Well, good evening everyone. I'd like to welcome everyone to
the Regular Council meeting of the City West Coluna. Today's
date is Tuesday, August 25th, 2026, and called a meeting
to order at 601 p. m. Meetings being held here
in council chamber, 3731 old Okong Highway. In the beautiful
city of West Kelowna. I like to acknowledge us that
this meeting is being held in a traditional territory of
the Stelkoganogan peoples. And this meeting is being open to
the public and all representations to Council foreign part of
the public record. This meeting is being webcasts live will
be archived on the city's website. Mr. Penneten, are there
any late items. No, Mr. Mayor, no late evidence. Thank
you. Okay, so with that information, can I please have
motion to adopt the agenda. It's been moved and seconded
on favor. That motion is carried. Next under 4. 1,
we have the July 28, 2006 Special and public special
meeting minutes. Public hearing minutes. And regular council meeting minutes
all from that date of July 28. A motion to
adopt those moved. Second it, on favor. Pose, none of
pose. That motion is carried. Okay, next under mayor and
council's reports. I do have some announcements to make. And
let me do that. First. So on behalf of Council,
I want to extend our thanks and gratitude to all
those in our community. Who have stepped up to support
evacuees and the emergency response in our region due to
the latest wildfires. And thank you to our staff and
been working in the emergency operation centre, supporting the volunteers
at Westbank Lions Community Centre. And our staff have been
looking after the group lodging at Royal of Page Place.
I'll select the thank our firefighters who have responded to
support our neighbouring communities, whether it's Summerland along Westside Road
or helping in Clinton. I'd also like to extend our
thanks to the many West Coluna residents and organisations who
have stepped up to support evacuees. Our compassion and caring
community always brings into action whenever needed. And thanks to
the Salvation Army Central Economic Food Bank, United Way, the
Rotary Clubs and any other service organisation and business that
stepped up to volunteer their time and services. I'd also
like to offer our condolences to the family of the
women who passed away when evacuating from the ball range
wildfire. The speed at which that fire grew astounding and
were grateful that no other lies were lost. As well,
our thoughts go out to those who lost their homes
during this wildfire. We know too well about the impact
that has on a community. But we also know the
support of the supported community will provide as, as you
rebuild. We know how hot and dry it is out
there and we've seen how quickly fires can take off.
I encourage everyone to have their grab and go bag
ready and to sign up for alerts at CEO emergency.
ca. So you get the latest news about any evacuation
orders or alerts. Next, just like to speak about music
in the park. The last music in the park concert
is happening this Friday with a tribute to ABBA and
Fleetwood Mac show starts at 7 p. m. at the
YNET Bhadrau Apte Theatre at Memorial Park. And this drew
we've had over 6, 000 people show up throughout the
season. And we hope to see everyone there. And before
we move on in the agenda, I just wanted to
recognise one individual. That's joined this year this evening. And
that's a fellow that's been 35 years in journalism. And
23 years with CASCANET. It's been around for quite some
time. And I know he's here when he covered our
corporation and the referendums around that time and the elections
ever since that time. And geez, I didn't know you
were coming. I would have suggested that we figure out
the best way to roast you. But it's really good
to see way more here. Congratulations on a real successful
career. Um, we're pleased to still have you as our
announcer for the Warriors. So we get to see you
and hear you throughout the winter. Uh, but we wish
you all the best in your retirement, Wayne. And thank
you very much for the service you provided our community
in the coverage that you provided of our council and
our new municipality over the years. So. You're out.
You're welcome. Great to see you here. Okay. Moving on.
Council the Silver 5. 11 speak to the letter that
was provided. Oops. Thank you, Mr. Mayor. Yeah, I just
wanted to update Council on an item that I brought
up last council meeting regarding our library funding. So we
did receive a, well, our association of BC Public Library
Directors Board Chair Heather received a letter from Minister Boyle
on August 11th that allowed us to restore our funding
for a 2026, which is good news. Um, so it's
in the form of a one - time supplemental funding
for the 45, 742 dollars that had been revoked for
this year. Um, and even though that only accounts for
0. 19 million dollar budgets the need, you know, libraries
are carrying responsibilities and taking on social services that extend
far beyond our original mandate. And that takes away from
time, um, that takes time resources. And, uh, and training.
So, uh, it takes away from our regular library services.
So we're really excited that, uh, we have our funding
restored for this year and that we've been assured that
we'll have a seat at the table to collaborate for
future funding when it comes to the province looking yet.
