investments (Note 4) (Note 15) 8,546,617

Receivables (Note 5) 468,802

Inventories for resale 4,118

Municipal Recoverable Debt (Schedule D) 5,319,355

UAB:IÜTIE$Due to Hospital District (Note I 5)

14,338,892

I327465G

1,886,485

301,242

868,274

570,070

8,648,581

10,106,026

1,390,630

260,249

793,764

793,764

541,360

7,120,023

3,428,877

3,691,146

(Note 8) 3,329,225

5,319,355

NET FINANCIAL ASSETS : . : 2,064,242

NON-FINANCIAL ASSETS 13,264,402

Tangible Capital Assets (Note 3e) 13,264,402

InventoriesPrepaid Expenses

ACCUMULATED SURPLUS (Schedule A) 1s328s44 14,156,050

/

Page 3

CONSOLIDATED STATEMENT OF OPERATIONSFOR THE YEAR ENDED 31 DECEMBER, 2011

I 2011

LCWAL

REVENUES:

General Govt Services:Protective Services:Recreation Services:Environmental DevelopmentEnvironmental Health ServicesEconomic DevelopmentRegional TransitUtility Services

751,595257,712

975,546

106,447

1,079,652

202,220

218,575

526,152


2011 2010BUDGET ACTUAL

(Unaudited) Restated(Note 10) (Note 18)

Taxation r2,535,854Grants I 618,385

Sales of Services I 1,653,854

Interest Earned I 51,015

Other Revenue L 431,384

EXPENDITURES:

4,121,603 4,907,837,290,493

4117,898

2,535,853

290,000

780,877

514,873

2,392,709

922,727

1,043,377

23,436

525,588

4,218,129 3,859,779

782,537

281 419

1,022,461

111,892

1,037,276

172,789

243,800

565,955

737,451

241,304

934,532

115,168848,142

183,099

268,285

531,797

(96,526) 1,048,058SURPLUS (DEFICIT) FOR YEAR i172,594

CONSOLIDATED STATEMENT OF CHANGES IN ACCUMULATEDSURPLUS FOR THE YEAR ENDED 31 DECEMBER2011

2011ACTUAL

ACCUMULATED SURPLUSbeginning of year, as reported 14140,574

-- IPrior period adjustrrient(Note 18) 15,476

1[ACCUMULATED SURPLUS, beginning ofyear, restated 14,156,050

* -I

FOR YEAR 117Z594

ACCUMULATED SURPLUS end ofyear 15328644

2011 2010

BUDGET ACTUAL

14,140,574 13,100,878

“ 7,114

14,140,574 13,107,992

(96,526) 1,048,058

14,044,048 14,156,050

Page 4

CONSOLIDATED STATEMENT OF CASH FLOWCASH & TEMPORARY INVESTMENTSFOR THE YEAR ENDED 31 DECEMBER, 2011

2010Restated(Note 18)

419,687

1048,058

1,385,787

1,600,000

(214,213)

6,683,613

Cash Provided By (Used for)

rating Surplus for year

INon-Cash changes to OperationsAmortization 580,166

1,172,5941I

Decrease(Increase) an Financial AssetsAccounts ReceivableInventories held for resale

(59,807)

(59,384)

(423)

Increase(Decrease) in LiabilitiesDeposits Held in TrustAccounts PayableDeferred RevenueOther Liabilities

640,C

495,854

40,993

74,510

28,709

535,656

535,656

(101,924)

(101,686)

(238)

(1,062,103)

(74,418)

(112,954)

(800,013)

(74,718)

(1,867,148)

(1,867,148), ‘ ‘ ‘ , ‘., ‘I

Proceeds on sale of tangible capital assets [J

Debt Repayment (99,651)

(61,674)

6,745,287


Page 5

CONSOLIDATED STATEMENT OF CHANGE IN NET FINANCIAL ASSETSFOR THE YEAR ENDED 31 DECEMBER, 2011

2011ACTUAL

2011 2010

BUDGET ACTUAL

(Unaudited Restated(NotelO) (Note 18)

(96,526) 1048058

(143600) (1,867148)

580,166 535,656

340,040 (283,434)

681,846 965,280

1,021,886 681,846


Operating Surplus for year

ACquisition of tangible capital assetsAmortization of tangible capital assets

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NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTSYEAR ENDED 31 DECEMBER, 2011

