PLEASE NOTE document library...2020/09/09 · Via Online Zoom Meeting Platform Limited Public...

PLEASE NOTE: In accordance with provincial orders of physical distancing during the COVID-19 pandemic, the District of Sechelt is implementing measures to continue Council and Committee meetings safely by conducting this meeting by electronic communications, with limited in-person attendance at Community Meeting Room (5797 Cowrie Street, Sechelt). In accordance with Ministerial Order M192, First and Last Names, Telephone and/or Email addresses of anyone attending in-person will be collected. Attendees will be required to wear masks and follow physical distancing and sanitizing protocols.

The meeting will be live-streamed on the District of Sechelt’s YouTube channel.

To attend this meeting by computer, go to https://zoom.us, join Meeting ID 864 0806 2334 and Password: Sept2020

If you do not have internet access, you can dial-in to the meeting: 1-778-907-2071 with Meeting ID 864 0806 2334 and Password: 59696194

Questions can be submitted to [email protected] , or drop off/mail a letter (2nd Floor, 5797 Cowrie St., PO Box. 129, Sechelt, BC, V0N 3A0). As appropriate, answers to questions will be posted within our For the Record page on the District’s website, sechelt.ca.

DISTRICT OF SECHELT COMMITTEE OF THE WHOLE MEETING

Via Online Zoom Meeting Platform

Limited Public Gallery Attendance at Community Meeting Room, 5797 Cowrie Street, Sechelt, BC

Wednesday, September 9, 2020 3:00 pm

AGENDA

1. CALL TO ORDER AND DECLARATION OF CONFLICT

2. ADOPTION OF AGENDA

3. APPOINTMENTS AND DELEGATIONS

3.1 Simon Grant and Stephen Boale – Sunshine Coast Salmonid Enhancement Society

• Information on Short and Long-Term Plans for Facilityand Water Supply

Pg 3 - 11

4. NEW BUSINESS

5. BUSINESS ITEMS

5.1 2020 Second Quarter Department Progress Reports

• Reports from Andrew Yeates, Chief AdministrativeOfficer and Acting Director of Engineering

• Report from David Douglas, Director of FinancialServices

• Report from Andrew Allen, Director of Planning andDevelopment

Pg 12 - 43

5.2 Development Cost Charges – Sunshine Coast Lions Housing Society Request and Related Bylaw Amendment

• Report from Andrew Allen, Director of Planning andDevelopment

Pg 44 - 47

6. ADJOURNMENT

Public Question and Answer Period

Delegation Request

September 9, 2020 – Committee of the Whole Meeting

Simon Grant and Stephen Boale, Sunshine Coast Salmonid Enhancement Society – Information

on Short and Long-Term Plans for their Facility and Water Supply

Providing information on Sunshine Coast Salmonid Enhancement Society’s short and long-term

plans for their facility and water supply, in response to Council’s invitation to appear as a

delegation and in relation to the Sunshine Coast Community Forest Legacy Fund Committee’s

grant recommendations for 2020.

District of Sechelt

Item 3.1

Committee of the Whole Meeting September 9, 2020

Page 3

Sunshine Coast Salmonid Enhancement Society (“SCSES”)

Chapman Creek HatcheryPresentation to Mayor and Council

September 9, 2020

District of Sechelt


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Chapman Creek Hatchery WellBackground

The Sunshine Coast Salmonid Enhancement Society (SCSES), which runs and operates the Chapman Creek Hatchery, is a registered non-profit organization dedicated to sustaining and building salmon stocks in local waterways, and facilitating public education regarding salmonid habitat and life cycles.

We have developed a multi-year plan for safety and operational upgrades to the Hatchery as a way to extend our fish production, community engagement, local tourism, and educational programs.

The Sunshine Coast Regional District (SCRD) has experienced major domestic water shortages in recent years, with Stage 4 water restriction levels during summer months.

In 2018 water temperatures in the creek rose to 23℃; at 16℃ salmon start experiencing health problems, and at 24℃ they cannot survive. This directly impacts the quality and quantity of water available to the hatchery - we have had to reduce, and in some cases cease operations that promote the existence and sustainability of fish stock available to Sunshine Coast residents, sports fishermen, and businesses.

District of Sechelt


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Chapman Creek Hatchery - Well

● The hatchery currently operates on water from the Chapman Creek from anintake pipe located above the hatchery;

● Water from the Chapman Creek is diverted and gravity fed to the hatchery;● Should an emergency situation arise, such as the intake pipe become plugged

by debris or a log, the fish (held in tanks or incubation) would be at jeopardy;● As part of all operations, a hatchery requires a backup water source;● As Mayor and Council are aware, we received a funding grant from Sunshine

Coast Community Forest Legacy Fund totaling $40,000 less 10% hold back or$36,000 for the purpose of completing two test wells which is insufficient tomeet the estimated costs quoted.

District of Sechelt


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Description of Initiative● We have been advised by the Department of Fisheries if the hatchery does not

get a well(s), the future of the hatchery is at jeopardy and will not be able to continue;

● We had a report prepared last year by GW Solutions dealing with the proposed location of a future well, a copy of the report was provided to Council;

● We are now proposing to do 2 test wells and subsequently 2 operational wells;● We have received two quotes and we have requested but not received an

estimate from another contractor who recently toured the site;● The two quotes received were provided to Council through the SC Legacy fund

application

District of Sechelt


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Description of Initiative

● Most importantly, the well water would be used in emergencies situations.○ The well water source could be used to augment the creek water during

low flow periods;○ The well water could be used to chill the hatchery water in the summer

months;○ The well water could be used to warm the hatchery water in extreme cold

winter months;

District of Sechelt


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Funding ProposalThe SCSES had requested $90,000 from the Legacy fund and received a generous contribution of $40,000;

The estimated cost to drill 2 six inch test wells is approximately $65,000 - $90,000

The estimated cost to drill 2 twelve inch production wells is estimated at not less than $132,000 - $192,000

The SCSES intends to seek additional funding for the completion of the project.

District of Sechelt


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Funding

Additional funding for the completion of 2 production wells is anticipated to come from:

● Governments ○ Federal (DFO), ○ Provincial, and ○ Municipal,

● Private donors● Pacific Salmon Foundation

District of Sechelt


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ConclusionThe SCSES seeks financial assistance to provide funding to proceed with the installation of 2 test wells and subsequently 2 production wells necessary for the hatchery operations;

There are significant economic and educational benefits for the Sunshine Coast through the Chapman Creek hatchery, through education programs and salmon (Coho, Chinook, Pink and Chum) reared for release;

Without assistance, the hatchery is at jeopardy to continue.

District of Sechelt


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SECOND QUARTER REPORT

TO: Committee of the Whole

REPORT DATE: September 9, 2020

FROM: Office of the Chief Administrative Officer

DEPARTMENT RESPONSIBILITY In addition to management of District of Sechelt operations, the office of the Chief Administrative Officer (CAO) directly oversees Communications, Arts and Culture, Corporate Services, Community Services and Human Resources.

COUNCIL STRATEGIC GOALS 1 – Promoting Economic prosperity 2 – Enhancing fiscal sustainability 3 – Enhancing community livability 4 – Managing growth effectively 5 – Revitalizing the downtown 6 – Improving governance and communication 7 – Improving operations and infrastructure

COMMUNICATIONS The communications division is responsible for the management of all internal and external communications, community engagement and stakeholder relations, as well as economic development and tourism. This division is also responsible for arts & culture, community facilities and council support.

The following highlights the activities in the second quarter in each of the communications goal areas: 1. Increase capacity to communicate with and engage citizens in meaningful ways.