Years beyond this year's funding. So wanted to have that
update. And there's the letters that have been attached to
the report. And if council has any questions, I'm happy
to answer. Great. Thank you. Any questions. Well, congratulations on
your advocacy work. Well done. Okay, all sunder 5. 2,
we have the regional district central Okanagan highlights from the
August 20th. Regional board meeting. Any questions with regards to
that. Okay. Next, Mr. Penneton, we have 6. 1. Thank
you, Mr. Mayor. 6. 1 as a presentation from the
Kelowna General Hospital Foundation. I believe we have Allison Young
and Chief Executive Officer here to present. Thank you. Well,
welcome Allison. Maybe before you start your presentation since I've
already, I guess I'm in middle retirement mode here. But,
uh, we're aware that you made the decision to step
down from the, uh, the KGH Foundation. We wanted to
say thank you. For your years of service. 10 years
of service at the KGH Foundation. Five years as the
Chief Executive Officer Officer. There's been so much accomplished during
your stay there. And I know you're still going to
be on board for a while. But, uh, you know,
from bottom of our hearts, thank you for everything you've
done. For this region. Thank you very much. Wow. Thank
you, Mr. Mayor. Well, thank you. I wasn't expecting that.
Um, Mr. Mayor and Council, thank you for having me.
Uh, this is my regrettably my first time presenting here.
So I'm grateful to be here. And I trust my
successor will spend more time, whoever they may be. I've
prepared a brief presentation for you. It's my privilege to
be able to be here to talk a little bit
more about who we are in the work we're doing
in community, which of course our community very much includes
West Kelowna. So who we are, we're going to be
50 years old in 2028. We're older than the health
authority. And we have been committed to this community since
the very first community members who established us. We are
an independent legal entity. Not a lot of people realise
that we're not a Department of the Health Authority. We
are independent. And while we work very closely with the
health authority, we also work very closely with other health
partners and community. And ultimately we are in service to
the members of this community and the patients of this
region. We have sizable staff and sometimes people see that
and they think, gosh, your cost of fundraising must be
huge. And, uh, it's not. Uh, we are very proud
owners and operators of Joanna's house. So we have a
very dedicated team there. Uh, and they are also supported
by a volunteers. We run three social enterprises that help
us generate unrestricted revenue. All three of those businesses are
at the hospital, KGH. And then we are also this
all shareholder and beneficiary of the JP Centre for Innovation,
which was recently established last year. And then of course
in addition to that, uh, is our core business, uh,
which we were founded on and we continue to do
a very proudly, which is engage, uh, raise funds, steward
those funds and the projects on behalf of this community.
So just to give a sense of that, uh, of
course, KGH is a centre focus for us. Despite its
name, KGH is the hospital for the central Okanagan. And
for the region. So serving almost a million individuals and
patients across this region. And, uh, in addition to that,
uh, also servicing many people from the north as well.
Uh, KGH, I think for us, we focus primarily on
supporting its capacity. It's TALNT acquisition. And then specialized programs.
And some don't realise, but KGH is, uh, for instance,
it's calf labs are the only CAT labs between Calgary
and Vancouver. A real big focus for KGH Foundation and
our supporters is how do we keep people closer to
home and provide more specialized services close to home and
work with interior health to ensure that we see much
needed investment in our hospital and in this region. In
addition to cardiac, we specialize in stroke. We are the
main stroke centre for the interior NICU and that NICU
hopefully will be increased to a level five in the
coming years. And I trust that my successor will be
working on that with the community. Complex mental health. So
the adolescent psychiatric unit for the region is how is
the KGH as well as, uh, adult services. And then
the lab, uh, is the primary lab for the region.
It supports both BC cancer KGH. And then depending upon,
uh, what's being tested. It supports most of the hospitals
throughout the region. 513 beds, institutional research says 108 percent
capacity. That is probably a little light considering last time
I did a check. We had up to 100 beds
that were in the hallway at KGH, putting us at
just over 600 beds. So I've touched on KGH. I'm
also just going to touch on some of the work
that, um, definitely been very invested this last five years.
We stepped into the community, um, purposefully seven years ago,
but is this idea of caring community. Uh, we certainly
continue to work with interior health on services that are
provided in community. Just thinking of place - based context.
