2014 City of WL Business Plans

7/27/2019 2014 City of WL Business Plans

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2014 CORPORATE BUSINESS PLAN &5 YEAR FINANCIAL PLAN


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2 0 1 4 U p d a t e d C o r p o r a t e B u s i n e s s P l a n P a g e | 2

TABLE OF CONTENTS

2014 Executive Summary Report Page 3 -4

2012-2015 Council Strategic Priorities Page 5

Organizational Chart Page 6

Organizational Staffing Plan Page 7-9

Organizational Staff Training & Development Page 10

Departmental Business Plans:

Corporate Administration Services Tab 1

Financial Services Tab 2

Economic Development Office Tab 3

Development Services Tab 4

Protective Services Tab 5

RCMP Tab 6

Community Services Tab 7

Municipal Services Tab 8

Airport Services Tab 9

Water Utility Tab 10

Sewer Utility Tab 11


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EXECUTIVE SUMMARY REPORT

A business plan is a document prepared for a department/service area that describes its services andgoals. As well, the plan identifies the specific strategies and activities to be undertaken in the comingyear/cycle to meet the goals (and priorities), the allocation of resources (budget), and the measure (s)that will be used to indicate progress/achievement.

A business plan is a way of communicating a departments alignment to the Corporate Strategic Plan,and how its various service goals will be achieved within existing fiscal and other constraints. Theseplans will be updated and approved by Council annually as part of the budget process.

This is the second year the management team has completed department business plans. It isManagements expectation that this plan will evolve over time to be comprehensive and address longrange financial planning and needs of the City.

How does the business plan relate to the annual Financial Plan (budget) process?

The business planning process and the related business plans augment the annual budget process and

other plans. The Financial Plan provides details about the projected revenues and expenditures of theorganization as a whole (as well as other related information). The individual business plans provide thedetails of the services provided, the results to be achieved, and the specific financial needs of thedepartment or service area within the Financial Plan. Not all of the Citys expenditures are included in abusiness plan as they may not relate to a specific department (e.g. debt servicing, transfers to reservesand other fiscal expenditures).

Business Plan Contents

Mission Statement

Departmental Overview, including key customers

Organizational Chart

Challenges, Issues and Opportunities

Corporate strategic priorities applicable to the department Annual Goals and Major Projects

Proposed Base Budget

Supplemental Operational Budget Requests containing:o Description of the Projecto Rationale for the Requesto Consequence of no fundingo Budget Details:

Cost Funding Sources

Capital Project Requests containing:o Description of the Projecto Rationale for the Request

o Budget Details, both of an operational and capital nature including: Cost

General Financial Implications

Funding Sources


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Business Plan Terms

Resource Dependent: the business plans are based on current capacity levels within eachdepartment. Where you see Resource Dependent this indicates that this task cannot becompleted with the existing staffing levels.

Base Budget: The base budget only reflects expense changes to maintain the same service

level as provided in 2013.


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2012-2015 Council Strategic PrioritiesThe 2012-2015 Strategic Priorities reflect the priorities of Council for the current term. Many of the goalsare directly related to the Integrated Community Sustainability Plan and Official Community Plan andprovide direction in four theme areas:

Good Government Community Liveablity

Diverse and Stable Economy

Well Managed and Maintained

Action items required to achieve the goals identified in the Strategic Priorities will be identified in theappropriate departmental business plans where implications, costs and challenges can be clearlyidentified and considered in the annual budget.

Strategic Objectives & Organization-Wide Goals1 Planning for growth by taking a long term, strategic approach to meeting the needs of our community.

2 We will continue to develop relationships with First Nations Governments on issues of joint interest.

3 We support investment in recreation amenities to provide a high quality of life for residents and visitors.

4 The City plays a leadership role in strengthening the social fabric of the community.

5 We will actively market the City to business, tourists and new residents.

6 We will support development of industrial lands in the City.

7 We will become the Mining Capital of BC .

8 We will continue to implement our BEAS strategy.

9 We will ensure a strategic approach to the development, maintenance and replacement of thecommunitys infrastructure.

10 Address the environmental objectives prioritized within the OCP Implementation Plan.


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City of Williams Lake Organizational Chart


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2014 ST AFFING PLAN BY DEPARTMENT

PROPOSED - BASED ON DEPARTM ENTAL BUSINESS PLANS

Current Full-Time & Full-time Equivalents 2008 2009 2010 2011 2012 2013 2014 Difference

Administration

CAO 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Manager Council/Comm Relations (Eliminated) 1.00 1.00 - - - - - -Corporate Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

HR 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Communications Coordinator - - - 1.00 1.00 1.00 1.00 -

Corp Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Corp Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

7.00 7.00 6.00 7.00 7.00 7.00 7.00 -

Finance -

Director of Finance 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Manager of Finance 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Financial Acct 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Senior Acct 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

AC (Accounts Payable) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

AC (Receptionist) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

AC (Receptionist) - - - 1.00 1.00 1.00 1.00 -

Purchasing 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -IT Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

8.00 8.00 8.00 9.00 9.00 9.00 9.00 -

Public Works -

Admin -

Director of Municipal Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Dep Director of Municipal Serv (eliminated) 1.00 1.00 0.25 - - - - -

Manager of Transport & Building - - 0.75 1.00 1.00 1.00 1.00 -

Manager of Water & Waste 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Electrician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Mechanical -

Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Mechanic (eliminated) 1.00 1.00 - - - - - -

Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Streets & Roads -Equipment Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Equipment Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -








Equipment Operator (PT) 1.25 1.25 1.50 1.50 1.50 1.50 1.50 -

Parks -

Parks Maintenance (PT )(5) 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -

Parks Maintenance (Casual)(9) +2 Add'tl 2014 3.50 2.50 3.00 3.25 3.25 3.25 3.75 0.50

Gardener (PT) (2) 1.25 1.25 1.25 1.25 1.25 1.25 1.25 -

Water & Waste -

Chief Water/Sewer Trt Plant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Utility Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -


Water/Sewer Foreman 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -



Utility Operator PT (2) - - 1.25 1.25 1.25 1.25 1.25 -

Labourer (PT) - - 0.25 0.25 0.25 0.25 0.25 -

- - - - - - - -

- - - - - - - -

31.00 30.00 31.25 31.50 31.50 31.50 32.00 0.50


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2014 STAFFING PLAN BY DEPARTMENT

PROPOSED - BASED ON DEPARTMENTAL BUSINESS PLANS


Community Development & Planning -

GM Development & Planning 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -GM Community Services 1.00 1.00 - - - - - -

Manager of Social Development 1.00 1.00 1.00 1.00 1.00 1.00 0.75 (0.25)

Economic Development Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Ec Dev Coordinator 0.50 1.00 1.00 - - - - -

Tourism Coordinator 1.00 1.00 - - - - - -

Planner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Contract Planner - - 0.75 1.00 1.00 1.00 1.00 -

Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Building Inspector 1.00 1.00 1.00 1.00 - 1.00 1.00 -

Bylaw Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Senior Bylaw Officer - 0.50 1.00 1.00 1.00 1.00 1.00 -

Bylaw Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Dev Srv Plan Clerk 0.75 1.00 1.00 1.00 1.00 1.00 1.00 -

Dev Srv Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Engineering Student - - - 0.50 0.50 0.50 0.50 -

12.25 13.50 12.75 12.50 11.50 12.50 12.25 (0.25)

Planning & Municipal 43.25 43.50 44.00 44.00 43.00 44.00 44.25 0.25

Fire & Rescue -

Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Fire Prevention Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Fire Prevention/Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Admin Receptionist - - - 1.00 1.00 1.00 1.00 -

Fire Inspector - - - - - - 1.00 1.00

3.00 3.00 3.00 4.00 4.00 4.00 5.00 1.00

Airport -

Airport Admin Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Airport Operations Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Airport Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Airport Operator 0.25 0.25 0.25 0.50 0.50 1.00 1.00 -

Labourer - - - 0.25 0.25 0.25 0.25 -

3.25 3.25 3.25 3.75 3.75 4.25 4.25 -RCMP -

Senior Data Entry Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Transcript Clerk 1.00 1.00 - - - - 1.00 1.00

Watch Clerk Spec 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Prime Support Clerk 1.00 1.00 - - - - - -

Watch Clerk - - 1.00 1.00 1.00 1.00 1.00 -

Tele. Response 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Front Counter 1.00 1.00 - - - - - -

Watch Clerk - - 1.00 1.00 1.00 1.00 1.00 -

Watch Clerk - - 1.00 1.00 1.00 1.00 1.00 -

Watch Clerk - - 1.00 1.00 1.00 1.00 1.00 -

Safer Comm. Coord 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Data Entry Clerk - 1.00 - - - - - -

Victim Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Victim Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Keeper of Prisoners 8.00 8.00