• Transitioning all meetings and community engagement to digital

• Providing additional instruction for citizens to be able to participate in digitalmeetings

2. Improve internal communications

• A daily staff bulletin began March 19, 2020 and back to weekly in June.

• Biweekly physically distanced in-person team meetings continued in the secondquarter with Water Resource Centre, Parks and Public Works staff, the humanresources manager, the chief administrative officer and communicationsmanager.

Item 5.1


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• Municipal hall staff had biweekly digital meetings.

3. Build the district’s reputation as a desirable place to live and do business.

• Gratitude social media campaign for 14 days with a reach of over 10,000 people.

• Shop local and community pride 20 day campaign with a reach of over 12,000people

• Continue to work with Brand Champions to raise the Sechelt profile and increasecommunity pride.

4. Increase citizen engagement and knowledge of the public process.

• Increased advertising around how to participate in council meetings digitally

• “How to” guide posted on the website

In addition to work on the communications goals for the organization, the communications manager:

• Worked in the Emergency Operations Centre 7 days a week until mid May tocommunicate with consistent messaging across the coast:

o Distancing signs in parkso Daily and then weekly bulletinso SCRD Chair and Sechelt Mayor video messageso Consistent social media messagingo Created a COVID page on District website that was updated daily and

moved to weekly in June.o Change washroom cleaning schedules according to VCH guidelineso Addition of portable toilets for the homeless

• Worked on the phased reopening plan – processes – safety protocols

• Prepared communications messages and materials for other departments suchas: tax insert, Trail Ave, budget 2020, housing needs assessment, municipaloperations

• Worked with VCH, SCREDO and Coast municipalities on reopening messaging

• Worked with the library and the Visitor Centre on reopening plans (installedsafety glass in VIC)

• Prepared for fall closures

• Maintained the COVID-19 page for the District website

• Lead two workshops for the Local Government Management Association

• Provided the Local Government Management Association with information to beshared with other communities on our Community Task Force

During the current changes in municipal operations, the communications team (the communications manager, arts and culture coordinator, executive assistant and community services coordinator) are all working from home and a few days a week in the office with weekly meetings as a team and individually with the communications manager. Productivity remains very high.


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SOCIAL MEDIA DATA:

Facebook

Total followers as of June 30: 1,393

Twitter

Apr 1 – June 30

Jan 1-Mar31/20

Q2 2020 Q1 2020

Followers 1,306 1,289

Avg daily impressions

3,107 1,786 Impressions 31.4k 346 per day

29.4k 324 per day

Avg daily Reach 9,760 1,076 Engagement rate

1.7% 1.4%

RECOLLECT

TOTAL Q2 2020

APP SUBSCRIBERS 830 61

APP USER SESSIONS 18.918 3,459

MATERIAL VIEWS 14,949 1,399

REMINDERS (APP AND WEB) 1,026 97

CALENDAR VIEWS 23,511 2,910

PRINTED CALENDARS 568 78

WEBSITE DATA:

Q2 2020

Page views - total 73,841

Average session - minutes 1.33

Bounce rate 60.51

Top three pages 1. Covid19 – 5,1362. Garbage – 3,4953. Contact – 2,099

Correspondence and News:

Q2 2020 (TO DATE) 2019

Council correspondence

148 293 799

For the Record 17 67 52

News releases 36 36 70

The amount of council correspondence was lower than the first quarter of 2020 (148 vs. 213 letters and emails received). We have already distributed 78 news releases to date,


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which is more than all news releases sent last year. For the Record Posts total 67, again more than the 52 posted last year.

COUNCIL SUPPORT The Executive Assistant (EA) provides the following support to Council: travel booking, meeting note taking, calendar management and correspondence management. This position also provides communications support.

Wherever possible these duties are being performed from a home office, with onsite tasks being completed with appropriate distancing measures in place, in light of the COVID-19 pandemic. The EA had a crucial role in assisting with the set-up of public meetings in an online format and training administrative staff on the new processes.

Goals:

• Improve response time on council correspondence,

• Emails to [email protected] are distributed to each Council memberimmediately.

• Letters and inquiries received in person are distributed to Councillors within 24hours.

• Ensure Mayor and Councillors are accessible to constituents as appropriate.

ARTS AND CULTURE Arts and Culture is responsible for the management of community grants, support and promotion of local arts and culture groups, promotion of Sechelt as an arts and culture destination, and the management of the Sechelt public art collection. Arts and Culture is also involved in planning, developing, and evaluating arts, cultural, and heritage activities and events, including the syiyaya reconciliation movement.

Arts and Culture Social Media Data (April - June, 2020)

Facebook, Twitter and Instagram

Posts 39

Average reach per post (organic/unpaid) 497

GRANTS

• Assisted recipients of District of Sechelt CIP grants with determining how to moveforward with projects funded in 2020

• Awarded a Canada/BC ICIP grant for a new Hackett Park accessible performancespace – planning, approvals, and reporting work started

PLANNING RELATED TO COVID-19

• Attended weekly meetings with the BC Cultural Managers network to developstrategies for continuing to support festivals, grants and cultural services

• Revised plans for Canada Day


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• Revised plans for the Sechelt Summer Music Series

• Hosted Community Festival & Event Planners network session for Sechelt-basedevents

• Presented report to Council with update on community festivals and events, aswell as revised plans for Canada Day & Summer Music Series

WORKSHOPS AND PROFESSIONAL DEVELOPMENT

• Pacific Legal Education and Outreach Society, “Working Through This: Legal Clinicfor the Arts with Martha Rans”

• Creative City Network “COVID-19: The Immediate Needs of Culture SectorWorkers”

• Creative City Network, “COVID-19: Festivals and Events Next Steps”

• Canadian Live Music Association, “COVID-19 and Live Events”

• Kleanza Consulting, “Introduction to the Heritage Conservation Act”

• Charity Village, “The Volunteering Lens of Public Health Emergencies”

• Law for Non-Profits, “The Dos and Don’ts of Starting a Non-Profit”

SPECIAL EVENTS

• Represented District of Sechelt staff in the shíshálh Nation’s Indigenous People’sDay parade

COMMUNITY SERVICES Community Services includes the management of District of Sechelt facilities (Mission Point House, Rockwood Lodge and Seaside Centre) as well as liaising with community groups on various projects and events. Facilities booking and maintenance was brought in-house June 19, 2019, after being contracted out for many years. This year the Community Services division has focused on assessing and protecting these important District assets, as well as developing a strategy to increase community use, while increasing revenues. Community Services provides support for community events, such as Canada Day and Oktoberfest. Administrative functions for the Community Investment Grant Program are also provided by Community Services.

GOALS 1. Increase facilities use by the community.2. Increase rental revenue.3. Provide support to other Administration program areas such as community

events and the Community Investment Program.

NUMBER OF BOOKINGS

April 2020 May 2020 June 2020

Mission 0 0 6


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Rockwood 0 0 4

Seaside 0 0 3

TOTAL 0 0 13

ADMINISTRATIVE DUTIES

• Cancelled all bookings in April and May and refunded deposits and rental fees

• Contacted all renters who had cancelled bookings to advise facilities were open inJune

• 25 Service Requests were placed during April to June, for maintenance of facilities

• Completed Fees and Charges Bylaw

• Created new Facility contracts with new rates

• Created physical distancing signs and updated all facilities to do sheets, with newprotocols and posted into all facilities

• Updated website with facility information and new photographs

• Worked with finance department to purchase new online facility bookingsoftware which will allow renters to view availability, book space and pay feesand deposits online. Initial set up began.