We fund raise and support Brookhaven, long - term care
services here in West Colona. The interior health clinics. So
the, um, UPCC. And soon we will see a foundry
in West Kelowna. We've partnered with Canadian Mental Health Association
to fundraise for that. So that is very exciting. More
services on this side of the bridge. Uh, in addition
to that, hospital at home is a program that we
worked with interior health to fund and support. We hope
that that program will continue to be expanded across the
central Okanagan. It's significantly reduces pressure on KGH and helps
people heal close to home. That's good culturally. That's good
just for, again, where people live and where, um, they
are in proximity to the hospital. Another example is partnering
on health promotion and prevention programs. So an example of
that would be breathe well, uh, congratulations to the YMCA
for their most recent service contract for the pool right
here. They have a mandate too to be more out
in community across and beyond colonna. So it's great to
see that. And, uh, we partnered with them and interior
health to fund a program called Breathe Well, which supports
individuals with COPD to live with their disease more comfortably
in community and close to home. And then one that
we're really excited about, uh, there is one IHOT, so
interior health outreach team ban mobile services, primary care, uh,
and mental health services, uh, really focused on unhoused populations
and sites that are supporting folks that are transitioning. There's
one van on. There's, we have funded a second. Um,
I thought the wheels had touched the ground at still
being retrofitted, but it will be out in community. And
a primary focus for that ban will be the West
Kelowna area here. So I think that will be a
really positive thing. And some current priorities and I'm happy
of course, um, try to speak to this in a
little more detail of Council and Mayor wishes. Uh, but
right now at KGH, like I said, capacity is huge.
There is not enough space. Our cities and our region
has outgrown KGH's current ability to properly serve and an
incredibly challenging part of that is there is a unsheld
and unused space in the centennial tower that tower was
put up 12 years ago. It was meant to be
developed. And, uh, and available as the city and the
region grew. It has yet to be operationalized. So this
is a piece that we are very focused on and,
uh, we're hoping to work with community members to drive
some philanthropic, uh, investment. We hope to work with a
regional hospital district and see if we can't put together
a compelling appeal to the ministry, of course, under the
leadership of Sylvia. We are the CEO of the Health
Authority. Uh, in addition to that, um, we are also
focusing on PDATRICs, uh, it was pretty devastating for our
communities when pediatric department closed. We've been working really, really
closely with that team on recruitment. And what they need
to ready themselves for future expansion. So lots of projects,
uh, around PIDiatric support. I mentioned the NICU. West Kelowna.
So foundry will be stood up here. And then also
a family hub. I do understand that, uh, that you're
probably aware of this in partnership with KCR. We're very
proud to be working with them to drive support to
those services as well. And then finally, we are working
very closely with the divisions of family practice, primary care
is essential for people to access services. So we are
looking at how we made together with, uh, the divisions
support the standing up of a primary care teaching clinic
somewhere in the region from late country to Peachland so
that we can support family physician to our already working.
And I tracked and retain, um, students going through our
amazing program to support the members of our community. And
with that, I thank you very much. I don't know
how much, I wish you had timed me. I don't
know if I'm right there or not, but I'm very
happy to answer any questions you have, Mr. Mayor Council.
Well, thank you very much for your presentation. We do
have some questions for you Councillor Milzat. Thanks, Mr. Aaron.
Thank you for the presentation and congratulations on retirement. Thank
you. Or the next chapter. Thank you. The community van
we've heard from Interior Health before. And the last time
they were here, the utilization of it percentage wise was
like actually pretty low. Because there isn't that large number
of unhoused here. Now what I've heard from some communities
is utilising that van as like if you go down
to our, you know, blood testing clinic over here, the
lineup is absolutely extraordinary. But my thought being, and I've
heard this is utilising that van to do blood tests,
like blood work for seniors and stuff like that that
are living in the parks over here. So we have
a lot of seniors like whether it's crystal springs or
on West Bank First Nation lands that that van could
be really utilised to lessen the burden on the global
declinic down here. And I'd love to see it be
optimized more. Because the presentation from interior health, I believe
it was like running at like 18 percent kind of
utilization. So just a food for thought on the second
van. I would love to see not lines down our
main street for people waiting for blood work. Mr. Mayor,
if I may respond to Councillor Melsap, I think that's
a great suggestion. I will say, um, I have seen
a really, uh, a real positive shift with the health
authority just in terms of coming to the table having
conversations, looking at how we can plan and work differently
together as a funder and someone who represents community members
who are putting dollars forward for this. I'll definitely bring
that back. And I think that that kind of collaboration
to meet people where they're at where it's needed most
is really, really important. So thank you for that. Yeah.
I'm really happy to see us like getting the equipment
is the first step and then utilising the equipment. Using
it well. Exactly. Thank you very much. Thank you. So
Alice and I understand there's a quite a strong connection
between the KJ Foundation Board of Directors and our community.
And I thought maybe our council would be interested in
hearing about that connection, including the new chair. Oh yes,
absolutely. So thank you Mr. Mayor. Our current, um, chair
is a Robertago. Pardon me. And I know that she
is a very proud West Kena resident. And she's also
currently on the board of trade. Is that correct? Yes.