RCMP Operational Support - 1.00 1.00 1.00 1.00 1.00 1.00 -

RCMP Officers - Prolific Offenders - - - - - - 5.00 5.00

9.00 11.00 11.00 11.00 11.00 11.00 25.00 14.00

-


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2014 STAFFING PLAN BY DEPARTMENT

PROPOSED - BASED ON DEPARTMENTAL BUSINESS PLANS


-

Recreation Services -

Director of Recreation Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -Manager Active Living 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Admin -

Recreation Admin Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Booking Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Events & Marketing Coordinator - 1.00 1.00 1.00 1.00 1.00 1.00 -

Gibraltar Room Host 1.00 - - - - - - -

Cashier Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Cashier Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

3- Casual Cashiers (Ful l-Time Equivalents) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Recreation -

Rec Program Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Rec Programmer 0.50 0.50 0.50 0.50 0.50 0.50 0.50 -

13- Program Instructors (Full Time Equivalent) 0.75 0.75 0.75 0.75 0.75 0.75 0.75 -

3- Casual Skate Patrols (Full Time Equivalent) 0.25 0.25 0.25 0.25 0.25 0.25 0.25 -

-

Facility Maintenance -Facility Maintenance Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Facility Maintenance 3 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -





FM 2 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

FM 1 Full-time 1.00 1.00 1.00 -

4- Casual Facility Maintenance 1 (Full Time Equi 3.00 3.00 3.00 3.00 2.00 2.00 2.00 -

Aquatics -

Aquatic Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Aquatic Staff 2 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Aquatic Staff 2 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

Aquatic Staff 3 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -

4- Casual AS2s (FTE) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -6- Casual AS1s (Full-time Equivalents) 1.75 1.75 1.75 1.75 1.75 1.75 1.75 -

27.25 27.25 27.25 27.25 27.25 27.25 27.25 -

100.75 103.00 102.50 106.00 105.00 106.50 121.75 15.25


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2 0 1 4 U p d a t e d C o r p o r a t e B u s i n e s s P l a n P a g e |10

City of Williams Lake2014 Proposed Staff Training and Development Budget

Proposed

2011 2011 2012 2012 2013 2014

General Fund: Budget Actual Budget Actual Budget Budget Variance

Corporate Admin $41,140 $28,822 $22,330 $15,769 $37,150 $24,250 ($12,900)

Finance 16,000 15,198 13,810 6,857 13,810 13,810 $0

Fire Career Staff 22,400 13,848 18,150 9,494 18,000 29,680 $11,680

Fire Paid on Call Training 57,680 28,784 37,600 16,584 39,000 39,000 $0

Planning/Engineering 16,240 17,203 9,380 9,946 20,240 27,200 $6,960

Bylaw/Building Inspection 9,380 5,482 6,700 3,516 16,560 20,700 $4,140

Ec Dev 6,500 514 6,500 3,367 6,500 6,500 $0

Municipal Services 7,340 14,329 7,500 5,225 7,500 12,470 $4,970

176,680 124,180 121,970 70,758 158,760 173,610 14,850

Water Fund:

Municipal Services 12,940 20,921 11,300 12,997 11,300 9,830 ($1,470)

Sewer Fund:

Municipal Services 11,300 21,332 11,100 12,881 11,100 9,770 ($1,330)

Airport: 2,500 16,358 11,300 2,407 7,780 6,040 ($1,740)

TOTAL $203,420 $182,791 $155,670 $99,043 $188,940 $199,250 $10,310 21%

Memberships

General Fund Required Training Conferences Prof Development Total

Corporate Admin 2,250 12,500 9,500 24,250

Finance 1,160 7,000 5,650 13,810

Fire Career Staff 1,500 13,530 14,650 29,680

Planning/Engineering 3,000 21,800 2,400 27,200

Bylaw/Building Inspection 1,000 2,400 17,300 20,700

Ec Dev 400 4,600 1,500 6,500

Municipal Services 660 4,000 7,810 12,470

9,970 65,830 58,810 134,610

Water Fund:

Municipal Services 810 5,640 3,380 9,830

Sewer Fund:

Municipal Services 810 5,640 3,320 9,770Airport: 280 4,000 1,760 6,040

Fire Paid on Call Training 39,000 39,000

$50,590 $81,110 $67,270 $199,250

BREAKDOWN


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ANNUAL DEPARTMENTAL BUSINESSPLAN 2014

Corporate Services

Cindy Bouchard, Manager of Legislative Services

Ashley Williston, Manager of Human Resources

October 3, 2013


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1. DEPARTMENTAL (BUSINESS UNIT) OVERVIEW

1.1 Mission Statement

The mission of the Corporate Services Department is to provide efficient and effectiveadministrative and legislative support to Council, staff and residents of the City of Williams Lake.

.1.2 Services Provided

The Administration & Corporate Services Department provides legislative and administrativesupport to the Mayor and Council and the Citys Senior Management Team. This team providesadministrative and secretarial service to the majority of Councils committees in addition toresponding to public enquiries on a daily basis.

The Chief Administrative Officer is responsible for the overall management of the operations ofthe Municipality and providing strategic direction to the Citys Management Team; ensures thatthe policies, programs and other directions of the council are implemented; and advises andinforms Council on the operations and affairs of the municipality. The CAO reports directly toCouncil.

The Manager of Legislative Services is the Corporate Officer of the municipality with statutoryduties under the Community Charter. The Manager of Legislative Services advises the electedofficials, as required, on protocol and procedures and is the designated Information and PrivacyCoordinator for the City. This position is also responsible for ensuring that access to records ofthe local government and its committees, is provided as required by law or authorized by the localgovernment. The Manager is the chief election officer of the municipality and conducts referenda,elector assent under the alternative approval process, and facilitates the triennial municipalelections, as required under provincial regulation.

The Manager of Human Resources is responsible for recruitment and selection, as well asensuring compliance with employment and labour laws. The Manager of Human Resources alsoserves as the primary liaison with respect to labour relations issues. The Manager provides

expertise relating to salary and benefits administration, HR policy development, special projectsand occupational health and safety. This position is also responsible for employee recordsmanagement and maintenance, ensuring security and integrity of personnel files and records.

The Executive Assistant to the Office of the Mayor is responsible for providing confidentialadministrative support to the Mayor, Council and CAO for the City of Williams Lake. This positionalso supports Council by coordinating schedules, processing correspondence, completingexpense forms and invoices, arranging for travel and bookings, along with preparations forconferences and events, organizing meetings, preparing agendas, transcribing and distributingminutes.

The Communications Coordinator is responsible for the development, implementation andmanagement of corporate communications policies and programs and is the media first point ofcontact. Further, the position is responsible to develop and execute internal and externalcommunication strategies, plans and programs that support the corporation.

The Corporate Services support positions coordinate all meetings of Council and CouncilCommittees, prepare agendas and minutes, provides information to other departments and thepublic on Council decisions and on general procedural matters relating to Council. TheDepartment coordinates bylaw indexing and preparation and is responsible for the custody andpreservation of all official corporate documents.In addition, this department is responsible forrecords management of the corporation.


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1.3 Key Customers

Our customers include Council, City Staff, Members of the Public, Media and other Government Agencies

2. ORGANIZATIONAL CHARTS

3. CURRENT AND ANTICIPATED ISSUES, CHALLENGES AND OPPORTUNITIES

2014 Election Elections require substantial time and human resources and will take up significant staff hours

during 2014

Referendum

If a referendum on the pool and recreation complex redevelopment is held other than during theelection, additional resources will be required to manage that process.

Employee Morale

Employee morale and confidence at the City has been low and is affecting all aspects of CityBusiness. Although it is slowly improving, additional work is needed to move forward.

Council Orientation/ training

Council orientation and training will need to be completed in 2014/15.

Records management

The department is working toward conversion of existing files to an electronic system whichcomplies with LGMA standards. Progress on this initiative is dependent on resources availableand progress to date has been challenging as a result of workload pressures in this department.

ChiefAdministrative

Officer

Manager ofHuman Resources

ExecutiveAssistant

Manager ofLegislative

Services

CorporateServices/Records

ManagementCoordinator

CorporateServices Assistant

Coordinator

CommunicationsCoordinator


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4. COUNCIL STRATEGIC PRIORITIES APPLICABLE TO THIS DEPARTMENT

1. Planning for growth by taking a long term strategic approach to meeting the needs of ourcommunity.

2. We will continue to develop relationships with First Nations Governments on issues of joint interest.

5. PREVIOUS YEAR ACCOMPLISHMENTS/SUCCESSES

Human Resources

Goals and MajorProjects

Results(Completed/Deferred/Ongoing)

Comments

Collective AgreementNegotiations started in2012

Concluded in February 2013. The City was successful innegotiating a new CollectiveAgreement for 2012-2016.

Service Delivery Review Ongoing Initiated MechanicalDepartment and DevelopmentServices reviews.