• Attending SDBA board meetings

• Developed recovery response plan for facilities rental, initiated a Facility Checklistand Facility Safety Plan

• Organized hand sanitizer for all DOS owned facilities

• Purchased branded masks for all staff and branded hand sanitizers to give out atcommunity events

SUNSHINE COAST TASKFORCE

• Working with the web designer frequently updating website

• Initiated District takeover of the website hosting in June

• Site wound down in June and remains ready for reactivation

BUSINESS WATCH

• Created FB post for advertising for volunteers

• Organized for Criminal Record Checks for volunteers, input information to financefor payment

• Worked with the Business Watch volunteers, making sure program is running

• Sent detailed reports for Business Watch to local RCMP officer

• Volunteered for Business Watch shifts

• Organized for gas cards to be distributed to volunteers

MAINTENANCE ACTIVITIES APRIL – JUNE 2020

• Regular inspection of Mission House and Rockwood lodge during the pandemic,April, May and June.


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Mission House

• Pathways have been installed

• Ants at Mission House, called exterminator and worked with FacilitiesMaintenance Technician

• Arranged for graffiti to be removed at Mission House

• Alarm and Electronic Locks and cameras installed

Rockwood Lodge

• Set up two offices for staff to use during the first phase of COVID_19

• Living room was painted and refreshed

• Sleeping policeman painted – now is not a hazard for people to fall over

Festival Office

• April 30 - Raccoon entered the building – worked with restoration company torepair roof, clean out attic space and repair ceiling.

Seaside Centre/Visitors

• Safety glass installed in VICKirkland

• Accessible deck was completed in March

PROFESSIONAL DEVELOPMENT MIABC – Parks and Recreation / Facilities rentals

Charity Village - The Volunteering Lens of Public Health Emergencies

CORPORATE SERVICES

Corporate Services 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. It also provides administrative support to the other departments. The Corporate Officer is the District’s Freedom of Information and Protection of Privacy Officer.

SPECIAL PROJECTS

COVID-19

• Corporate Services managed the administrative processes that changed due toCovid 19 Ministerial Order MO192, which was enacted in June.

• Council agenda and meeting procedures were refined to better adapt to theZoom electronic communications platform.


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• Facebook messaging was increased informing the public how to participate inelectronic Council meetings and access agendas.

• Assisted with developing operational policies and procedures for the SecheltBusiness Watch program and liaised with volunteers as needed

• Prepared legal documents for the District to assume hosting the Sunshine CoastCommunity Task Force’s web-site

• Liaised with the public on a variety of requests for information on our newprocesses, including scheduling delegations.

OnBase Records Management Implementation Implementation of the OnBase Records Management data base was ongoing. The Records Coordinator continued with configuring the data base to accept documents. The majority of Planning department file classifications have been completed as well as a significant number of Engineering ones. Over 6400 documents were scanned and/or uploaded in this quarter. As of June 30, 2020 a total of 63,376 documents have been moved to OnBase.

Bylaws Adopted

• 2019 – 2023 Financial Plan Amendment Bylaw No. 581-1, 2020

• Septage Disposal Fees Amendment Bylaw No. 483-3, 2020

• Sewer User Fees Amendment Bylaw No. 426-15, 2020

• Revenue Anticipation Borrowing Bylaw No. 589, 2020

• Zoning Amendment Bylaw No. 25-301, 2020 (Bounty)

• 2020 – 2024 Consolidated Financial Plan Bylaw No. 590, 2020

• 2020 Tax Rates Bylaw No. 591, 2020

• Fees and Charges Amendment Bylaw No. 575-1, 2020

• Septage Disposal Fees Amendment Bylaw No. 483-4, 2020

New Council Policies Adopted

• 1.5.18 – COVID-19 Reopening

• 1.5.19 – COVID-19 Illness and Sick Leave

• 1.5.20 – COVID-19 Work From Home

Leases, Agreements and Contracts completed

• Union of BC Municipalities – 2020 Poverty Reduction Planning and ActionApproval

• Ministry of Transportation – Accessible Performance Space for Hackett Park

• Elphinstone Aero Club – LOT A; District Lots 6682 and 1561

• BC Hydro and Power Authority – Licence of Occupation (Electric Distribution andMetering Kiosk)

Freedom of Information and Protection of Privacy Act Requests

• Received and processed 17 requests for records under the Act


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HUMAN RESOURCES

Human Resources works closely with all departments by providing support, guidance and recommendations in all areas of human resources while adhering to all applicable legislation including WorkSafe BC, Human Rights and the Employment Standards for BC.

This includes:

• Full cycle recruitment

• Administering employmentcontracts

• Working from the collectiveagreement

• Researching and implementingpolicies

• Coordinating and conductingemployee orientation

• Performance reviews

• Performance coaching

• Training and organizationaldevelopment

• Exit interviews

• Compensation and classification

• Labour and employee relationsincluding:o Incident investigationso Managing disability claimso Succession planningo Employee wellness initiativeso Adhering to occupational

health and safety requirementso Reporting to councilo Liaising with the BCGEU Union,

benefits providers and theMunicipal Pension Plan.

RECRUITMENT

• Six jobs were posted internally

• Four of those were posted both internally and externally

• The Director of Engineering resigned leaving a vacancy from June 2020

• The District of Sechelt successfully filled the position with a start date in the fall

• Joint job evaluation committee reviewed two jobs

TRAINING AND ORGANIZATIONAL DEVELOPMENT

• Lock out/tag out training (Water Resource Centre) – completed in February and

March 2020

• Performance review and management training for the senior management team

• Worksite Safety training (HR and Facilities Maintenance Technician) to deliver to

the JOHS committee

• MS Office suite training

• Cybersecurity/Phishing

• Onbase training


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JOINT OCCUPATIONAL HEALTH & SAFETY (JOHS) The JOHS committee continues to meet monthly to review worksite and employee health and safety. In Q2 we reviewed the safety plans for the maintenance of offsite locations, facility inspections as well as ongoing safety requirements such as; vehicle inspections. Each department continues to complete a monthly crew talk that is in line with the BC Municipal Safety Association crew talks.

GOALS 1. Managing growth effectively

Attendance management With the current global pandemic, the attendance management plan has shifted; however, the attendance management vision has the same goals. This includes the system of accountability through strategic tracking, individualized work plans as well as improving the culture to promote accountability and communication between employees and supervisors. In Q2, human resources focused on the supervisor, employee relationship. This included regular meetings for outside workers and the CAO, human resources and communication representatives, individualized work plans and weekly check ins for all remote working employees as well as the initial stages of performance review roll outs.

Performance reviews Performance reviews were finalized in Q2 and are now being used interdepartmentally to track the progress of employee’s individual goals and overall work productivity. As well this has been an opportunity for employees and employers to review job descriptions and ensure both parties are satisfied.

2. Succession planning

• Continue to identify and mentor top performing employees in long term careerpaths

• Internal coaching. Offering internal applicants interview preparation and resumebuilding

• Continue to ensure the annual training and development plan is linked to thesuccession plan

3. Ongoing Human ResourcesThe second quarter marked an unprecedented time for the District of Sechelt as we movedinto a more solidified remote working schedule for municipal hall employees during theCOVID-19 global pandemic. We continued with the reopening plan with phases that mimicthe provincial health phases for reopening. For the month of June we moved to phase two(from complete lock down/remote working for inside employees in phase one) which leftus with 10 people maximum in the office, directional signage and no or limited use of


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communal spaces. Public access was also limited. On July 1st we followed the lead of the province in moving to phase three.