REGIONAL DISTRICT OF MOUNT WADDINGTON

1. PURPOSE

The Regional District of Mount Waddington was incorporated under Letters Patent signed on June 1966by the province of British Columbia under the British Columbia Local Government Act.Its principal activities are the provision and coordination of local government services to the residents of fourunincorporated (rural) areas and four municipalities within its boundaries

2. REPORTING ENTITY

The consolidated financial statements of the reporting entity of the Regional District of Mount Waddingtonreflect the assets, liabilities, revenues and expenses of the following funds:

i) General Revenue Fund and associated Capital Fund of the following shared services:. General Government Administration (All areas)a Parks (All areas)a Regional Planning (All areas). Solid Waste (All areas). Economic Development (All areas)a Regional Emergency Management (All areas)a E9 1 1 ( All areas)a Regional Transit (All areas except Area B and Port Alice)a Electoral Area Planning (All areas except Port Hardy)a Electoral Area Administration (Areas A, B, C, D)a Library (Areas A,B,C,D). Arena (Port McNeill, D and Defined Area of Electoral Area C)

ii) Local Service Areas:Local Community Commission (Coal Harbour)Fire Protection (Coal Harbour, Sointula, Hyde Creek, and Woss)Streetlighting (Coal Harbour, Winter Harbour, Sointula, Nimpkish Heights, and Woss)Recreation (Hyde Creek, Malcolm Island, and Woss)Garbage Removal (Malcolm Island, Woss & Coal Harbour)Road Maintenance (Telegraph Cove)

iii) Water and Sewer Funds:Coal Harbour Water Revenue Fund and associated Capital FundCoal Harbour Sewer Revenue Fund and associated Capital FundSointula Sewer Revenue Fund and associated Capital FundWoss Water Revenue Fund and associated Capital FundWoss Sewer Revenue Fund and associated Capital FundHyde Creek Sewer Revenue Fund and associated Capital Fund

iv) General Reserve Fund

3. SIGNIFICANT ACCOUNTING POLICIES

a) British Columbia Regional DistrictsThe Regional District of Mount Waddington is required to follow accounting principles generallyaccepted for British Columbia Local Governments and to apply such principles consistently.

—— Pagel4 —

In accordance with this policy, the Consolidated Financial Statements ofthe Regional District of MountWaddington are prepared by Management in accordance with the principles issued by the Public SectorAccounting Board (PSAB) of the Canadian Institute of Chartered Accountants.

Under the principles of fund accounting, the assets and liabilities, revenues and expenses of the RegionalDistrict are segregated into various funds for accounting and financial reporting purposes.

b) Basis of accountingThe accrual basis for recording revenues and expenses has been followed, whereby revenues arerecognized in the period in which the transactions or events occurred that gave rise to the revenues, andexpenses are recognized in the period the goods and services are acquired and a liability is incurred,whether or not a current cash flow is associated with the transaction.

c) Temporary InvestmentsInvestments are comprised of deposit accounts with the C.I.B.C. and in the pooled investments of theMunicipal Finance Authority (MFA). Funds invested with MFA are pooled with other local governmentsand managed independently by Phillips, Hager & North Investment Management. Investments arecarried at cost which approximates fair market value.

d) Financial InstrumentsFinancial instruments consist of cash and temporary investments, receivables, debt recoverable frommember municipalities, accounts payable and accrued liabilities, other liabilities, short and long-termdebt. Unless otherwise noted, it is management’s opinion that the regional district is not exposed tosignificant interest, currency or credit risk arising from these financial instruments.

e) Tangible Capital Assets (See Schedule E)Tangible Capital Assets, comprised of capital assets and capital work-in-progress, are recorded at originalcost in the period acquired and are categorized according to type.Capital assets costing less than $ 1 ,000 are expensed.Depreciation is recorded on a straight-line basis over the estimated useful life ofthe asset commencing inthe year following year of acquisition. Estimated useful lives will not exceed 40 years unless it can beclearly demonstrated that the useful life is expected to exceed 40 years.Amortization periods for the asset categories of the Regional District are generally as follows:

Engineering Structures 30 to 40 yearsBuildings 30 to 40 yearsMachinery & Equipment 20 to 30 yearsVehicles 1 0 to 1 5 years

Contributed capital assets are capitalized at fair market value and recorded as revenue.