HR SoftwareDevelopment

In progress Completion expected in early2014

Employee morale In progress Respectful WorkplaceCommittee formed andendorsed by Council along witha Statement of RespectfulWorkplace

Corporate AdministrationGoals and Major

ProjectsResults

(Completed/Deferred/Ongoing)Comments

Records Management -

Conversion of existingfiles to electronic systembased on LGMAstandards

Ongoing 20% complete estimated

completion 2018; progress isresource dependent

Council orientation In progress Will be completed in Q4 2013


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6. CURRENT GOAL AND MAJOR PROJECTS

HUMAN RESOURCES

GOALS ANDMAJOR

PROJECTS

DESCRIPTION (COUNCILPRIORITY)

Resources Required(staff, contract,

equipment, etc.)

StartComplete

(eg. Q1, 2012 Q32013)

Employee Morale Continue to support thevolunteer efforts of thewellness committee;Improve communicationsbetween management andstaff;Management to develop anemployee recognitionprogram.

HR staff timeCross departmentwellness committee

Re-establish wellnesscommittee Q1 2014

Service Deliveryreview

Continue with DepartmentalService Review to ensure thatthe service delivery level isconsistent and high quality,while determining if a staffincreases is required or findsome other solutions to assistin the priorities of thedepartment.

Staff time crossdepartment

Mechanical Q1 2014Development ServicesQ2-Q3 2014Municipal ServicesQ4 2014 Q4 2015Complex & Finance2016

RespectfulWorkplace

Continue with RespectfulWorkplace initiative

Staff time crossdepartment

Q1 2014 Q4 2014

CORPORATE SERVICES and ADMINISTRATION

GOALS ANDMAJOR

PROJECTS


Resources Required(staff, contract,equipment, etc.)

StartComplete

(eg. Q1, 2012 Q32013)

RecordsManagement

Continue to convert theexisting file system toelectronic ICompass andLGMA standards. This willinvolve the organization of allhistoric files in City Hall.

Corporate Service staffOngoing

Resource DependantOngoing to 2018

CouncilOrientation

Providing Council witheducation materials onparliamentary procedures.This will include workshop

training.

Roberts Rules of OrderBookOutside facilitator

Q4 2014 Q1 2015

Election Conduct municipal election Staff resources Q1 Q4 2014

CommunicationsStrategy

Create and implement acommunications strategy

Staff resources Q1-Q2 2014


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7. FINANCIAL INFORMATION

2013 2014 2015 2016 2017 2018AMENDED Budget Budget Budget Budget Budget

EXPENDITURES:

COUNCIL INDEMNITIES 138,100 140,860 143,680 146,550 149,480 152,470

ADVERTISING 35,000 35,000 35,000 35,000 35,000 35,000

MEMBERSHIPS 12,550 12,550 12,550 12,550 12,550 12,550

TRAVEL-MAYOR 10,600 10,600 10,600 10,600 10,600 10,600

TRAVEL-ZACHARIAS 5,560 5,560 5,560 5,560 5,560 5,560

TRAVEL-BARR/BONNELL 5,560 5,560 5,560 5,560 5,560 5,560

TRAVEL-RATHOR 5,560 5,560 5,560 5,560 5,560 5,560

TRAVEL-MONTOYA/HUGHES 5,560 5,560 5,560 5,560 5,560 5,560

TRAVEL-WALTERS 5,560 5,560 5,560 5,560 5,560 5,560

TRAVEL-BOURDON 5,560 5,560 5,560 5,560 5,560 5,560

INSURANCE-COUNCIL POLICY 500 500 500 500 500 500

COUNCIL CONTINGENCY 5,000 5,000 5,000 5,000 5,000 5,000

OFFICIAL GIFTS 4,000 4,000 4,000 4,000 4,000 4,000

MEALS FOR MEETINGS 6,500 6,500 6,500 6,500 6,500 6,500

COFFEE SUPPLIES 500 500 500 500 500 500

ELECTED OFFICIALS TRAINING 4,000 4,000 4,000

LEGISLATIVE TOTAL EXPENSES 250,110 248,870 255,690 254,560 257,490 264,480

$ Change from previous year -1,240

% Change -0.0050

*1 - FCM, UBCM, NCLGA

ANNUAL BUDGET -LEGISLATIVE SERVICES

2013 2014 2015 2016 2017 2018

AMENDED Budget Budget Budget Budget Budget

EXPENDITURES:

CORPORATE ADMINISTRATIVE 697,660 717,730 728,500 739,430 750,520 761,780

UNION NEGOTIATIONS 20,000 0 0 20,000 0 0

WCB HEARING TESTS 1,000 1,000 1,000 1,000 1,000 1,000

PROFESSIONAL DEVELOPMENT 37,150 24,250 24,250 24,250 24,250 24,250

MEMBERSHIP/SUBSCRIPTIONS 3,500 3,500 3,500 3,500 3,500 3,500

STAFF RECRUITMENT 15,000 5,000 5,000 5,000 5,000 5,000

HR CONSULTANTS/EMPLOYEE ASSIST 25,000 5,000 5,000 5,000 5,000 5,000

LEGAL SERVICES 140,000 100,000 100,000 100,000 100,000 100,000

ELECTION & REFERENDUM EXPENSE 0 25,000 0 0 25,000 0STAFF RECOGNITION 8,000 8,000 8,000 8,000 8,000 8,000

WELLNESS COMMITTEE 8,000 4,000 4,000 4,000 4,000 4,000

955,310 893,480 879,250 910,180 926,270 912,530

$ Change from previous year -61,830

% Change -6%

ANNUAL BUDGET - CORPORATE ADMINISTRATION


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8. 2014 SUPPLEMENTAL REQUIREMENTS - none

9. 2014 CAPITAL REQUIREMENTS - none

2013 2014 2015 2016 2017 2018


EXPENDITURES:TOURNAMENT INCENTIVE GRANTS 3,000 3,000 3,000 3,000 3,000 3,000

CANADA DAY CELEBRATION 700 700 700 700 700 700

GRANTS-IN-AID 32,330 50,000 50,000 50,000 50,000 50,000

BUSINESS IMPROVEMENT AREA 79,650 104,000 104,000 104,000 104,000 104,000

GRANTS TO COMMUNITY ORG TOTAL 115,680 157,700 157,700 157,700 157,700 157,700

$ Change from previous year 42,020

% Change 36%

CITY OF WILLIAMS LAKEANNUAL BUDGET - GRANTS TO COMMUNITY ORGANIZATIONS


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ANNUAL DEPARTMENTAL BUSINESS

PLAN 2014

FINANCE DEPARTMENT

Patricia Higgins, Director of Finance

October 3, 2013


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1.1 Mission StatementThe Finance Department is committed to provide exceptional customer and financial services tothe public and the corporation.

1.2 Services ProvidedFinancial Services operates under the direction of the Director of Financial Services who isresponsible to the Mayor and Council through the Citys CAO, and is the Financial Officerdesignated under the Community Charter. In order to accomplish our stated mission, theDepartment is organized into three (3) major divisions:

Finance responsible for the delivery of front line reception and financial services to thepublic and the corporation.

Purchasing responsible for the procurement of goods and services for the corporation. Information Technology responsible for the delivery of computer system support services

for the corporation.

The Finance Division is responsible for maintaining the financial management of the City.Primary functions include coordination of five year financial planning/budgets, financial and cashmanagement, accounting and payroll, accounts payable/receivable, and financial reporting andinternal controls. Services provided to the public include property tax billing, utility billing,business license billing, risk management and claims, and response to general inquiries. Financeis often the first contact for the public either through switchboard calls or front counterinquiries/services. Services are provided by seven (7) full time staff members at City Hall.

The Purchasing Division is responsible for procuring most goods and services required by theCity and its mandate is to make purchases that provide the best value based on price, quality andservice. Responsibility for providing WHMIS and MSDS information for all items purchased bythe City rests with the Division. In addition, the Division is responsible for inventory control andcoordinating the disposal of obsolete parts and equipment. Services are provided by one (1) full

time staff member at the Works Yard.

The Information Technology Division is responsible for providing computer system maintenanceand support to all City Departments. Services are currently provided by one (1) full time staffmember at City Hall.

1.3 KEY CUSTOMERS:Our customers include residents, businesses, visitors, Council, Senior Management, Divisionsand Departments, and other government agencies


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2. ORGANIZATIONAL CHART


General Financial Planning

Annual budgets continue to be a challenge for Council and staff. It is critical that development of along term financial plan with a commitment from Council to implement is in order to create asustainable plan that will meet future infrastructure needs.

Improve the Citys finances and prepare for future financial pressures. The cost of maintainingservices continues to increase and higher levels of government are continually down loadingresponsibilities to the local government creating additional strain on the municipal budgets. A varietyof options for budget considerations will need to be explored to alleviate further taxation increasesincluding a possible reduction in services, an increase in user fees, seeking investment opportunities

that will provide a positive return, and provincial revenue sharing agreements. Compliance with changing legislation.

Finance Division

The department continues to explore opportunities for the expansion of the City information data basewith MAIS across all City departments.