The District of Sechelt remains in phase three which includes a reopening of our communal spaces with limitations, 60% occupancy of municipal hall staff (21 people max) and a working in office schedule. The outside workers continue to be at the workplace daily and meet with the CAO, human resources, and communications monthly (compared to bi-weekly in phase 2).

Respectfully submitted,

Andrew Yeates Chief Administrative Officer


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MEETING DATE: September 9, 2020

FROM: Engineering and Operations

DEPARTMENT RESPONSIBILITY

The Engineering and Operations Department is responsible for Engineering, Public Works, Parks and Wastewater.

COUNCIL STRATEGIC GOALS 1 – Promoting Economic prosperity 2 – Enhancing fiscal sustainability 3 – Enhancing community livability 4 – Managing growth effectively 5 – Revitalizing the downtown 6 – Improving governance and communication 7 – Improving operations and infrastructure

DIVISION – WASTEWATER

The Wastewater division oversees the operation of the Water Resource Centre (WRC), the Dusty Road pre-treatment septage receiving facility and the wastewater collection system including nine lift stations.

The Wastewater division is responsible for ensuring that treated wastewater effluent meets or exceeds Federal and Provincial regulatory requirements.

DIVISION GOALS

1. To be an industry leader in safety. Target of zero lost time accidents, achieved bydevelopment, implementation, and review of site-specific procedures in line withcurrent occupational health and safety legislation.

• In Q2, application was made to WorkSafe BC (WCB) for a 9.22 ConfinedSpace Entry (CSE) variance request for entry into the fed batch reactors,which was approved.


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• The District’s health and safety consultants, ORCA, and the operatorsperformed hazard assessments of the lift stations. The hazard assessmentswill be used to develop CSE procedures. These CSE will also requireapproval from WBC through 9.22 variance application.

• Ongoing site-specific crew talks.

• Development of group lock out procedures for CSE and equipment isolationincluding, effluent line lockout and fed batch reactor lockout.

• Annual inspection and recertification of fire extinguishers, backflowpreventors and emergency lighting.

2. To be in continuous compliance with Federal and Provincial effluent requirements.

• Monitoring and reporting as required by Environment Canada and theMinistry of Environment.

• The laboratory monitoring protocol of the secondary effluent was adjustedto fine tune the operational control.

3. To be in continuous compliance with Provincial reclaimed water requirements.

• Weekly sampling and monitoring of reclaimed water.

• Ongoing investigations of membrane permeability recovery and filterbackwash recirculation effects continue to ensure optimal filterperformance.

4. To ensure the longevity of equipment/assets through a preventative maintenanceprogram including inventory, records, and procedures.

• Performing scheduled preventative maintenance tasks.

• Annual wet well maintenance was performed on two lift stations:Mackenzie and Norwest Bay.

• Replaced the discharge piping on the chlorine day tank.

• Replaced the mag flow meter and an actuator of the sludge handlingsystem.

• Continue to improve the preventative maintenance plan by adjustingschedules, investigating alternative tracking plan, and developing operatingprocedures.

• The effluent outfall into Trail Bay was inspected by Great Pacific Consultingwith assistance from the wastewater operators.

5. To always be able to respond effectively to plant emergencies, collection systememergencies and the inquiries/needs of the community.

• Procedures to hold all flow leaving the WRC were developed to allow forwork to be completed on the effluent line. This was a great opportunity to


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determine length of time possible and to identify strategies in a controlled environment.

NEWS AND NOTES

➢ The wastewater division welcomed two new team members, Graeme Sowchuk,dusty road operator and Steve Lang, casual operator.

➢ The extra staff has allowed the team to perform spring cleaning including groundsand building maintenance at the lift stations and pressure washing the greenhouse.

➢ Some challenges due to the pandemic continued into the second quarter requiringextra monitoring and maintenance of the lift stations to prevent the buildup ofgrease and rags.

➢ Planning began in Q2 for the inspection and maintenance of the air diffuser gridsin the Fed Batch Reactors. The diffuser grids provide for mixing and dissolvedoxygen for secondary treatment.

DIVISION – ENGINEERING The responsibility of the Engineering division is to ensure that District capital projects are designed and constructed in a cost-effective manner and for current and future growth.


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All District assets are maintained in a manner that ensures public safety and longevity. The Engineering division also ensures that the development community adheres to the relevant bylaws for developments approved by Council.

DIVISION GOALS

1. To respond to community needs and safety issues in an efficient and timelymanner.

• Responded to approximately 85 public inquiries.

• Addressed 111 service-locate requests.

• Repaired 38 streetlights.

• Completed 3 traffic assessment, including the pneumatic tube trafficcounter. The traffic counter was installed on Sechelt Inlet Road at adifferent location, as per community association request. The counter wasthen moved to Cowrie street at the boundary of Trail Bay Properties andthe Silverstone development.

2. To respond to the needs of the development community in an efficient and timelymanner.

• Reviewed 1 development design.

• Completed 1 substantial completion inspection.

• Answered approximately 20 development servicing questions.

• Provided 2 development servicing referral comments.

• Reviewed and permitted 7 sewer service connections.

• Initiated 3 permits.

3. To enhance the livability of the community through various capital projects.

• In progress capital projects:o Trail Avenue Reconstruction – during Q2, these works were focused on

the Trail and Cowrie intersection as well as the frontage of Trail Bay Mallto Teredo Lane. This included curb and gutter sidewalk, bike lanes andlandscape improvements.

o Significant archaeological studies have been completed in conjunctionwith all roadwork projects.

o Functional Sewer Plan for Selma Park/Davis Bay/Wilson Creek- thepandemic has delayed completion of this project, including the publicinformation meeting.

o Liquid Waste Management Plan Stage 2 Update – Council workshopcompleted, various committees being established, but the pandemic


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has delayed completion of this project, including the public information meeting.

o Bylaw 430 review – draft bylaw was discussed with District staff and ISLEngineering. Comments were provided by staff to ISL for further revision.

o Bike BC Project on Reef Road, Shoal Way and Lighthouse Avenue –Consultant is preparing 50% design, which District staff are awaiting thisdesign for review.

o Wharf Ave Sidewalk – Active Transportation Grant – Grant awarded to theDistrict; staff are currently discussing with property owners. The Districtalso applied for an ICET Grant to match these funds.

o Airport runway expansion – Additional funding from the grant wasrequested, currently waiting to hear back.

o Applied for Investing in Canada Infrastructure Program – Greeninfrastructure grant for replacement and upgrading of the Wakefield Roadsanitary sewer lift station. Grant is expected to be announced by spring2021.

• Completed 1 in-house surveyso Marine Way Survey of sanitary sewer right of way.

DIVISION – PUBLIC WORKS

The Public Works division is responsible for road, sidewalk, and ditch maintenance for the District.

DIVISION GOALS

1. To increase the safety of the community.

• Flail mower was down for repairs for 3 weeks. Ditch mowing resumed andwork is up to date.

• Replaced safety signage –cleaning signs and replacing weathered signs.

• Increased signage around the Seawatch Subdivision.

• First application of dust control.

• Installed Trail Bay float.

2. To implement quicker responses to community service requests.

• 62 service requests.

3. To eliminate derelict vessels from the District and illegal moorages.

• Have removed several more boat trailers.


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4. To implement preventative maintenance schedules and standards for all Districtfacilities.

• 51 service requests were for facilities.

• Increase in volume of garbage which requires daily clean up, instead ofevery other day.

• Cleaning up abandoned homeless camps.

5. Assisted other departments with various capital projects.

• Monitoring Trail Avenue reconstruction progress daily.