And so she at every one of our board meetings,
I have 22 board members, 22 bosses. I'm sure people
in this room can appreciate that. Um, and, uh, very
passionate group representing members of our community across the Central
Okanagan. And she has been a passionate advocate for more
in West Colona. Please. And, uh, she actually brought up
a really important perspective for us several years ago when
she joined, which was our communication and the way we
positioned ourselves as an organisation was very colonia - centric.
And, uh, of course, we, our offices may be there
and attached the hospital, but we are serving this entire
region. So indeed. Great. Thank you very much. We're a
very proud of our birth time and very pleased that
she's in that new role. And we are sure she's
going to do an excellent job. Thank you, Mr. Malcher,
your remarks. I know she'll be thrilled. Yeah. Thank you.
Well, thanks again for being here. And we wish you
all the best in your future endeavours. And thanks again
for all great work you've done as CEO of the
KGH Foundation. So thank you. You really appreciate that. Thank
you, Mr. Mayor and Council. It was great to be
here. Thank you. Okay, Mr. Peniton. Next on the agenda
is 9. 1. Thank you Mr. Mayor. 9. 1 is
the capital delivery model development update. And I'll turn over
to Mr. Hillis, the senior manager of engineering capital projects
to cover that. Thank you. Thank you very much. And
just before, Ms. Illis, I just wanted to again, thank
Council for directing our staff to, you know, explore, uh,
lessons learned on recent capital projects. And we've had, I
think the three that were looked at were the city
hall and the operations yard and the new water tree
plants in Roosevelt. Of course, they bought a treatment plant
was, you know, the most, uh, I guess expensive of
the three, but we were on, on budget. And the
other two pretend not as much. And it was certainly
lessons learned. But again, I want to thank council for
giving staff direction to have the, that work done. Mr.
Hollis. Thank you, Mr. Mayor and council. Yes, a great
summary. Just would like to add that, um, one of
the key findings of that initial review was to develop
a capital delivery model. For the city. Um, this year
the city retained KPMG to advance the capital delivery model.
The objective of the project is not to replace, um,
sound practices that we are doing, but to improve on
them and make sure we are consistent repeatable and have
stage gates. So we're not missing an item or a
project's not advancing before it's ready. Um, so as part
of the capital delivery model, KPMG will be developing a
capital delivery playbook in the future. Um, tonight we're getting
input to help us, um, complete a draft of the
capital delivery playbook. And that will be, um, like a
handbook for a staff that outlines the governance documentation reporting
and oversight that can be scaled to different projects sizes.
Um, it'll be a practical tool that'll help manage scope
budget schedule risks and reporting. Um, so tonight we are
going to be facilitated by KPMG, our consultant to lead
Mayor and council through a discussion. And, um, Chris will
be asking three questions of council. The first, um, asking
if what the distinction between council's oversight and administration's delivery
on the projects, um, should be. The second, um, what
information does council need to ensure the projects are, um,
kept on track. And the third, um, does it make
sense to scale the oversight depending on the project size.
So with that, I'll introduce Mr. Chris Sainsbury with KPMG.
He's a partner of the firm and global infrastructure advisor.
Thank you. Thank you very much. Welcome Chris. Good evening.
Uh, thanks Rob and thank you Mayor and Council for
having me here today. Um, so today, like Rob said,
the intent is this is more meant to be a
little bit of a check in with sort of, uh,
third or two halfway through the project heard a lot
from council beginning to deliver some, develop some ideas. And
we really thought it'd be a good opportunity to one
feedback where we're heading and also to provide the opportunity
to get some input from yourselves as we move this
forward. Um, so I plan to speak for sort of
10 minutes. Um, I won't go into too much detail.