Respond to increased demands for services.

Improvements to the chart of accounts are required to respond to the diversity of reports requested bydepartments and Council.

Information Services

Technology is aging and there is a need to keep our many diverse information technology systems(hardware and software) current while maintaining security standards.

Increasing user access to file backup to address workload pressures on IT department. Integrate simplified file backup and restore solution for access at user level, simplifying file restores

by the user instead of requiring IT intervention. Rollout Enterprise wide solution where designateddepartmental users can restore files easily themselves.

Provide public Wi-Fi access at the airport. The rollout of Wi-Fi network secured from private Citynetwork.

Director ofFinancialServices

Manager ofFinance

Accounting

Clerk

Receptionist/

Cashier

Senior

Accounting Clerk

FinancialAccountant

PurchasingAgent

Manager ofInformationTechnology


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4. CORPORATE STRATEGIC PRIORITIES APPLICABLE TO THIS DEPARTMENT

1. Planning for growth by taking a long term, strategic approach to meeting the needs of the community

9. Ensure a strategic approach to the development, maintenance, and replacement of the communitysinfrastructure

5. PREVIOUS YEAR ACCOMPLISHMENTS/SUCCESSESGoals and Major

ProjectsResults


Develop a strategiclong term financialplan

Ongoing Five Year Financial Plan Additional Public Engagement in2013 Development ofDepartmental Business Plans

Develop a long termmulti asset investmentplan with financialimplications using TCAdata

Deferred To commence in 2014

Align the capitaldevelopment plan withthe five year financialplan

Complete Strategic 5 year Capital projectscompleted in 2013

Revamping of theChart of Accounts

Deferred Resource Dependant

Fully Utilize MAIS(Municipal AccountingInformation System)

Ongoing Completed Implementation oftangible asset module withinMAIS

Enhance RiskManagementStrategies

Ongoing Whistle Blower Policy authorizedby CouncilUpdated Cash handlingprocedures within the Finance

DepartmentIT TechnologyMaintenance andUpgrades

Ongoing Purchased new server

6. CURRENT GOALS AND MAJOR PROJECTS

GOALS ANDMAJOR

PROJECTS



StartComplete

(eg. Q1, 2012 Q32013)

Develop a longterm multi asset

investment planwith financialimplications usingTCA data

Council Priority 9; Utilize theTCA data to determine the

needs of investment that willbe required to maintainexisting assets.

Staff Time Q1-Q4 2014

Revamping of theChart ofAccounts

Review the Charts to ensurebetter reporting and to beable to meet the requirementsall City departments.

Staff Time Resource Dependant


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Fully Utilize MAIS(MunicipalAccountingInformationSystem)

Integrate building permits,bylaw and cemetery intoMAIS

Staff FinanceStaff resourcesSupplemental Request

Q1-Q3 2014

IT Technology

Maintenance andUpgrades

Technology is aging and

there is a need for systematicreplacement/ maintenanceand ensure there isappropriate funding.

Capital Plan Ongoing



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2013 2014 2015 2016 2017 2018

AMENDED Budge t Budget Budge t Budget Budge t

EXPENDITURES:FINANCE

SALARIES 606,550 616,700 622,870 629,100 635,390 641,740

POSTAGE 18,000 18,000 18,000 18,000 18,000 18,000

PRINTING/SUPPLIES 30,000 30,000 30,000 30,000 30,000 30,000


INSURANCE-LIAB 83,000 78,670 78,670 78,670 78,670 78,670

INSURANCE-DEDUCT 20,000 20,000 20,000 20,000 20,000 20,000

PROPERTY APPRAISAL 0 10,000 0 0 0 0

AUDIT FEES 40,000 30,000 30,000 30,000 30,000 30,000

DOCUMENT DESTRUCT 500 500 500 500 500 500

811,860 817,680 813,850 820,080 826,370 832,720

PURCHASINGSALARIES 91,530 93,790 94,730 95,680 96,640 97,610

MAINTENANCE-WAGES 200 200 200 200 200 200

FREIGHT 100 100 100 100 100 100

SUPPLIES 100 100 100 100 100 100

91,930 94,190 95,130 96,080 97,040 98,010

INFORMATION TECHNOLOGY

SALARIES 111,040 122,290 123,510 124,750 126,000 127,260

TELEPHONE 58,000 58,000 58,000 58,000 58,000 58,000

SUPPORT AGREEMENTS 54,770 54,770 54,770 54,770 54,770 54,770

EQUIPMENT LEASES 20,000 20,000 20,000 20,000 20,000 20,000

SOFTWARE MTCE 3,000 3,000 3,000 3,000 3,000 3,000CONTRACT SERVICES 1,000 1,000 1,000 1,000 1,000 1,000

SUPPLIES 10,000 10,000 10,000 10,000 10,000 10,000

257,810 269,060 270,280 271,520 272,770 274,030

TOTAL FINANCE 1,161,600 1,180,930 1,179,260 1,187,680 1,196,180 1,204,760

$ Change from previous year 19,330

% Change 2%

Changes Primarily Due to:

Audit Fees -10,000

Personnel - Wage adj 23,660

Appraisal 10,000Decease in Liability Insurance -4,330

Total 19,330

ANNUAL BUDGET - FINANCE


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8. 2014 SUPPLEMENTAL REQUIREMENTS (attached supplemental request)

9. 2014 CAPITAL REQUIREMENTS (attached project description forms)


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ECONOMIC DEVELOPMENT

Alan Madrigga, Manager, Economic Development

October 4, 2013


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1.1 Department Overview / Mission Statement

The function of economic development is often understood to focus on and be gauged by theestablishment of new industry and business. Economic growth or the creation of new business enterpriserequires a successful mix of contributing factors such as available skilled workforce, an enablingregulatory environment, strong market demand, and supportive infrastructure. So while the measurementof economic development is often tied to new business starts or jobs created, the practice of economicdevelopment involves implementation of varied initiatives directed at enhancing the building blocks ofenterprise creation. Further, economic development is largely driven by a choice of place where toinvest capital, start new businesses, or the relocation of people. The function of economic developmentcan also be broadly characterized as efforts that increase the likelihood of our city being chosen as aplace that business invests, or where people want to live.

The above is demonstrated by the diverse strategies in the Williams Lake Business Expansion AttractionStrategy. Many of the recommended activities if completed would not on their own result in a new

business or job creation, but they are steps to improving factors whereby business and job creation ismore likely. This overview offers an introduction to the economic development department missionstatement.

The mission of the economic development department is to enhance the productive capacity - land,labour, capital, knowledge and technology - of the City of Williams Lake. The department will do this byworking with business and local, regional and senior government partners to develop and implementstrategies that enhance business retention, sustain and increase, wherever possible, a diversified long-term employment base. The sense of community and quality of life that have drawn residents to ourcommunity will be important factors to maintain in undertaking this mission.

1.2 Department Services

While the department mission statement above is very wide in scope, the offices activity direction stemsfrom an annual work plan and/or strategic plan each year. The Williams Lake Business Expansion andAttraction Strategy (BEAS) was completed in 2011 with implementation started in 2012. The documentincludes an assessment of the existing economy and recommends business sector targets that should betargeted as well as strategic initiatives that address challenges and threats to business expansion andattraction. The Williams Lake ICSP and OCP, and local stakeholder input were considered in theauthoring of the BEAS. Annually planned activities of the department will be related to implementation ofthe BEAS over the next few years.

In carrying out its work to meet the department mission and implement strategic plans, the followingactivities are standard services that are regularly undertaken: Makes presentations to appropriate groups and agencies on local Economic Development projects that

are proposed or being implemented;

Prepares and maintains community profile and data reports; Communicates with other economic development stakeholders in the community and region; Handles telephone, email and walk-in inquiries and acts as a consultant to the community for economic

development and business information; Assists clients with business assistance and contacting appropriate government agencies; Assists potential investors and others not living in the region to access information about business,

investment and relocation opportunities; Identifies and develops key economic development information, sources, and contacts; Carries out promotion and marketing for the city; Prepares proposals and applications to outside funding agencies/programs for city projects.


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1.3 Key CustomersOur customers include Mayor and Council, City Departments, members of the public, other governmentand non-government agencies, business and land developers.


Comparison of total FTEs over the past three years:

Total full time equivalent positions in 2010 were two. This included the Manager and EconomicDevelopment Coordinator. The Economic Development Coordinator positions was eliminated in 2010.The department now has one full time equivalent position; and accesses some service support from theCommunications Coordinator.

Chief Administrative Officer

Manager, Economic Development


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General Issues and Challenges

The staffing level of the department continues to present challenges related to the offices ability tomaintain focus on strategic work plans versus handling new demands and issues that regularly arise.

There is typically an expectation for municipal government to show leadership in, and be able torespond to economic issues. The economic base of the Cariboo region has faced severe globalmarket pressures over the past few years, and our resource and commodity based industries willcontinue to be influenced by these external pressures.