DIVISION – PARKS

The Parks division is responsible for maintaining and managing a wide variety of green spaces and public amenities including:

• 34 parks

• 50 beach accesses and 2 lookouts

• 10 playgrounds

• 4 athletic fields, 7 baseball diamonds, 2 tennis courts, 1 skateboard parkand 1 bike park

• Trails and pedestrian access ways

• Natural areas and urban forests including the Sechelt Marsh, Kinnikinnickforest, and the Chapman trail system

• Green spaces, streetscapes, and site furnishings

• Gardens, planters, hanging baskets and banners

• Garbage and litter removal in parks and trails

• Event support

DIVISION GOALS

1. To respond to community needs in an efficient and timely manner.

• 12 park service requests.

• The parks department assists with landscape inspections and designsbrought forward by engineering and planning, as well as providing input ondevelopment application landscape issues.

• The Edgewater development required additional deficiencies associatedwith the landscape installation to be rectified. A contractor was hired toremediate identified deficiencies with the landscape irrigation systems. Allcosts were reimbursed by landscaping bond for this development.

• The parks department took delivery of a power tailgate for one of its 4-wheel drive trucks. The power tailgate is an important piece of equipment


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that aids in the picking up of heavy trash bags as well as being able to load items that are too heavy to lift safely like snowblowers and lawnmowers.

2. To enhance our urban forest.

• A grant through BC Hydro/Tree Canada was secured for the 2020 Adopt-a-Tree program, and applications are open for the Fall planting program.

• 30 service requests were submitted for tree issues.

3. To increase outdoor recreation and tourism in Sechelt through continuedimprovements, beautification, and accessibility.

• Summer seasonal annual flower and bulb displays in locations in thedowntown core.

• The hanging baskets on Cowrie Street were installed and doubled up toprovide more impact, reduce travel time and allow for only one wateringtruck to be able to complete the task of watering before high traffic areasbecome too busy to water.

• “The Fishermen” mural outside the Bank of Montreal on Cowrie Street wasrepainted by Artist Gordon Halloran and new annual plantings wereinstalled in front of the mural to provide colour throughout the summermonths.

• Streetscape gardens downtown.

• Event signage and bannerinstallations at Wilson Creek andTeredo/Wharf locations.

• An increased amount of garbagehas resulted in daily garbageremoval in many locations.

• An increased amount of vandalism and graffiti.

Ebbtide Dog Park construction began in September of 2019. Delays related to the Trail Ave, Surf Circle and Ebbtide Street reconstruction have impacted the projected opening of the Park which was scheduled to open late Spring 2020. With the construction in the area still ongoing, the projected opening of the Ebbtide Dog Park will likely be pushed back to the Winter 2020/Spring of 2021 to allow newly seeded lawn areas to establish.

The Suncoaster Trail Design capital project began in the summer of 2019 with trail discoveries carried out by planning and parks staff. Consultants were hired with a scope of work which included mapping and collecting geo-spatial data from the proposed route,


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identifying wayfinding opportunities, liaising with private property owners along the proposed route, and signage design. This was identified as a priority in the Parks Master Plan. The finalized route through Sechelt was subject to approval from one privately managed timber lot in Wilson Creek. This portion of the route was initially rejected by the property owner (Mosaic/Island Timberlands), but after persistent lobbying, Mosaic has agreed to take another look at the application. Staff have resubmitted an application for recreational use with Mosaic. A “Compatible Use” application to utilize an existing trail under the BC Hydro powerlines which is also a part of the proposed trail in the area has been submitted and awaiting decision. Section 57 Right of Way’s through crown land sections of West Sechelt have been identified and applications will be submitted before the end of Q3. Signage design has been finalized and sign production will proceed once applications are approved and finalized.

4. To promote volunteer opportunities and identify opportunities for shared serviceswith stakeholders and other governments.

• Worked with volunteer groups at Davis Bay Elementary School, WakefieldBeach, Saltgrass Park, Sandy Hook Park, Sechelt Marsh, Chapman trails aswell as with the East Porpoise Bay Rate Payers Association.

• Working collaboratively with other local governments and stakeholders toimprove sports field operations and identify opportunities to shareknowledge, cost savings, and specialized equipment with the goal ofimproving the standard of sports fields throughout the Sunshine Coast.

• The Parks department took delivery of a Redexim overseeder. This was acapital project request for 2020 and will play an important part in anequipment sharing agreement with the SCRD.

• Parks manager attended the Sunshine Coast Trails Society (SCTS) andprovides updates on any trail developments and takes feedback from theorganized trail user groups.

• Working with shíshálh Nation and archeological monitors wheneverexcavating or disturbing sub-surfaces in parks. Edgewater development hadboat storage signs installed on the District of Sechelt foreshore to reduceconflict, maintain access to the sandy beach areas for the public, while alsoprotecting the foreshore plants from boats being stored on top of them.

5. To reduce potential altercations between wildlife and humans.

• Additional wildlife resistant garbage cans were put forward as a capitalbudget request for 2020. Wildlife garbage receptacles have been orderedand this project will be completed before the end of October 2020.

6. To reduce invasive plant species.


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• 2 service requests were submitted for invasive plant concerns during Q2.

• Identify and record locations of invasive plant infestations within theDistrict.

• Mechanical removal of plants was performed at multiple locations includingthe clearing of scotch broom and blackberry from Claytons park.

• An infestation of Himalayan Balsam (Impatiens glandulifera) was identifiedon a road allowance near Cook Creek. Parks staff had to remove the plantsby hand to reduce the potential of spreading the plant throughout theditches and potentially into Cook Creek. Himalayan Balsam plants canproduce up to 800 seeds on a medium sized plant.

COVID-19 VIRUS PANDEMIC

As the Covid-19 pandemic continues to affect populations, some restrictions and protocols have been adjusted based on guidelines from Vancouver Coastal Health, Provincial Health Officer, British Columbia Recreation and Parks Association, Via-Sport, WorkSafe BC, Municipal Insurance Association.

• Limited staff access to the lunchroom to 4 people at a time with 2 meterphysical distancing.

• Staggered start times and breaks has continued to avoid more than 4 staffmembers at a time in the lunchroom.

• Daily sanitizing of high touch surfaces remains a requirement in the Parksportable lunchroom.

• Staff remaining in one specific vehicle whenever possible (not switching trucks).

• When staff must switch trucks, sanitizing is undertaken.


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• Additional PPE has been ordered, and all vehicles/ lunchroom are stocked withthe appropriate supplies.

• Staff are instructed to wash hands with soap and water often and to use handsanitizer when that is not possible.

• Playgrounds, tennis courts, pump track and skate park all reopened in Junewith increased safety protocols.

• Field sports saw a gradual reopening under new protocols and requirementsdeveloped by staff from recommendations from British Columbia Recreationand Parks Association, Via Sport, WorkSafe BC, Vancouver Coastal Health,Municipal Insurance Association, Provincial Health Officer, and Provincial SportOrganizations. All information and requirements were posted on the Districtwebsite.

• Daily washroom contracted cleaning which had increased in frequency to every2-3hours reverted to daily cleaning in alignment with Vancouver Coastal Healthguidelines.


A. Yeates, Chief Administrative Officer (acting Director of Engineering)


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FROM: Financial Services and Information Technology


This department is comprised of the financial services division and the information technology

division.

FINANCIAL SERVICES

The Finance department 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 and

information technology.

COUNCIL STRATEGIC GOALS

2. Enhancing Fiscal Sustainability - The District focusses on the fiscal sustainability of the municipality to

ensure we can continue to provide needed services and infrastructure.