And then after that, I'd like to open it up
to the floor for a bit of interactive conversation to
get your views. So, so like I said, we probably
started two and a half months ago, um, and the
intent was to build on the review that was done
last year on the, on the three major projects. I
think a few things came out of that. And as
part of that, we're taking those as some of the
design principles for what we're doing. Just to give you
a sense of where we are in the process, um,
so we kicked off about two and a half months
ago. I've spoken to a whole bunch of different staffs
and not just within kind of the engineering team delivering,
but also all those who kind of touch projects. So,
uh, from procurement or strategic sourcing, I've spoken with finance,
facilities, um, communications, um, other parts of the organisations. Make
sure we get a holistic view of everyone involved. Because
at the end of the day, delivering projects successfully needs
to make sure that everyone plays their part in this
process. Um, and so we started developing some concepts, some
design principles, which I'll walk you through. And the next
stage will be to kind of further develop these and
finalise these. And then we're going to test them on
projects and make sure their right size and fit for
purpose. Um, just a couple kind of principles to build
on, things sort of findings from the last review. The
first, um, as we've heard, is to develop a defined
capital delivery model that defines roles, responsibilities and processes and
ways of working. Um, there was also, um, indication of
the need for more defined decision points. So whether these
are kind of readyness checks or stage gates, but to
make sure the right questions, the right due diligence has
taken place before you actually move forward. Um, on a
project, um, and lastly, about the quality of information, making
sure scope budgets, schedule risk information was adequately captured and
shared and informed. Um, so since then, those were finding,
those were from the previous review, um, through my conversations
and interviews that I'd done with staff so far. We've
pretty much backed up. That is all necessary. Um, what
I've also come to learn is that the general practices
for kind of documenting and delivering projects varies from project
to project. And from those managing projects. So I think
the real opportunity to standardize and create kind of a
more structured approach going forward. And so that's going to
be part of this. Um, what do I also heard
is kind of the roles, responsibilities, escalations, approval requirements, um,
could do a better clarity. Could do maybe having a
look, are they right sized? So the thing we'll be
doing. And then also making sure that that staff had
the right practical tools and guidance to move forward. Just
bearing in mind the turnover, new staff. How do we
get everybody trained up to the same level delivering projects
consistently? Um, so really the objective is to make these
good practices repeatable. Um, so where we're at in terms
of kind of designing this framework for this model is
we've kind of divided into three components. The first of
which will be a capital delivery playbook. What this will
be is really an overview of how the city is
to deliver capital projects who's involved, what a typical project
life cycle looks like, what are they kind of stage
gates. The check - in points, what does governance look
like? And that'll be sort of the overarching document. And
what's a really important, I think, is to make this
a practical document. We didn't want to come up with
a 150 page manual that just sits on the shelf.
This needs to be something people actually going to use
on a day - to - day basis. So we're
consciously making that effort. Um, that said, we also have
guidance documents to support this. So this will, these will
be kind of more detailed guidance documents that tell you
how to do project estimating, how you develop budgets, how
you do change orders in a consistent manner so that
all project coordinators across the city can follow the same
procedure as the same steps. Um, and then the last
element, the last component is the tools and templates. So
making sure there's a standardized set and consistent set of
tools and templates across the city. So that when somebody
picks these up, whether it's a report, whether it's a
budget, you can actually compare apples with apples and really
understand, um, what's going on there. Um, so that's, that's
kind of the three components that I'm looking to develop.
Um, and in terms of some of the key principles,
I don't want to go too deep, but a couple
of things that have kind of stood out to me
kind of since, since speaking to the city here is
having a unified or an understood project life cycle. So
projects typically go through a life cycle, but they seem
to be referred a little bit informally. So I think
the real opportunity to actually concrete these. And actually along
the life cycle understand what are the key things we
need to do? What are the key del need to
come out of it? And what are the key readiness
checks that we need to do before we move to
the next stage just to make sure we've answered all
the right questions, uh, ahead of time to set ourselves
up for success. Um, so it was part of that.
We will be introducing radiance checks or stage gates and
they'll be checklists asking questions. What needs to be done
and making sure everything's done before moving forward. Um, another
key principle I wanted to point out is, um, is
the project categorization. So one of the best practices I've
seen from other municipalities is right sizing the level of
governance level of process and the level of documentation based
on how complex the project is. So I know you
mentioned a few projects earlier. The water treatment plant, the
new City Hall, beautiful building. These I would consider big
major projects. It's obviously require a lot more oversight and
governance. You talk them bigger risks, bigger dollars. So I
would expect kind of more governance around those. Then you
have kind of more routine projects which maybe don't have
that level of rigor, but needs to follow a defined
process. And then the, what I call simpler projects. I
know there's some internal works. Still need to follow some
controls, but maybe you don't need such great oversight. So
it's all about scaling, just recognising that the city has
finite resources and we need to optimise and put them
to best use. So this is my second last slide.
Really, I wanted to kind of talk about council's role
in capital project governance. Um, and my next slide, we'll
come back to the three questions that Rod mentioned before.
And typically, I think what we want to see is
kind of clear distinction between what council does and what
administration does. So typically what I would expect, and this
is not set in stone, but, um, council would probably
that strategic oversight, approving the capital plans, budgets, uh, approving
changes where there's big change orders or big scope changes,
for example, as well as receiving consistent reporting on, on
the major complex projects which carry more risks inevitably. Um,
and also, um, council, we expected to consider might as
beyond matters that are escalated beyond some of those thresholds.