Focus on the economic development workplan coming from the BEAS strategy will continue to be achallenge, if new ideas and initiatives continue to be presented with an expectation that they will takepriority.

General Business Opportunity Identification and Promotion Issues

For new, diversified sector growth to occur, a fuller understanding of economic opportunities (betterprofiling and quantified market analysis of business / cluster opportunities) is needed in order tofacilitate new growth that is less reliant on external forces. The challenge is to promote focused, welldefined business opportunities when competing in a global economy where thousands of

communities compete for investment capital and skilled workers versus simply promoting existingdevelopment activity as an opportunity.

Tracking and updating new development information on the Citys web based marketing sites will bea challenge.

Discussion with mining companies to date indicates that supplies and equipment purchases that arepossible are sourced locally (where prices are competitive), but that larger equipment inventory typeendeavours would further assist their operations. Further business opportunity analysis needs to beundertaken to understand if this type of development is feasible in Williams Lake. However there islimited staff capacity to accomplish this.

Non-Basic Sector Development Issues and Challenges

Population Projections in the community and region is a significant issue. Maintaining or growingpopulation is a significant challenge that is a key component to community sustainability. In order to

generate more local jobs, increase the availability of services to residents and expand the tax base, itis necessary to attract new businesses, entrepreneurs and sources of capital from both the privateand public sectors into Williams Lake. In the context of the non-basic sector, which includes retailand most personal services, growth usually derives from three distinct pathways:

An increase in the local area population which will lead to greater local demand for andexpenditures on retail goods and services;

A decrease in spending by the local population that is currently leaking to outside jurisdictions;and

An increase in spending in the local area by non-residentsthis could include an increase in thenumber of tourists or temporary workers as well as more expenditures locally by residents ofother jurisdictions.

The remaining sources of growth in the non-basic sector fall into two broad categories:

Increases in the size tourism industries; and More competitive local businesses that are able to plug spending leakages and expand their

trade area.It is in these two areas where opportunities for the expansion of the non-basic sector are most likelyto be found.

Revitalization and Investment of the Downtown and Retail Centres Issues and Challenges


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Williams Lakes central shopping area has been under significant strain. Programming andleadership has to emerge at many different levels to combat the causes of decline. Williams Lakeneed to utilize the experience of communities like Leavenworth, Washington , Chemainus, BC and St.Albert, Alberta that has shown that channelling a diversity of opinions and interests is only possiblethrough strong leadership and vision about what is best for the community.

The community has not been idle and has made efforts to address downtown issues. Beautificationand enhancement efforts have been implemented since the 1970s, when the western theme frontageguidelines were introduced.

The solution to attracting visitors and residents to the downtown core is better market awareness,competitive and innovative services, quality infrastructure and a sense of safety. An increasingnumber of downtowns and even shopping malls are trying to replicate the conditions of a century agowhen downtowns throughout North America were at their liveliest, characterized by intensive mixed-use developments and density. The support ofresidents is integral to revitalization efforts.

Business Climate Issues and Challenges

Challenge is that the City is perceived to not be business friendly locally. At the local level, businessclimate is influenced by flexibility and timeliness of the development approval process, constructioncosts, operating costs, access to infrastructure, availability of capital and the quality of the local labour

force. If these attributes allow investors to find fewer risks and higher returns in a community whencompared to other places, then business and financial risk is reduced and presumably investmentflows and job-creating activities enhanced.

A subsequent recommendation report to Mayor and council from a BEAS Task Force suggested thatthe City undertake a program to educate existing and potential property developers on the processesand requirements to develop property in City. Such an exercise directed at the development andentrepreneurial sectors could assist in improving satisfaction levels of business clients and work toenhance the Citys reputation as a business friendly city.


1 Planning for growth by taking a long term, strategic approach to meeting the needs of our community

5 We will actively market the City to businesses, tourists and new residents

6 We will support development of industrial lands in the City

7 We will become the 'Mining Capital of BC'

8 We will continue to implement our BEAS strategy


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5. PREVIOUS YEAR ACCOMPLISHMENTS/SUCCESSESGoals and Major

ProjectsResults


Williams Lake businessFriendly Initiatives

Ongoing Partnering with local businessassociations will be integral to

maintaining work in this projectarea.

New BusinessOpportunities Profiling

Ongoing Some market demandassessment undertaken.

TRU MOU Implementation Deferred Capacity issue resourcedependent

Mountain Bike DestinationMarketing

Ongoing Assisted and partnered with theCariboo Mountain BikeConsortium with strategicmarketing investments andexternal funding applications.

Industrial Rail Service Deferred Resource dependent

Industry MOUs In progress Initial discussions in 2013 with

further language to bedeveloped

City Marketing Completed Place brand project and webbased marketing materialscompleted.Completed print advertisingplacements.

Downtown and RetailBusiness Development

Ongoing Completed some liaison work toidentify downtown projects toassist growth.Business opportunities analysiscompleted.

6. GOALS AND MAJOR PROJECTS


(Council Priority Addressed)Description


StartComplete

(eg. Q1, 2014 Q3 2014)

Williams LakeBusiness FriendlyProgram

Council Priority 8;

Consult with existing businessand industry associations toidentify business friendlyservices that could beestablished by the City andreport those to Council for

consideration. Communicate the Citys

existing business friendlyinitiatives through variousmediums websites, socialmedia, advertising, andapplication to the Provincesmunicipal awards program forSmall Business Friendly Cities.

Department staff andcoordination withDevelopment Services,and Legislative Services

Q1, 2014 Q12015


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New BusinessOpportunities andProfiling

Council Priority 7 and 8

Building from target sectorsidentified by the BEAS,complete detailed marketassessment of businessopportunities that can be

marketed to secure localinvestments in new andexisting enterprises.

Department Staff.Business consultants.

Q1 Q4 2014

TRU MOUImplementation

Council Priority 7.

Undertake information sharing,and other initiatives establishedin a City/TRU MOU to enhanceresource sector training.

Department Staff Q2 Q3, 2014

Industrial RailService

Council Priority 8.

Survey owners of and businesslocated on industrial lands todetermine if their needs arebeing met for rail services fromCN Rail.

At the discretion of Council,lobby CN Rail to address anyidentified rail servicedeficiencies.

Department staff Q2 Q4, 2014

Industry MOUs Establish Memorandums ofUnderstanding with companies inthe mining and forestry sectors tofacilitate mutual benefits andincrease our understanding of theneeds and opportunitiesassociated the sectors.

Department staff Q3 Q4, 2014

City Marketing Council Priority 5.

Implement use of place-branding program (2012project) including securingcommunity partners tocommunicate the new brand,website amendments,distribution of brochures, andsector specific advertising.

Invest in web marketinginitiatives to highlight the Cityof Williams Lake websites.

Department staffWeb consultants

Q1 Q4, 2014

Downtown andRetail Business

Development

Council Priority 8.

Utilize best practices (including

BEAS initiatives) in downtownand retail redevelopment toestablish new businesses andreduce the high vacancy of thedowntown and other retailproperties in the city.

Develop a way-finding plan forthe downtown

Department staff,consultation with

development services.

Q1 Q4, 2014


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8. 2014 SUPPLEMENTAL REQUIREMENTS -See attached supplemental request forms

9. 2014 CAPITAL REQUIREMENTS - none


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Development Services

Geoff Goodall General Manager of Planning and Operations

October 1, 2013


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1.1 Mission StatementTo facilitate the development, growth and planning of our community by working with

businesses, developers and community organizations to ensure the community develops as

reflected in the goals and objectives of the Integrated Community Sustainability Plan and the

Official Community Plan; and to provide courteous and efficient guidance and assistance to

stakeholders with regard to upholding legislation and municipal bylaws.

Approach

The Development Services Division utilizes a collaborative approach where information is shared,

and reflected upon in a team environment, and where ideas and solutions are generated in a

collective, respectful and integrated fashion.

1.2 Services Provided

The Development Services Division is responsible to manage a number of municipal functions:

Planning

Engineering

Building Services

Business Licensing/ Cemetery

Bylaw Enforcement Services

Social Development

PLANNINGCity Planning is defined by the Canadian Institute of Planners to mean:

The planning of the scientific, aesthetic, and orderly disposition of land, resources, facilities and

services with a view to securing the physical, economic and social efficiency , health and well-

being of urban and rural communities.

Land Use Planning in the City of Williams Lake involves the review of development proposals,

advising politicians, undertaking research, advising senior staff, administering policy, facilitating

community involvement, preparing and administrating bylaws and regulations and conducting

public involvement. The Planning Department works closely with all departments when receiving

applications for Zoning and Official Community Plan Amendments, Development Permits and

Development Variance Permits, Building Permits and prepares reports on each for review byCouncil. The Planning Department receives Subdivision applications and reports with

recommendations to the Approving Officer. The Planning Department is also responsible for the

Heritage Portfolio of the City, along with the Climate Neutral Agenda, Sustainability and

Community Planning initiatives and assistance to the Community Services Department with

regards to Parks Planning.