We will do this in 2020 by:

2.1 Continuing to improve our asset management program.

2.2 Implementing internal processes and software to track our operational activities to find efficiencies

and cost savings.

2.3 Developing a service level manual.

2.4 Ensuring financial resiliency by building reserves and improving investment strategies.

2.5 Continued review of our fees and charges to ensure adequacy and fairness. Facility fees will be

reviewed in May and airport fees following.

Changes in Operations due to COVID-19

• As of June 1st, the office opened to the public with limited hours. The office remains open for regular

front desk inquiries between 10:00am and 3:00pm, Monday to Friday. Staff are here to help by phone


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and email during regular business hours (8:30am to 4:30pm) to help ensure all normal reception and

cash receipting services are provided. Staff continue to accept payments through the mail, bank and

drop box at the District’s office.

• Beginning in June, some members of the Finance Team began working at the office and others

continued to work remotely from home.

• The team has continued using the Zoom and Microsoft Teams online meeting platforms to

collaborate, keep in constant communication and ensure deadlines are met.

• Through this pandemic, staff supported the property owners with setting up online payments,

homeowner grants and successfully completed the property tax season.

2020 Second Quarter Highlights:

• Presented the 2019 Audited Financial statements and Audit findings to Council

• The audit reflects a clean audit opinion and positive comments from the district external financial

auditor.

• Completed the 2020-2024 Consolidated Financial Plan Bylaw 590, 2020

• Completed the Septage Disposal Fees Amendment Bylaw 483-3, 2020

• Updated the Facility fees by completing the Fees and Charges Amendment Bylaw 451-1, 2020

• Updated the Sewer User Fees by completing the Sewer User Fees Amendment Bylaw 426-15, 2020

• Completed the 2020 Tax Rates Bylaw 591, 2020

• Completed the Revenue Anticipation Borrowing Bylaw 589, 2020

FAST FACTS

• The percentage of property owners claiming online home owner grants nearly doubled in 2020.48.6% of grants were claimed online compared to 25% in 2019.

INFORMATION TECHNOLOGY

The Information Technology (IT) department works collaboratively with staff to provide the technologies

that support current and future services for Sechelt citizens. IT services include:

• Ensure infrastructure is stable and secure

• Streamline business processes through technology

• Install, manage, regularly patch and support all hardware, software, AV and communications assets

including 27 servers, 81 computers, 16 iPads, 46 mobile and 45 desk phones

• Manage and support 9 corporate software systems

• Provide of geographic information systems (GIS) services which include detailed asset and cadastral

mapping information which tracks properties, right of ways, zonings, and the location of sewer and

road assets.


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Information Technology 2020 second quarter highlights:

As the coronavirus pandemic continues, hackers are targeting people’s increased dependence on digital

tools resulting in an increased risk of cyberattack. As a result, cyber security was a primary IT focus for

the 2nd quarter. Here are some highlights of 2nd quarter activities:

• Implemented Wizer security awareness and educational system

• Implemented increased Office 365 and active directory security configuration and practices

• Upgraded Sechelt.ca and my.sechelt.ca websites

• Created secure remote desktop application environment to support remote access

• Purchased disaster recovery environment equipment with installation scheduled for 3rd quarter

• Configured remote access to internal phone system to support staff working remotely

• Upgraded or replaced 10 computers and servers

• Replaced Airport Fuel System computer

• Created development ArcGIS server environment

• Migrated staff intranet site to SharePoint

• Upgraded security system at Operations yard

• Implementation of Development Tracker application which is now available at Sechelt.ca

• Responded to 664 calls for service in the 2nd quarter

Fast Facts

• Over 10 calls for IT services received per day, a 50% increase over the usual volume

• Over 1,900 emails are sent and received per day

• In the 2nd quarter, Sechelt staff read an average of 2,081 emails per day

• An average of 640 spam and one virus were blocked per day

• Network services were online 99.89% of the time

• With the move to Office 365 email services were online 100% of the time

• There was 1 security incident successfully managed in the second quarter of 2020


David Douglas Director of Financial Services

Approved by: A. Yeates, Chief Administrative Officer X


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FROM: Planning and Development


The Planning and Development Department provides coordinated communication and service delivery to the community and development industry related to all aspects of community growth, planning and development.

Service areas include:

• Long-Range Planning (Official Community Plan and Policy Development)

• Bylaw Development

• Current Planning & Development Application Review

• Building Permits and Inspection

• Bylaw Compliance Monitoring and Enforcement

The objectives of the department are to provide timely and efficient service delivery and to ensure that all land-use decisions consider the social, environmental, and economic values articulated within the council strategic plan and the District of Sechelt Official Community Plan.

The Planning and Development Department comprises three divisions:

1. Development Services2. Building Inspection3. Bylaw Enforcement

Quarterly Update

A significant amount of time was spent in the second quarter of 2020 adjusting to both working remotely and working with limited contact with the public and development applicants. Planners primarily worked from home and one planning technician, building inspectors and bylaw enforcement officers continued to work both in office and in the field, each with strict protocols and following the lead of the provincial government.

After cancellation in March, the Advisory Planning Commission continued with operation in Q2. Regular meetings were held virtually on the Zoom meeting platform and, in addition to members, were attended by applicants, public and elected officials. Orientation for new members also occurred through Zoom on two separate occasions. Despite this new method of


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virtual business operation, the APC is operating well, and members are willing and able to participate virtually.

Similarly, public engagement is conducted virtually. In many cases traditional in-person engagement remains the preference and the District will await further direction from the Province on this. However, for the time-being virtual public engagement does work. In Q2 two well-attended public information meetings were held on Zoom: Community Services and Trellis Silverstone Care Facility. These meetings were organized, hosted, and presented by the applicants. Each of the public information meetings had close to 100 participants with group discussions and questions. This is the same general format that would be conducted with an in-person information meeting.

Given that new processes are being developed, achievements have been noted in the ability to carry on with ‘business as usual’ in this new means of business operation and continuity.

DEVELOPMENT SERVICES

Development Services continues to review development applications, field on-going inquiries, and develop procedural efficiencies. A full work plan is in place and the bulk of time is spent on development applications, pre-application consultation as well as general inquiries.

In addition to land development applications the Development Services division is also responsible for long-range policy planning. Activities include official community plan (OCP) and zoning policy review, policy development, review and evaluation of development applications and community engagement.

Review and update of the Zoning Bylaw and creating policy such as Community Amenity Policy and Official Community Plan Referral Policy are key policy goals. As described further below, Development Services has also been participating in the Housing Needs Assessment. Lead by the Town of Gibsons, with Urban Matters as the consultant, the Housing Needs Assessment will provide important data on the regional scale (Sunshine Coast).

Goals, Priorities and Actions looking ahead to Q3, 2020

1. Development Zoning Bylaw 580 to replace Zoning Bylaw 25 and commence virtualpublic engagement.

2. Refine and present Community Amenity Contribution Policy 3.5.8 to replace Policy 3.5.6.3. Support the Wharf Avenue upgrade project.4. Participate in the regional Housing Needs Assessment.5. Continue to develop and promote the Development Tracker, a web-based development

tracking tool.


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Community Planning Projects

Active Travel for Kids

Staff continue to participate in a multi-agency group to improve opportunities for active travel for kids on the Sunshine Coast. – Currently on hold.

Street Patios Pilot Project

On a trial basis for the 2020 season, the Street Patios Pilot Project is an opportunity for restaurants, cafés, and certain other businesses to extend outdoors onto District-owned streets and sidewalks. This pilot is one way in which the District of Sechelt has committed to find workable solutions to assist local businesses which have been impacted by the physical distancing restrictions during the Covid-19 pandemic.