0 Revenue RecognitionRevenue is recorded in the period in which the transactions or events that gave rise to the revenue occur.Amounts that have been received in advance of services being rendered are recorded as deferred revenuesuntil the Regional District discharges the obligations that led to the collection of funds, Taxes arerecognized in the year levied. Sale of services are recognized in the year that the service is provided orthe amount is earned. provided the amount can be estimated and collection is reasonably assured.Government transfers are recognized as revenues in the period in which the events giving rise to thetransfer occur and only recorded once authorized. eligibility criteria is met, and the amount can bereasonably estimated. Contributions are recorded when the event giving rise to the contribution occurs.Investment income, taxation penalties and other earnings are recorded in the year they are earned.

g) Use of EstimatesThe preparation of financial statements in accordance with generally accepted accounting principlesrequires management to make when necessary, estimates and assumptions that affect the reportedamounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of thefinancial statements, and the reported amounts of revenues and expenses during the accounting period.Significant use of such estimates has been made by management in the determination of the liability for

Page 15 ———-- ——

landfill closure and post-closure costs. the estimated net recoverable amount of accounts receivable and

tangible capital assets, the estimated useful life of tangible capital assets for amortization purposes. and

accrued sickleave liability. Actual results will differ.

4, CASH AND TEMPORARY INVESTMENTS (See Schedule C)

Included in cash and temporary investments is $1,450,236 (2010 $4,405902) ofmoneymarket investmentsheld with the Municipal Finance Authority. These investments are carried at cost which approximates fair

market value.

5, RECEIVABLES

2011 2010(Restated)(Note 18)

GovemmentofCanada 49,540 72,245ProvinceofBC 6,375 6,931Local Governments 44,629 45,269Developer Contributions Installments 1 2,698 14,373Trade Receivables 407,499 322,539

520,741 461,357Less: Doubtful Debt Provision 51,939 51,939

$468,802 $409,418

6. ACCOUNTS PAYABLE AND ACCRUED LIABILITIES

2011 2010(Restated)(Note 18)

GovernmentofCanada 49,788 40,006ProvinceofBC 18,681 14,763Local Governments 3,224 -

TradePayables 229,549 205,480$301,242 $260,249

7, LONG TERM INTERNAL DEBT

General Reserve Fund balances amounting to $309,080 (2010 $333,323) are currently employed as loanfinance to Regional District of Mount Waddington Fire Departments for the acquisition of Fire trucks.Principal is recovered from participating departments together with interest at competitive rates. This policy isdesigned to allow the General Reserve Fund a premium over alternative investment rates available in theoutside market while enabling borrowers to obtain a discount against long term market rates.

Service Loan Commenced Maturity Balance Balance2011 2010

SointulaFire $145,000 1/09/2006 31/08/2021 106,201 114,350HydeCreekFire 206,500 1/01/2007 31/12/2021 155,183 166,582WossFire 76000 1/01i2005 31/12/2019 47696 52391Total $427,500 $309,080 $333,323

8. LONG TERM CAPITAL DEBT (see Schedule D)

Long term debenture debt denominated in a foreign currency would be recorded in the accounts at par valuewith the Canadian Dollar, The Regional District has no such debt as at reporting date.

Regional District own debenture debt of $448,025 is reported net of actuarial balances.

Page 16

The reported capital debt liability ofthe Regional District of $3,329,225 (2010 $3,42&877) includes$2,88 1 ,200 (2010 $2,88 1 ,200) borrowed for the Solid Waste Landfill service under the MFA’s 5 year interimfinance program, which does not require payments ofprincipal. This loan has not yet been debentured.

Payment ofprincipal on issued debt ofthe Regional District for the next 5 years is as follows:

2012 2013 2014 2015 2016

SEWER ISSUE#61 17,290 17,290 17,290 17,290SEWER ISSUE #61A 2,897 2,897 2.897 2,897SEWER ISSUE#63 1,219 1.219 L219 1,219 1.219ROADS ISSUE #97 47.246 47,246 47.246 47,246

$68,652 $68,652 $68,652 $68,652 $l.219

Principal on capital debt is accounted for as a reduction in the debt liability, along with actuarial adjustments asadvised by the MFA totaling $30,999 (2010 $26,760) which are recorded as revenue.