So obviously some decisions can be made within administration, but
some need to come back to council. So I think
it's about right sizing that. Um, and then on the
administration side, making sure that they're equipped and set up
for success to be able to deliver the day -
to - day delivery of your projects. Um, able to
make those decisions within their control and within the kind
of their delegated authority. Um, but also bearing mind they
need to escalate things to council as required. Um, one
thing that's come out, um, is I've heard from a
lot of people kind of the need for transparency. I
think I'm sure that's something council would like as part
of that. Um, and one, one thing we've been discussing
is whether some kind of maybe quarterly reporting or some
more specific reporting around some of the more complex projects
would be of interest. And that's where I'd be looking
for some insight from yourselves, um, at the same time.
Um, and, and so really we're just trying to right
size this as we deliver the model. So it'd be
great together input from yourselves. Um, so this is my
last slide and this really landing on the three questions
that, uh, Rob previously mentioned. What I like to get
feedback on from yourselves is just to understand from Yorken
context your perspective, some of those kind of insights that
would help us develop the model that works for everyone.
Um, so first off, does the proposed distinction between Council
oversight and administration's delivery feel right. Secondly, what information does
council need to feel confident that projects are on track?
Or what would you like to receive? Um, either on
a regular basis or, or less regular basis. And what
don't you need to see perhaps? Um, and then lastly
around proportionality. Does it make sense to have lighter governance
on some of the kind of the smaller projects, maybe
smaller by dollar value. Um, so I've come to the
end of my presentation, um, really would love to hear
your feedback. And I open up to yourselves, mayor and
counsel. Well, thanks for your presentation. And yes, those questions
were in the staff report. So I'm sure that, uh,
council's had a chance to, uh, give thought to those.
So I'll just, just ask counsel, they'd like to speak
to those questions. I certainly will, but as usual, I'll
go last. Council Freezen. Thank you, Mr. Merritt. I didn't
see anybody else jumping on this one. So maybe I'll
start off. Um, you know, in general, uh, sorry, first,
thank you for the presentation. I think, you know, this
is, this is something the council has been very focused
on. You know, both for our staff and for our
residents. We want to ensure that projects move forward smoothly
and that everybody's aware. And the, you know, the big
surprises. You know, and some of this I'll speak for
myself, obviously, and not on behalf of all of Council.
And I have a bit of a benefit in that
I am in the construction industry. And so I tend
to get myself a little more involved in things like
design and, you know, process and construction where, and some,
you know, part of me likes to get really involved
in provide insight and input. Um, understanding that that's not
necessarily what staff want. But, you know, I think it,
when we have the opportunity, um, it's good to ask
the questions. Um, and allow, you know, allow council the
benefit to, we're here to speak on behalf of our
residents. We have ideas as well. And I don't have
any specific example, but the opportunity for us to speak
throughout the project, and especially at the front end as
it comes to design and things like that. I think,
you know, I've heard from this council a number of
times, you know, I really wish we could have had
input into this. Really wish you could have had input
into that. Um, and so, you know, I think that
that is one area. And, you know, that I think
is a big opportunity. Does this feel right? Yes. I
think you do have the bones of what we would
be looking for. Or what I would be looking for.
I think the proposed approach, uh, feels right. Where should
council decide and where should council be informed? I think
Council should be informed a lot. Um, when counsel should
decide, you know, I wonder if that could be something
at the front end of a project to have the
conversation, have a workshop, have a, you know, is this
the type of project where council would love to get
involved and provide input into this or input into that.
And then we can provide feedback. If it comes down
to, you know, we're doing sidewalks in a road. Probably
less input. But, you know, we're doing, um, we're going
to build a new pool. I'm sure we would love
to provide lots of input. Now for the public, we're
not building a new pool. But it just doesn't example.
So I think, you know, council's been over the last
year, I would say staff have come a long way
and are providing a lot of information that allows us
to have oversight. The risk registers that we've been seeing.
And asking counsel different questions, keeping us informed. And so
we have come a long way. And I give staff
a lot of credit for that. Um. So, you know,
what information does council need to feel confident? You know,
yes, budget forecast schedule risks. Scope change is if we're
going to be doing something that's a large scope change.
And even if it's for the, you know, the right
reason to save money or something like that, we do
need to be aware. Uh, and that hasn't always been
the case. Um, and then as far as proportionality goes,
does it make sense to apply later governance to a
team project's? Absolutely. I think, you know, I think there
is a. Whether, you know, we can define lighter governance,
but you know, maybe it's a reporting at the front
end and the middle and the end versus monthly or
something along those lines. Um, but, you know, I would
say the things that we would want to, in my
opinion, would be consistent. And that's a risk registers and
things like that. Um, you know, for doing road rehab
project, and I don't know if that'd be considered capital
per se. I probably don't need a progress report. If
it's all within budget and everything's going well. Um, but,
you know, definitely when we're looking at, uh, larger capital
and things like that, we do want to get involved.