To date approximately 5 businesses have indicated interest or pursued licences to occupy District sidewalks/roads.

Sunshine Coast Housing Needs Assessment

The District is working with the Town of Gibsons, the Sunshine Coast Regional District and Urban Matters to conduct a Housing Needs Assessment. Urban Matters has conducted a review of Census and housing data and consulted with stakeholders. The first draft of the Housing Needs Assessment was shared with staff in August and is expected to be presented to Council in September or October. The report will provide important data on the regional scale (Sunshine Coast).

Zoning Bylaw 580

Zoning Bylaw 580 remains under development. Issue summary papers have been shared with the Advisory Planning Commission for discussion in September. After APC review of the issue papers staff will proceed to engagement with stakeholder groups, community associations and the public.

Community Amenity Contribution Policy

Staff continue to refine an operating practice with the goal of finding a suitable solution that can benefit both the District and the developer with cash and/or land contributions. Further development of the policy is a priority.

Wharf Avenue Street Frontage Improvement (Dolphin to Cowrie)

A project plan has been drafted to enhance internal collaboration with engineering as well as external collaboration with the Sechelt Downtown Business Association (SDBA) and business owners.

Climate Adaptation

The District, with support from Fraser Basin Council (FBC), is working on an educational event which can be delivered in a format appropriate during the Covid-19 pandemic.


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Process Improvement Initiatives

Sechelt Development Tracker and Current Development Application

Staff have developed a web mapping application that allows the public to easily view up-to-date information on specific developments. The application was published in the first quarter of 2020 and will continue to be improved as use continues. The Development Tracker can be accessed at www.sechelt.ca/planning

Staff have added a new page to the District website where members of the public can access additional information for significant development applications. The Current Development Applications page can be accessed at www.sechelt.ca/Work/Development-in-Sechelt/Current-Development-Applications.

Development Application Process Guide

Building upon the updates to the Planning and Development Procedures Bylaw, a preliminary development application process guide is under development. This guide can be used as a package to describe all application types or can be separated into individual applications.

Application Checklist for Single Family Residential Permits

Staff are creating checklists for residential building permits. The intent of this is to clarify the required documents for a complete application.

Development Applications (Approved/Active)

Greenecourt (Ocean Avenue) – Development Permit Application

104-unit affordable seniors rental housingproject. A development permit is under reviewand is expected to be presented to Council Q3or Q4.

Evolve (Field Road) - Rezoning Application Examination of servicing options continues and cooperation with other developments is a possibility. Staff are reviewing a revised proposal for increased residential units and decreased commercial floor area.

Wade Building (Wharf Avenue) - Rezoning Application

First Reading of proposed CD zone given in May 2020. Applicant and staff negotiating amenity contribution and required works and services.

Community Services (5638 Inlet Ave) Referrals have been completed and comments provided to applicant. Applicant preparing to provide additional information in response to comments related to works and services, off-street parking, and housing agreement.


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Westcor Lands (Mills Road): Single Family Referrals have been completed. Staff negotiation amenity contributions and required works and services.

Westcor Lands (Mills Road): Multi-Family Application given permission to proceed by Council in June 2020. Application to be referred to APC. Public Information Meeting to be hosted by Applicant in Q3-Q4.

RTC (Shorncliffe Ave) Development Variance Permit application received to facilitate revised development proposal. Development Permit application is pending. Applicant also considering options to increase density on the site.

City State (5547 Trail Ave) Rezoning application received to facilitate small-lot subdivision.

Trellis – Silverstone Rezoning Application 136-bedroom long-term community carefacility. Second Reading given June 17, 2020.Public hearing held July 28, 2020. Applicantworking on out-standing conditions in advanceof Council consideration of Third Reading.

Bounty Developments (Acorn Road) - OCP and Rezoning Application

To facilitate four lot subdivision. OCP amendment adopted March 2020. Zoning amendment adopted May 2020. Completed.

Everbrite Ventures (Bligh Road) - Rezoning and Subdivision Application

Revised rezoning conditions accepted May 2020. Third Reading given July 15, 2020. Applicant working on completing conditions.

Luch & McCarter (Sechelt Inlet Road) – Rezoning, Subdivision and Development Permit Application

Revised to eight lot industrial subdivision. Servicing agreement is being drafted and subject to legal review. Working with applicant on revisions.

Synergy Homes (Pam Road) - Subdivision Application

17 lot subdivision. Application on hold.

Van Ke Developments (Havies Road) - Subdivision Application

66 lot subdivision. Review of servicing options continues.

Anderson (Gale Ave N) - Subdivision Application

Development Permit for steep slopes and marine foreshore approved and issued. PLR for subdivision issued. Applicant working on conditions.

Fuliving (Rimrock Road) - Subdivision Application

Applicant seeking revision to increase from two lots to six lots. Under review.


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Van Ke (Burnett Road) – Rezoning & Subdivision Applications

Application for 78 lot residential development adjacent to Burnett Road. November 2019 letter sent to applicants seeking information. No communication or activity since then. Application likely to lapse.

Smith (Mason Road) - Subdivision Two lot subdivision. (Preliminary Layout Review PLR) issued Q1, 2019. Applicant seeking revised PLR with changes to road requirements.

Lamb (Spipiyus) – Development Permit Development permit for ‘Business and Industry’ form and character for site development and construction of a multi-tenant warehouse building with caretaker suite. Application has gone out for referrals, under review.

Quarterly Development Activity

Applications Received Q1 2020 Q2 2020

Development Permit Applications 11 10

Subdivision Applications 5 2

Rezoning Applications 4 2

OCP Amendments 1 0

Development Variance Permits 3 3

Sign Permits 5 4

Liquor Licence reviews 0 1

BUILDING INSPECTION

The Building Department is responsible for ensuring that construction related development of properties complies with the BC Building Code and Building Bylaw 409.

Building Permits are essential in protecting the property owner as well as the community by ensuring that new developments are in conformity with applicable regulation, local bylaws, and the BC Building Code.

Goals/Priorities/Actions 2020

• Staff continue to work toward professional accreditation with the Building OfficialAssociation of British Columbia.


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• In collaboration with local governments on the Sunshine Coast, update the BuildingBylaw to reflect new Provincial code regulations and move toward adopting the StepCode.

• Streamline inspection process for issuance of Business Licenses.

Quarterly Development Activity

Quarterly Building Permits Issued

Quarterly Reporting Period Year to Date

1st 2nd 3rd 4th

Commercial 5 2 n/a n/a 7

Residential 19 23 n/a n/a 42

Other 7 1 n/a n/a 8

Total Permits 31 26 n/a n/a 57

Value of Construction

$4,297,265 $5,190,500 n/a n/a $9,487,765

BYLAW ENFORCEMENT

Bylaw Enforcement is responsible for ensuring compliance with District of Sechelt bylaws through education, mediation, enforcement, and when required, prosecution. In addition to land-use bylaws, Bylaw Enforcement monitors bylaws on noise, parking, unsightly premises, tree cutting and dog licensing.

Bylaw Enforcement continues to receive regular complaints related to building, smoke, noise, dogs, and other issues typical for most municipalities. More recently, in the second quarter, Bylaw Enforcement has been assisting Vancouver Coastal Health with COVID-19 related issues. Bylaw Enforcement also assisted the Sunshine Coast Regional District to establish a community ambassador program and trained recreation staff to provide community information respecting COVID prevention protocols. The SCRD Community Ambassadors were deployed in April to several locations within the SCRD where the public may be gathering.