Interest on long-tenn debt is charged against fund balances in the period the charges become payable. Interestrecorded in the Consolidated Statement ofOperations in 2011 is $44,702 (2010 $51,063)

Debenture Debt outstanding on behalf of member municipalities is reported net of accrued actuarial balances.Liability of member municipalities as at 3 1 December 20 1 1 was $5,3 1 9,355 (20 10 $3,691,146)

8(b). SHORT TERM CAPITAL DEBT

Included in the Regional District’s capital debt of $3,329,225 is an amount of $2,88 1,200 of short—termborrowings outstanding as at 31 December 2011 (2010 $2,881,200)

These borrowings are being used to fund the 2010 Landfill Upgrade project.

Interest on this short-term debt recorded in the Consolidated Statement ofOperations in 2011 is $48,947 (2010$36,210)

9. MUNICIPAL FINANCE AUTHORITY DEBT RESERVE FUND

The Regional District secures its long-term borrowing through the Municipal Finance Authority. As acondition of these borrowings, a portion of the debenture proceeds is retained by MFA as a debt reserve fund.As at 31 December 2011 the total ofthe Debt Reserve Fund was as follows:

2011 2011 2011 2010 2010 2010Municipal RD Total Municipal RD Total

CashDeposits 107,171 29,427 136,598 83,874 28,458 112,332DemandNotes 294,173 73,214 367,387 244,312 73,214 317,526

401.344 102,641 503,985 328,186 101,672 429,858

10. BUDGET RECONCILIATION

The budget amounts presented throughout these financial statements are unaudited and represent the five yearfinancial plan bylaw approved by the Regional District Board on 15 March, 201 1.

Note i) the budget bylaw is net of transfers to and from reserves, whereas under GAAP the financial statementsexclude such transfers ii) the budget bylaw excludes amortization expense whereas under GAAP the financialstatements are net of amortization expense iii) the budget bylaw includes Debt Principal as an expense.whereas under GAAP this is not recognized as an expense in the financial statements

Page 17

As the scope of financial activity reported in the fiscal plan is not the same as that reported in the financialstatements. the following reconciliation will assist a comparison of actual and budgeted results:

201 1 budgeted net revenue per financial statements (96,526)

Adjustment for Depreciation 580.166Adjustment for Debt Principal (68,655)Adjustment for External Transfers (394,305)Adjustment for Internal Transfers (20,680)

201 1 budgeted net revenue per budget bylaw NIL

11. COMMUNITY WORKS (GAS TAX) FUNDING (Refer Schedule F)

Community Works Funds are a component of the Gas Tax Agreement funding provided by the Government ofCanada, through the Union of British Columbia Municipalities. Gas tax finding is restricted to certain publictransit, community energy, water, wastewater, solid waste and capacity building projects as specified in thefunding agreement. The following balances are included as Deferred Revenue in the Consolidated Statementof Financial Position:

2011 2010Opening Balance of Unspent Funds $658,977 $507,778Add: Amount received during the year 204,354 204,367InterestEarned 6,477 2,817Less: Amount spent on eligible projects (266,476) (55,985)Closing Balance ofUnspent Funds $603,332 $658,977

12. LANDFILL CLOSURE AND POST-CLOSURE CARE

Environmental law place an obligation on a Regional District for certain closure activities and post-closurecare for a period 25 years after closure. Where it is known for certain that a requirement exists for futuresacrifice of economic benefits in relation to the closure care obligation, P53270 provides guidance for therecognition ofthe associated liability. As far as the Regional District’s landfill operation known as 7 Mile isconcerned there exists a contingent liability in respect of landfill closure costs. (refer Note 14)

There remains an obligation for post-closure care beginning 1 January 20 1 2 in respect of Phases I and II. Thishas been estimated at $432,108 as at 31 December 201 1 (2010 $405,101)

The most recent 7 Mile Landfill Design and Operation Plan Update (DOP) completed in November 2008Sperling Hansen Associates (SHA) estimated that the landfill’s service life would extend to 2063. Subsequentto this analysis, the Regional District has been outperforming the assumptions set out in the DOP with thecommencement of the Phase 3 expansion having not occurred yet despite being assumed to begin in 2009 asset out in the plan. Based on this outcome. the 2063 date for the exhaustion of airspace at 7 Mile Landfill is aconservative one with an estimated 75% of the capacity remaining to be filled.