Um, we don't want to be nosy. We all understand
that we don't understand all of construction in the process.
And that's why we hire great people. But, uh, you
know, they like to be involved. We're not just here
to govern per se, but we really want to participate.
So I hope that gives you some indication of where
I'm at on this, uh, and yes, I think we
are, for me personally, I think you are on the
right track. Okay. Appreciate that. Thanks to those comments. Councillor
Johnson. Thank you, Mr. Mayor and thank you for this
presentation, this report. Um, you know, this is a really
important project that Council has initiated here just to make
sure that, um, we understand, you know, where we've succeeded
where the challenges and how to overcome those in the
future. So I'll just go through these at one at
a time here for oversight. Like Councillor Freezen, I think
we're really on the rage track. But I would just
say this with oversight. Regardless of what project we do
in the city, whether it be a major capital infrastructure
improvement or, you know, a sidewalk connection, like all of
the projects are seen as councils, projects like we wear
those. So whether we're involved in the conversation at a
micro or macro level, like we are, it's, it's our
project, win or loose. Um, so we, we wear it.
Um, so I think as often as we can, um,
we should be in the know, you know, again, whether
it be a major project or a smaller project. Council
should be informed along the way regardless. Um, I think
when I, when I look at how we might be
informed, um, the risk registry is really important. Um, we
look at change orders, um, you know, anytime there's, like
we've heard the term value engineering a lot through some
of our capital projects, like a lot of the changes
that we have seen made on PASS projects. We were
made aware of after the fact. So there was no
opportunity for council's input in the situation whatsoever to the
level that at times it's actually not what council wanted.
And a couple of times we've had value engineering, um,
decisions that had to be reversed because it wasn't the
right outcome. And so, uh, I think just, you know,
I give that as some context to, if there's anything
related to a change in the budget, a change in
direction, value engineering, like council needs to be brought into
the conversation early. Cause I really do believe we have
an excellent team here that offers some keen insight at
times. And often when you're in the ground, like at
the staff level, like you're, you're in the weeds, you're
in the project. We have the benefit of looking things
from that higher level. And oftentimes maybe seeing something or
identifying something that was missed because we're just looking at
it from a different set of eyes. So I'd say
lean on council's expertise, um, because we can come up
with some pretty interesting stuff sometimes. So, um, as far
as information, um, you know, I like all the examples
you have there. Um, you know, I actually don't have
an issue at all with the information. Section here. Like
keeping us informed early and often is a good, a
good way to think about it. Proportionality. You know, I
think there is a degree of variability between the different
projects that we would perform here as a city. Like,
you know, for doing a sidewalk connection with our in
- house capital crew, we probably don't need to be
intimately involved in that. But I do want to be
aware because we've also had situations where, you know, there
are minor projects going on. And I find out from
a resident, oh, Hey, they're doing this work in our
community. I had no idea. Or in our neighbourhood. I
had no idea. So I think just keeping council well
aware so that we can not only just be a
part of it, but promote successes and, you know, celebrate
the things that we're getting done in our community. That's
something Council does well. And I think we'd like greater
visibility. And even like when those projects are done, you
know, just whether it be just a, it doesn't always
have to be a ribbon cutting, but just celebrating the
good work that's being done in the community. Because if
you live in a neighbourhood, um, like say Roe's Valley
might be very unaware of what's happening. And, you know,
like, likewites or Smith Creek or Glenrosa. So, um, and
then as far as I hit another note here, just
a second. The last track of it here. You know
what? I'll leave it there for now. I know we've
got other councillors that want to speak. But, uh, definitely
excited about where this is going. Uh, and I do
think the changes that have been made already have been
producing positive results when I look at even how the
fire hall was managed. And it was a fantastic project
on time and on budget. So really happy with the
changes that are already underway. And with what's to come.
Thank you. Great. Thank you very much. Council Dion. Yeah,
thank you. Mr. Mayor. And to you to Chris. Thank
you for being here tonight. And, uh, working on what
I consider is probably one of the most important projects
of this term. So, um, thank you. Um, and I'm
looking for a structured approach. Um, uh, framework. To give
both council of the day and staff of the day
clear guidance as to the roles and expectations. And I
hear my colleague next to me referring to, you know,
at the beginning of a project, we can have a
workshop and determine. No, I want it's spelled out. I
don't want to, that determine what that role is going
to be and how much oversight is going to happen.