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ENGINEERING

The engineering department provides project management and inspection services for capital

construction projects and developments to ensure City procedures and bylaw requirements are

met. Project duties may include survey/design, contract administration, and serving as City liaison

with professional consultants, contractors, and developers. The Engineering Department

maintains and distributes city mapping, including civic addresses, cadastral and utility data, and is

responsible for working in conjunction with other City divisions to provide bylaw, property, and

underground information to the public and others.

BUILDING INSPECTION

This includes the monitoring, regulation and inspection for compliance of all building construction

activity pursuant to, and as required by, the British Columbia Building, Plumbing and Fire Codes

as well as the Zoning, Building and other related Bylaws throughout the City.

Along with providing direct assistance to the public for permits for new construction and/or

extensions or modifications to the built environment, the scope of work involves liaison with other

departments, businesses and government agencies, providing statistical information and updates

and clarification on new code changes and other governmental communications.

BUSINESS LICENSING/ CEMETARY

This includes the management of all license applications, inspections, building permit checks, and

an active role in collections and compliance. The Planning Clerk works with the development

services department staff to ensure a seamless process for all business license applications and

referrals. In addition to Business Licensing the role of the planning clerk is to administer the

Cemetery services for the City of Williams Lake, including interments, pre-need purchases,

installation of memorial markers and benches, management of records, invoicing, coordination of

works yard staff and the crematorium inspections. This department also administers of the

revitalization tax exemptions for the City, as well as sidewalk and mobile vendor permits.

BYLAW ENFORCEMENT/ANIMAL CONTROL

The Bylaw Enforcement and Parking/Animal Control Department is responsible for the

administration and enforcement of city bylaws related to Licensing, Parking, Zoning, Excessive

Nuisance, Unsightly Premise, Noise and other regulatory bylaws. The department responds to

public complaints and investigates and prepare files for prosecution. The approach of the

department is an educational one, to encourage voluntary compliance rather than taking punitive

measures.

SOCIAL DEVELOPMENT PLANNING

The work of the Social Development department is responsible for bringing a social lens to a

variety of municipal and community issues. This involves working with community groups and

other civic departments to address social issues facing the city. This includes: Providing support, advice and information to a wide range of community organizations.

Contributing leadership and facilitation in bringing together key people around a specific

problem or issue.

Making recommendations to Council regarding civic policy as it relates to a range of

social issues and areas of concern, including seniors, childcare, First Nations relations,

poverty and similar topics.


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The Social Development Manager liaises with a variety of organizations within the community

including the Social Planning Council, Interior Health Authority, Provincial Ministries and

Agencies, and more.

1.3 Key Customers

Public, Developers, Business Owners, Government Agencies, and Social Service Providers.



GENERAL DEVELOPMENT SERVICES DEPARTMENT

Capacity

The Development Services Department basically meets day to day demands, however thedepartment continually struggles with the ability to complete strategic priorities in a timelymanner. With one staff member responsible for each function and no cross over with expertise

and professional training, resourcing continues to be a concern. In addition to staffing capacitythe department is under resourced with Management. There are a number of Council priorities within the Development Services Business Plan that are

large projects which require resources beyond current staffing level and capital fundingallocations. Councils direction in prioritizing will be required.

Currently much of our information management is completed in paper form. There is a need tomodernize to allow for digital application and licence processes and allow the public to interactdigitally. In addition, we require the development of an integrated information managementsystems between departments.

Property File Management

Lack of a Property Management File System continues to be an issue and challenge for all areaswithin the Development Services Department. A database program that will interconnect all

departments that deals with licensing, complaints received, dog licensing, impounds andinformation all at a given property to save more time and money when researching a newcomplaint or previous complaints through the Bylaw Department. Currently we are searching in 3different databases to get information, which often times is not interconnected and we are missinginformation on previous complaints. Including and not limited to searching paper files forinformation.

Web Site Content

The City of Williams Lake recently updated the municipal website and all the contents wereported over from the old website. The content for the planning and development services

General Manager

of Planning andOperations

Manager of SocialDevelopment

Planner

Planning

Technician

DevelopmentServices

Coordinator

Senior BylawOfficer

Bylaw Officer (2)

Planning Clerk(Business Licensing

/ Cemetary)

Building InspectorEngineeringTechnologist


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department is currently weak and needs to be strengthened to become more community anddeveloper friendly.

Cemetery Life Expectancy

There is only a 20 year life expectancy of the existing cemetery, it is important that staff work withthe Province to secure crown lands for future cemetery. It will be necessary to complete a

community planning process to identify lands for future cemetery.

Bylaw Enforcement Tools

The Citys Bylaw Enforcement and Animal Control department requires tablets with web accessfor retrieval of information needed in the field. This technology is essential to provide pertinentinformation to an investigating officer in entering private property as to whether there are safetyconcerns.

4. CORPORATE STRATEGIC PRIORITIES APPLICABLE TO THIS DEPARMENT

1 Planning for growth by taking a long term, strategic approach to meeting the needs of our community.

2 We will continue to develop relationships with First Nations Governments on issues of joint interest.

4 The City plays a leadership role in strengthening the social fabric of the community.

8 We will continue to implement our BEAS strategy.

9 We will ensure a strategic approach to the development, maintenance and replacement of thecommunitys infrastructure.

10 Address the environmental objectives prioritized within the OCP Implementation Plan.


General Development Services DepartmentGoals and Major

ProjectsResults


Department ServicesDelivery Review

Ongoing Completed Planning Clerk,Dev. Services Coordinatorreviews. Review will continue in2014.

Develop a Property FileSystem

Deferred Capacity/resource issues

Review Citys Web Site for

Development ServicesDepartmentProfessional Developmentfor all service deliveryareas

Complete


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Planning DepartmentGoals and Major

ProjectsResults


Review DevelopmentProcedures Bylaw andManual

Deferred Resource/capacity limitations

Develop a CorporateCommunity Emissionsand Reduction Plan

Deferred Resource/capacity limitations

Residential LandDevelopment Strategy

In progress First stage initiated

Downtown Revitalizationinitiatives

In-progress Faade programBanner Art projectNew muralsDowntown Farmers Market

Review the MobileVendors Pilot Project

Complete Limited interest in this project

DCC Bylaw Deferred Resource/capacity limitationsICSP Indicator Monitoring Deferred Not approved in 2013 budget

Continue the CabinetWrap Initiative Deferred Not approved in 2013 budget

Hazard AcceptabilityThreshold Guidelines

Deferred Not approved in 2013 budget

Adopt Heritage Valuesand continue theDevelopment of theHeritage Registry

Complete Adopted Heritage Values inFebruary 2013 and HeritageRegistry is in place

Confirmation of newgateway to River Valley

Ongoing Ongoing negotiations with BCRproperties

BCR Lands Acquisition Ongoing Ongoing negotiations with BCRproperties

Explore servicing optionsfor Woodland DriveResidents

Ongoing Exploring alternatives toprevious recommendedoptions.

ENGINEERING



Comments

Citys Online GIS system In progress Q2 2013 Q3 2015

Project ManagementPriorities

Council Priority 1 & 9; Completion ofSouth Lakeside Drive; CN RailUnderpass, the Storm Water Phase5, Duncan Road and Toop Rd.

Q1-Q4 2013

Engineering Students Complete Q2-Q3 2013 - ongoing

Review the Subdivisionand Development ServicesBylaw

Deferred Resource dependant(2 years)

Develop a Storm Watermanagement Plan

Deferred Resource Dependant(1 year)


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BUILDING INSPECTION.Goals and Major

ProjectsResults


Recruitment of City staffBuilding Inspector

Complete

Review the Building Bylaw

and Procedures

In progress Draft Building Bylaw complete

CEMETARY AND BUSINESS LICENCE INSPECTION



Comments

Electronic CemeteryRecords

Ongoing 80% complete

Cemetery Planning Deferred Staff capacity limitations

BYLAW ENFORCEMENTGoals and Major

ProjectsResults


Swearing in of Officers Complete Officers are designated byposition.Field Equipment In progress Completion 2014

Resource DependantReview MTI Bylaw Ongoing Will be included in adjudication

processAdjudication Process In progress Completion Q1 2014Bylaw EnforcementProcedures Manual /Policy

In progress Completion Q1 2015

Bylaw Enforcement OfficerTraining

Complete Completed Level 2 training;additional training complete byend of 2013

SOCIALDEVELOPMENTGoals and Major

ProjectsResults


Draft Social DevelopmentStrategy

In progress Completion in 2014

Continue the Developmentof the Junior Council

Ongoing Six new Junior Councilmembers appointed in Q4 2013

Cariboo Lodge Site Plan In progress Cariboo Lodge Task Force willsubmit recommendations fornext steps to Council inDecember 2013

Local Food Action Plan Complete Completed through partnershipwith Food Policy CouncilDevelop an AffordableHousing Strategy

In progress Housing Need and Demandstudy completed, ongoing workwith community stakeholdersregarding homeless/hard tohouse strategies.