SCRD reported that the program has seen success in educating people about personal safety, different areas of jurisdiction and the various orders enacted by the Province of British Columbia.

Goals/Priorities/Actions 2020

• Review of current bylaws for required amendments or additions.

• Continue to support and address enforcement concerns related to homeless issues.


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• Continue to promote collaborative effort to enforcement with internal and externalagencies to resolve issue.

• Continue goal of achieving compliance for bylaw infractions through education.

Quarterly Enforcement Activity

Enforcement Actions

Quarterly Reporting Period Year to Date

1st 2nd 3rd 4th

Bylaw Complaints 189 163 n/a n/a 352

Municipal Tickets 26 15 n/a n/a 41

Hours on Patrol 200 200 n/a n/a 400

Business Licenses Quarterly Reporting Period

Year to Date 1st 2nd 3rd 4th

Issued 41 24 n/a n/a 65


Andrew Allen, Director of Planning and Development



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REQUEST FOR DECISION

TO: Committee of the Whole MEETING DATE: September 9, 2020

FROM: Director of Planning and Development

SUBJECT: Development Cost Charges – Sunshine Coast Lions Housing Society Request

and Related Bylaw Amendment

FILE NO: 3150-01

RECOMMENDATIONS

1. That the report from the Director of Planning and Development titled Development Cost

Charges – Sunshine Coast Lions Housing Society Request and Related Bylaw Amendment

be received.

2. That staff be directed to present an amendment to Bylaw 554 for consideration at an

upcoming Council meeting.

PURPOSE To introduce consideration of a bylaw amendment to synchronize the scope of reduction within Development Cost Charges Bylaw 554, 2016 (DCC Bylaw) to the funding model presented by BC Housing. OPTIONS

1. Direct staff to prepare an amendment to Development Cost Charges Bylaw 554, 2016 and refer to an up-coming Council meeting for consideration of readings.

2. Make no further amendments to Development Cost Charges Bylaw 554, 2016. DISCUSSION

Context/Background There are presently two affordable rental housing projects underway in Sechelt – BC Lions Housing Society at Greenecourt on Ocean Avenue and Community Services Society on Inlet Avenue. The Greenecourt application is in the development permit stage and moving toward building permit. The Local Government Act and Bylaw 554 each provide a possibility for reduction for not-for-

profit housing providers, such as the Sunshine Coast Lions Housing Society. The Development

District of Sechelt

Item 5.2


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Cost Charges Bylaw contains a provision for the Director of Planning and Development to waive

DCCs. The bylaw does not set a range or categories for reduction and therefore an

interpretation of the relevant section of the Local Government Act would indicate that the only

option then is to waive the DCCs.

As discussed with the Senior Management Team, there is a willingness to consider a waiver of

DCCs dependent upon consistency with the provision of the bylaw.

The DCC waiver that has been offered to the Sunshine Coast Lions Housing Society equates to

75 per cent of the total amount. Currently staff are unable to offer the full waiver of the DCC

requirement as the proposed development does not entirely align with Bylaw 554. The lack of

alignment is that the definition of Not-for-Profit Rental Housing within Bylaw 554 differs from

the categories that BC Housing uses to distinguish as affordable housing. The BC Housing

categories are reflected in the housing agreement between the Sunshine Coast Lions Housing

Society and the District for this development. The housing agreement registered on title as a

condition of the earlier rezoning. The related funding and operating plan between the Lions

Housing Society and BC Housing also uses the BC Housing categories, yet Bylaw 554 uses a

different approach. Essentially the DCC Bylaw regulates the income of the future resident while

the BC Housing categories are more focused on the subsidized rental rates in relation to the

market rate.

The Lions Housing Society requests that the waiving of DCC be based on the type of housing

rather than the income level of the future occupants. Staff concur that basing the analysis on

rental rates rather than occupant income is likely a better approach and more consistent with

both BC Housing funding models and the housing agreement. This also equates to land use

decisions where best practice indicates that regulations are to be based on use rather than the

user. The challenge is the DCC bylaw focuses on resident income rather than housing type and

funding models offered by BC Housing. It is recommended that the District follow the lead of BC

Housing respecting defining affordability. This will require an amendment to the DCC Bylaw.

The recommended amendment proposed by staff is focused on affordability and does not

include a review of rates or priority projects for each area. That would be a separate

comprehensive review of the bylaw at another time.

The three categories that Lions Housing Society plans will provide, and division of units are as

follows:

1. 50% of units within Housing Income Limits – Rent Geared to Income

2. 20% of units – Low Income – Deep Subsidy Units

3. 30% Moderate Income – Affordable Market Rents

The first two categories, Housing Income Limits – Rent Geared to Income and Low Income and

Deep Subsidy Units, meet the requirement for DCC waiver. The 30% of the units, Moderate

Income – Affordable Market Rents, does not meet the conditions specified within the definition

of Not-for-Profit Rental Housing in Bylaw 554 and therefore this portion cannot be waived by the

District development cost charges, without re-consideration of the bylaw. The Lions Housing

Society has requested a 100 per cent waiver of the DCCs. To accomplish this a bylaw amendment

would be required.

District of SecheltCommittee of the Whole Meeting

September 9, 2020 Page 45

Should Council wish to pursue this and support the full waiver of the DCC, it is recommended

that an amendment be prepared to the Development Cost Charge Bylaw, to change the

definition of Not-for-Profit Rental Housing. Consideration shall be given for using the categories

provided by BC Housing and clarifying a range of DCC reduction for each of the three

categories.

The Lions Housing Society proposal for the Greenecourt building could set the example for the

bylaw amendment whereupon for Not-for-Profit Rental Housing DCCs could be waived entirely

for units within the Housing Income Limits – Rent Geared to Income and Low Income – Deep

Subsidy categories and up to 30 per cent of the DCCs could be waived for units designated for

Moderate Income – Affordable Market Rents. This would enable the proposed development to

have a complete waiver of DCCs and any future building meeting these categories could be

eligible. If a future proposal included only Moderate Income – Affordable Market Rents it would

be eligible for a 30 per cent reduction, but if it contained a mix of the three categories within no

more than 30 per cent of Moderate Income – Affordable Market Rents it could be eligible for

full reduction.

The DCC waiver applies only to District of Sechelt DCCs and not the portion collected on behalf

of the Sunshine Coast Regional District. If the Lions Housing Society is seeking a waiver request

respecting this development cost charge for water, the Society will need to deal separately with

the Sunshine Coast Regional District.

Strategic Plan Within the ‘Enhancing Community Liveability’ section of the Strategic Plan there are two goals that are attributable to this development and the support for affordable housing.

3.2 Providing a mix of housing types throughout the District that provide options for a range of needs and incomes. 3.3 Addressing housing affordability and homelessness by: lobbying senior levels of government to secure funding and other social supports; and working collaboratively with regional partners to develop a comprehensive affordable housing strategy.

Policy Implications The provision for waiver of development cost charges is presently written into Bylaw 554 and therefore there is no need for additional Council policy to provide direction. Financial Implications Waiving development cost charges for not-for profit rental housing will reduce the amount of in-coming money for infrastructure improvement funding; however, this is off-set by achieving the goal of increasing affordable rental housing. Communications Eligible housing providers will be informed if the bylaw is amended and approval of affordable housing can be recognized on District media channels – both traditional print and social media.



Respectfully submitted, Andrew Allen Director of Planning and Development

Reviewed by: A. Allen, Director of Planning & Development X

Reviewed by: D. Douglas, Director of Finance X

Reviewed by: J. Rogers, Communications Manager X

Reviewed by: J. Frank, Corporate Officer X




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