13. ACCUMULATED SURPLUS

December31 2011 2010 restated(Note 18)

Equity in Financial Assets 3,941.724 2,787,692Equity in Tangible Capital Assets 10,367,496 10,477,646Equity in Reserve Fund 1,019,424 890,712Accumulated surplus, end of year $15,328,644 $14,156,050

Page 18

14. CONTINGENT LIABILITIES

As at December 201 1 there existed a contingent liability in respect ofpossible landfill closure costs. estimatedat S59OOOO on the basis ofa report by the Regional District’s landfill consultants. Messrs Sperling HansenAssociates. The uncertainty surrounding this issue is due to the uncertain effect on the need for the installmentofan engineered landfill cover (liner) consequent upon the 2OO92O1Q capital upgrade project for improvedleachate capture. monitoring. treatment and drainage control.

It is anticipated that a resolution of the uncertainty will be achieved over time as a function of the quantity andquality of leachate as determined through stringent monitoring activity.

15. MOUNT WADDINGTON REGIONAL hOSPITAL DISTRICT

The board members of the Regional District of Mount Waddington sit on the board ofthe Mount WaddingtonRegional Hospital District. The Regional District and the Regional Hospital District are separate legal entitiesas defined by separate letters patent and authorized by separate legislation.

During the year, administrative support services provided to the Regional Hospital District by the RegionalDistrict ofMount Waddington totaled $6684O (2010 $66,840)

On behalf of the Regional Hospital District, Regional Hospital District revenues and expenses are received intoand expended from the Regional District’s single bank account held with the C.LB.C. Cash & TemporaryInvestment balances held on behalf of the Regional Hospital District at yearend are included in theconsolidated bank balance of the Regional District. The liability account “Due to Hospital District” reflects thisbalance as $1,886,485 as at 31 December 201 1 (2010 $1,390,630)

16. PENSION LIABILITY

The Regional District of Mount Waddington and its employees contribute to the Municipal Pension Plan(Plan), ajointly trusteed pension plan. The Board ofTrustees, representing plan members and employers, isresponsible for overseeing the management of the Plan, including investment of the assets and administrationofbenefits. The Plan is a multi-employer contributory pension plan. Basic pension benefits provided aredefined, The Plan has about 173,000 active members and approximately 63,000 retired members. Activemembers include approximately 35,000 contributors from local govermnents.

The latest valuation as at December 31, 2009 indicated an unfunded liability of $1024 billion for basic pensionbenefits. The next valuation will be as at December 3 1, 2012 with results available in 2013. Definedcontribution plan accounting is applied to the Plan as the Plan exposes the participating entities to actuarialrisks associated with the current and former employees of other entities, with the result that there is noconsistent and reliable basis for allocating the obligation, Plan assets and cost to individual entitiesparticipating in the Plan,

The Regional District of Mount Waddington paid S84016 (2010 $77,132) for employer contributions to theplan in fiscal 20 1 1.

17. COMPARATIVE FIGURES

The comparative figures have been reclassified where applicable to conform to the current year’s presentation.

18. 2010 RESTATEMENTS (See Schedule G)

The published financial statements for 20 1 0 did not take into account accruals for revenues associated withpayments in lieu of taxes of S 11.871 (less accrued from 2010 $9,556) and paper recycling revenue of $10,043(less accrued from 2010 $4,545) totaling $21,914 (less accrued from 2010 totaling $14,101) necessitating arestatement of net revenue of $7,813 and a restatement of Accounts Receivable of $21,914

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The published financial statements for 2010 did not take into account an accrual for expenses associated withinterest payable on long-term capital debt of$6,439 (less accrued from 2010 $6,987) necessitating arestatement ofexpenses of($549) and a restatement ofAccounts Payable of$6,439.

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Documents

2011 Annual Report RDMW Annual Report-2011... · Regional District of Mount Waddington 2011 Annual Report 4 June 18, 2012 Gen GovtOther Services 2% . Arena 40% . 7 Mile (direct RD)