Review the Citys StrataTitle Conversion Policy

Deferred Workload/capacity

Implement Secondary In progress Completed review of Secondary


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Suites Policy andprocedures

Suites policy in 2013 withrevised policy for Councilapproval in December 2013.Ongoing work onimplementation through Bylawand Finance departments.

6. GOALS AND MAJOR PROJECTS

GENERAL DEVELOPMENT SERVICES DEPARTMENT


Description (Council Priority) ResourcesRequired

(Staff, contract,equipment, etc.)

StartComplete

(eg. Q1, 2012 Q3 2013)

Department Review Council Priority 1; Service deliveryreview to ensure that the service

delivery level is consistent and highquality, while determining if a staffincreases is required or find some othersolutions to assist in the priorities of thedepartment.

Staff time Q2 2014

Develop a PropertyFile System

Council Priority 1; A PropertyManagement File System has thepotential to assist staff in alldepartments to conduct research andunderstand all the issues, charges andactions associated with a single piece ofproperty within the City.

Staff timeConsultantBudget approved in2013

ResourcedependantQ2 2014- 2014

PLANNING




StartComplete

(eg. Q1, 2012 Q3 2013)

ReviewDevelopmentProcedures Bylawand Manual

Council Priority 8; meet BEAS and OCPto have a new Bylaw and Procedures inplace.

Staff timePublicmeetings/reviewCorporate Servicesreview

Q2 2014 - Q12015

Residential LandDevelopmentStrategy

Council Priority 1; To identify the lands,development constraints and begin toanalysis costs of the developmentconstraints. Inform future budgetdiscussions with regards to municipalinfrastructure improvements.

Planning staff timeOr Consultants$30, 000Supplemental

ResourceDependant(4 Quarters)

DowntownRevitalizationinitiatives

Council Priority 8; Work with the BIA onprioritizing downtown enhancementactions such as public art, street

Planning staffPublic consultationBIA

ResourceDependant(4 Quarters)


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closures or sculptures, cabinet wrapprogram.

Project costs$10,000Supplemental

DCC Bylaw Council Priority 9; The review of theDCC bylaw will assist the City in thecollection of monies to

Staff time

offset some of

the infrastructure and community assetexpenditures incurred, to service theneeds of residents.

LegalDrafting/Review

Budget approved in2013

Q4 2014

ICSP IndicatorMonitoring

Develop a public monitoring resource forstaff, council and the community withregards to the ICSP and OCP. Continueto engage residents in theimplementation of the ICSP through thedevelopment of partnerships withcommunity organizations.

Staff andcontracted

ResourceDependant

HazardAcceptabilityThreshold andDevelopmentGuidelines

Council Priority 10; Willdetermine levelsof landslide safety that could be adoptedby the City.

Staff TimeConsultants$40,000Supplemental

ResourceDependantPhase 1 (2quarters)

Confirmation ofnew gateway toRiver Valley

Supports Council Priority 4. If the City isable to confirm the acquisition anddevelopment of the new gateway to theRiver Valley, this will assist the City indetermining the location for therevitalization efforts for the station housegallery.

Staff TimeArchitecturalConsultants/contractorsStation HouseGallery Board

ongoing

BCR LandsAcquisition

Support Council Priority 8; Helps toattain the goal and objectives of thePTORMP.

Staff timeLegal Assistance

Ongoing

Explore servicingoptions for

Woodland DriveResidents

Council Priority 9; Address residenceservice needs.

Funding/ GrantStaff time

Consultants

ResourceDependant

Ongoing

ENGINEERING




StartComplete

(eg. Q1, 2012 Q3 2013)

Citys Online GISsystem

Council Priority 1; Fully funded projectwill give public, developers and businessaccess to mapping and propertyinformation.

Engineering StaffIT $10000

Q2 2013 ongoing

ProjectManagementPriorities

Council Priority 1 & 9; Completion ofSouth Lakeside Drive; CN RailUnderpass, the Storm Water Phase 5,Duncan Road and Toop Rd.

PM EngineeringStaff Time

Q1-Q4 2013

Mapping water andsewer infrastructurenetwork

Council Priority 1; Continue to map theWater and sewer infrastructure networkfor the Citys records.

EngineeringstudentsStaff supervision

Q2-Q3 2014

Review theSubdivision and

Council Priority 9;Bylaw to ensureConsistency with New OCP. Looking

Staff timeConsultants

Resourcedependant


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DevelopmentServices Bylaw

specifically at alternative designstandards for industrial, residential andcommercial that would incorporate bestpractices for stormwater management,and infrastructure requirements specificfor winter climates and the regionalclimate.

$50,000Supplemental

(2 years)

Develop a StormWater managementPlan

Council Priority 10; provide developmentguidelines for Storm Water Managementpractices for all new development. Thisplan or process can be integrated intothe Subdivision and DevelopmentServicing bylaw review as a componentfor alternative standards for Storm watermanagement on private lands.

Staff timeConsultants $30,000Supplemental

ResourceDependant(1 year)

BUILDING INSPECTION

Goals and MajorProjects Description (Council Priority) ResourcesRequired(Staff, contract,equipment, etc.)

StartComplete(eg. Q1, 2012 Q3 2013)

Implementation ofthe Building Bylawand Procedures

Council Priority 9;Review BuildingBylaw to ensure consistency with theOCP and current legislation.

Staff time(planning/ buildingdepartmentresourcedependant)

Q1-Q4 2014

CEMETARY AND BUSINESS LICENCE INSPECTION




StartComplete

(eg. Q1, 2012 Q3 2013)

ElectronicCemetery Records

Continue to transfer paper records toelectronic records for back up. This willassist in services with the Cemetery.

Planning ClerkEngineering staff(GIS)

Completion Q42014

Cemetery Planning Council Priority 9;Plan for a futurecemetery within the City of WilliamsLake as there is only a 20 year lifeexpectancy of the existing cemetery.

Staff timePublic processesCrown Applications$ to conduct planand public process

2015ResourceDependant

BYLAW ENFORCEMENT

Goals and MajorProjects Description (Council Priority) ResourcesRequired(Staff, contract,equipment, etc.)

StartComplete(eg. Q1, 2012 Q3 2013)

Completeimplementation ofadjudicationprocess

Streamlining ticketing and enforcementprocesses and procedures

Staff Q1-Q3 2014

Develop GoodNeighbour Bylaw

Coordinate a number of existing bylawsthat address residential issues into a

StaffCouncil approval

Q1- Q3 2014


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single, updated bylaw for managingthese issues

Field Equipment Tablets with web access for Officers toassist with information gathering andensure safety.

Supplemental Q3 2014

Bylaw Enforcement

Policy &Procedures

Application of consistent approach to

bylaw enforcement and ensure there aretraining resources for new staff

Staff time Q1 2014 Q1

2015

SOCIALDEVELOPMENT


How objective/strategy addressesIssues, Challenges, Opportunities

ResourcesRequired

(staff, contract,equipment, etc.)

StartComplete

(eg. Q1, 2012 Q3 2013)

Draft SocialDevelopmentStrategy

Council Priority 4; A Social DevelopmentStrategy will guide the specific work andpriorities of the social planning functionfor the City of Williams Lake.

Staff time Q1-Q4 2014

Cariboo Lodge SitePlan

Council Priority 4; Complete a feasibilityplan for redevelopment of the site inpreparation for potential fundingprograms announcements by theprovincial and federal governments andpossible economic development projectsin Williams Lake.

Staff timeConsultants

Q1 2014 Q12015

Develop anAffordable HousingStrategy

Council Priority 4; Build a strategy thatwill address issues in the recentlycompleted Housing Needs and DemandStudy.

Staff time Q1 2014 Q32015

CompleteImplementation ofSecondary Suites

Policy andprocedures

Council Priority 4; Review andImplement the Secondary Suites Policyto establish utility billing process

Social Planning aslead: SocialPlanning, Bylaw,

Building, finance,and Licensing.

Q1-Q3


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8. 2014 SUPPLEMENTAL REQUIREMENTS (attached supplemental requestforms)

9. 2014 CAPITAL REQUIREMENTS (attached project description forms)

2013 2014 2015 2016 2017 2018


EXPENDITURES:

PLANNING/ENGINEERINGSALARIES 588,830 539,130 578,320 578,320 578,320 578,320

VEHICLES 12,000 12,000 12,000 12,000 12,000 12,000

TELEPHONE 3,000 2,500 3,000 3,000 3,000 3,000

MEMBERSHIPS SUBSCRIPTIONS 2,500 3,000 1,500 1,500 1,500 1,500


FEES/SEARCHES 1,000 1,000 1,000 1,000 1,000 1,000

PLANNING CONSULTANTS 5,000 3,000 5,000 5,000 5,000 5,000

SURVEY CONSULTANTS 3,000 3,000 3,000 3,000 3,000 3,000

ENGINEERING CONSULTANTS 17,000 15,000 17,000 17,000 17,000 17,000

PAVEMENT MANAGEMENT 5,000 5,000 5,000 5,000 5,000 5,000

HERITAGE COMMITTEE 3,000 3,000 3,000 3,000 3,000 3,000

JUNIOR COUNCIL 3,000 3,000 3,000 3,000 3,000 3,000

DEVELOPMENT COST CHARGE BYLAW 25,000 25,000 0 0 0 0ICSP/OCP 10,000 15,000 10,000 10,000 10,000 10,000

DOWNTOWN REVITALIZATION 10,000 10,000 0 0 0 0

PLANNING - COMMITTEE MEETINGS 1,000 1,000 5,000 5,000 5,000 5,000

DEV SERVICES WEB SITE CONTENT 10,000 0 0 0 0 0

PLANNING REFERENCE MATERIAL 2,000 3,000 2,000 2,000 2,000 2,000

TOTAL PLANNING/ENGINEERING 721,570 667,830 669,060 669,060 669,060 669,060

BYLAW/BUILDING INSPECTION

SALARIES 326,740 373,580 293,630 293,630 293,630 293,630

CAR POOL 10,000 10,000 10,000 10,000 10,000 10,000

TELEPHONE 2,000 1,200 2,000 2,000 2,000 2,000

MEMBERSHIP/SUBSCRIPTIONS 1,000 1,000 1,000 1,000 1,000 1,000

PROFESSIONAL DEVELOPMENT 16,560 19,700 15,000 15,000 15,000 15,000CRY WOLF LICENCE FEE 4,000 4,000 4,000 4,000 4,000 4,000

PROPERTY FILE SYSTEM 10,000 10,000 0 0 0 0

VETERINARY SERVICES 1,000 1,000 1,000 1,000 1,000 1,000

SUPPLIES 4,000 4,000 4,000 4,000 4,000 4,000

REFERENCE MATERIAL 750 1,000 750 750 750 750

ANIMAL LICENCE FEES 2,200 2,500 2,200 2,200 2,200 2,200

BOARDING FEES 1,000 1,000 1,000 1,000 1,000 1,000

FEE FOR SERVICE - SPCA 20,000 20,000 20,000 20,000 20,000 20,000

TOTAL BYLAW/BUILDING INSPECTION 399,250 448,980 354,580 354,580 354,580 354,580

TOTAL PLANNING/BYLAW EXPENDITURE 1,120,820 1,116,810 1,023,640 1,023,640 1,023,640 1,023,640

$ Change from previous year -4,010% Change 0%

ANNUAL BUDGET - PLANNING/BYLAW & BUILDING INSPECTION


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ANNUAL DEPARTMENTAL BUSINESS PLAN

FIRE DEPARTMENT 2014

Des Webster, Director of Protective Services

October 4, 2013


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1.1 Mission statement

Serve the Community of Williams Lake and District by protecting life, property and the environment.

1.2 Services Provided

Williams Lake Fire Department consists of 44 members in total. (4) full time personnel consisting of; Director of

Protective Services, Training Officer/Deputy Fire Chief, Fire Prevention Officer and Administrative Receptionist.40 Paid-Call Members consisting of 2 Assistant Chiefs, 2 Captains, 3 Lieutenants and 32 Fire Fighters.

There are 4 main functions of the department: Administration, Operations and Training, Fire Prevention andPublic Education and Emergency Preparedness.

Administration plans, organizes and directs the departments 4 other divisions. This division also coordinatesmatters relating to staffing, budgets and personnel matters.

Operations is responsible for the fleet (through the Citys Fleet manger) and firefighting equipment, inspectionand maintenance programs. Responsible for the training/managing of officers and fire fighters as well as respondto emergencies.

Fire Prevention and Public Education provides a high level of life safety and fire protection for industry,business and residence; conducts Code and Fire Bylaw enforcement; upgrades existing non-conformingbuildings; administers fire and life safety inspections; conducts fire investigation and also coordinates and deliversa variety of public education and awareness programs to the citizens within our fire protection area.

Emergency Preparedness is responsible for the recruitment and training of emergency preparedness volunteersthrough the E.S.S. Director along with the development and implementation of the Citys EmergencyPreparedness Plan. This function also administers the Citys Emergency Program as well as training andexercises for city staff. Acquisition and maintenance of the emergency preparedness equipment is also aresponsibility of this function.

1.3 Key Customers

Citizens of Williams Lake and Citizens within our Fire protection area.


Director ofProtective Services

Paid-Call Officers

Paid-CallFirefighters

Deputy Fire Chief/Training Officer

Fire PreventionOfficer

AdministrativeReceptionist


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Equipment Requirements

A number of our large vehicles and other equipment has reached its useful life and requires replacement,including:

o Replacing Engine 12, unsuccessful tender in 2012, removed from budget in 2013o Replacing Unit 05, removed from 2012 Budget

There is an opportunity for cost savings if we assume the auto extrication function within the City boundary,which is currently contracted to the CRD. This will require the purchase of Auto Extrication Equipment.

Service Delivery Review Implementation

We need to bring our paid on-call firefighters up to meet provincial averages. This is a retention issue thatwas identified through service delivery review. We have a four year plan, 2014 is year two of this initiative.The new schedule also makes the wage increases dependent on a fire fighters certifications and rank.

Workload issues are affecting our capacity to meet demand for Fire Inspections, Maintenance and Training.We need to hire an additional employee (Fire Safety Technician) to assist with this work. For the past severalyears supplemental requests have been submitted for two additional career staff for the WLFD. Afterreviewing our operations it seems logical that we should combine the two positions and add moreresponsibilities to the job, including managing fire systems in all city buildings. An additional person will putthis department in good standing personnel wise for several years and enable us to improve our inspectionfrequency and also better comply with our equipment maintenance requirements.


1. Planning for growth by taking a long term, strategic approach to meeting the needs of our community.

2. Implement changes to improve our day time response by having full time personnel board fire fighting

apparatus for day time calls.

3. Provide a more effective and cost efficient Auto Extrication service.




Comments

Replace Engine 12 Deferred to 2014 Removed from budget in 2013

Replace Unit 5 Deferred to 2014 Removed from budget in 2013Wage Review for paid oncall fire fighters

Ongoing 2013 was year 1 of a 4 yearprocess.

New Fire Bylaw Complete Implemented in Sept. 2013.Purchase New Mask FitTest Machine

Complete In Service in 2013

All Fire Fighters NFPA1001 Certified

On Going 8 more Fire Fighters Complete

Hazmat OperationsCourse

Complete 12 more Fire Fighters certifiedto Hazmat Operations Level

Fire Service Instructor 2 Complete 3 More Officers certified FireService Instructor 2

Additional Fire Inspector

Position


Additional Maintenanceposition



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6. CURRENT GOAL AND MAJOR PROJECTS

GOALS ANDMAJOR

PROJECTS


Resources Required(Staff, contract,equipment, etc.)

StartComplete

(e.g. Q1, 2012 Q3 2013)Replacing Engine12

This apparatus was approvedin 2012 however did not meet

spec. An extension wasasked for 2013 however itwas removed from thebudget.

EquipmentCapital request from

equipment reserve

2014

Replacingemergencyresponse unit # 5

Unit 05 is a 1st Equipmentresponseapparatus that waspurchased in 1999, it is at theend of its reliable service. Theunit is to be replaced with a ton 4 wheel drive pick up tofacilitate our capacity to haulour emergency responsetrailers when required.

Capital request fromequipment reserve

2014

Wage review,Paid-CallMembers

Second year of changing thewage structure to a systemthat is based on educationalcertification achievements isproposed.

Staff$9,000 annually

2013 - 2016Supplemental

Assume AutoExtricationFunction withinthe Cityboundaries

The City currently pays theCRD a fee to provide thisservice. The WLFD is nowable to provide this functionmore efficiently and at amuch reduced cost.

Equipment (Capitalbudget)Additional staff training

Q1-Q4 2014

Hire 1 AdditionalStaff (Fire Safety

Technician)

The Fire Safety Technicianwill aid in Inspections, be

responsible for all EquipmentMaintenance, assist withTraining, Pre-Fire Planning.Perform all monthly fireequipment checks on Citybuildings. Perform the annualservice of all fireextinguishers in City buildingsand vehicles.

StaffSupplemental

2014

Continue withNFPA 1001Certification

All remaining Fire Fighters(approx 7 Fire Fighters) to beNFPA 1001 Certified,excluding new recruits.

Fire Fighting Staff 2014

Health andWellness Policy

Develop a Health andWellness policy to p

Documents

2014 City of WL Business Plans