On a project by project basis. I want to policy
giving guidance. Um, and direction to all of us on
what our expectations are going to be. Um, when I
look at what's been outlined here from, from, you know,
the focus for council versus the focus for administration. Very
supportive of that. I think you are going the right
direction. Um, you know, when I look at the oversight
and you mentioned a critical word that I was going
to bring up tonight, white is council want to oversight.
Well, one of the reasons we're looking for that oversight,
um, is for transparency. So the public can see where
and how their monies are being spent. Um, and since,
but at the end of the day, as you heard,
we're going to be held accountable for that to the
public, which is the way it should work. Uh, we
need to be aware, not necessarily always making the decision
depending on the scope and size of the project. But
we need to be aware of how those monies are
being spent. Um, I use the fire hall has already
come up. In my mind as a clear example of
a project, uh, that was well managed. That's what I'm
looking for. A complete risk registry. Decisions that were coming
in that need to be made came to council. Decisions
that did not need to be maybe counsel. We were
still informed. So we were aware. So when, when we
get asked questions from the public, we could answer them.
Um, and I think that's a testament to how far
our staff today have come. In a short period of
time to be quite frank. Because this beautiful building we're
in now, as far as I'm concerned is an example.
Of how not to run a project. Major cash decisions
were being made outside and away from this council's table.
We found out after the fact in many cases. Um,
by previous administration, that is how not to run a
process. And that's why I see what you're doing right
now for work. Critical. And I would at the larger
scale, certainly going to be more oversight than the smaller
scale. Uh, but one of the things I read in
here that I'm, I have a little bit of a
different opinion on. Uh, the more day to day routine
purchases. Room for improvement. Go look at our budget process
from the last budget process and how we got bogged
down for almost an hour talking about purchasing heavy duty
equipment, which to me is part of a regular budget
routine. But there was information that wasn't available that came
up later on how things were managed two years earlier.
Androro for improvement even at that level. And not that
anybody's at full. It's just we need the processes to
guide us all. And we're missing those even at that
basic level. So I would encourage you not just to
look at the major projects and the processes and frameworks
involved for those. But look at the day - to
- day stuff as well, please, because there's definitely room
for improvement. As far as, well, I've already covered the
oversight. So maybe at this point I'll leave it for
others. The big thing for me is getting the process
involved. So expectations are clear. And that we need to
be transparent. In this whole process. And that's what I'm
after. Fiscal responsibility and transparency. That's our goal, how to
make it happen is death. That's kind of what I'm
looking for. Great. Thank you very much. Council of DeSilva.
Thank you, Mr. Mayor. Great comments around the table so
far. Um, when I looked at this, uh, which is
this really important work. I looked at it from a
perspective of one of the new councillors at the table.
Um, and the difference between the capital projects that I
saw in those first two years versus the Capital projects
that we see now, it's night and day as far
as reporting the way that we see budgets, the way
we see risk mitigation. It's, it's completely different. So we've
done a lot. I think staff has done a lot
of work. Um, and good work. So for me, um,
some of the things that I would have liked to
see at the time in those first projects, um, Rose
Valley Water Treating Plants City Hall, I came in at
the very end of those. So what we didn't see
at that time was, um, you know, we'd see financial
reports, but there was no rationale behind the numbers that
we saw. There was, uh, no itemized notes. We are
seeing that now, but it would be nice to see
that going forward and for it to really be defined
that we continue to see that. Um, the risk mitigation
list I talked about already. But, um, we're going to
see Mount Bouchery an update on that in 9. 8,
I think it is. And that's a great example of
having that outline list of, you know, what our risk,
how do we, how are we mitigating those and what
does that look like as far as that goes? So,
uh, really nice to see those too. I did notice,
uh, you mentioned guiding documents, um, guidance documents, uh, within
this project scope. But I think it would be beneficial
to have summarized one for council and for new council
members. Um, for those, uh, unlike council freezing who does
have a construction background for someone like myself who comes
into a role like this and an elected position and
doesn't have a background in construction, um, it would be
really valuable, especially when you're coming in and you're seeing,
um, all these numbers to, to understand outlines of the
life cycle. Summary's documents, um, outlining capital projects versus complex
projects and how those are defined, uh, for anyone new
coming into this role. It would be a valuable, um,
piece of documentation for you to really help you get,
and it's timely as we're coming into an election season
as well, uh, we have new people at the table.
And when it comes to, um, how often we will
want to see this. You know, a really, really, really
defining when we're going to see these reports. If it's
quarterly or otherwise, um, we do see reports of all
of our projects, but through every once in a while.
I don't think that's, I don't think it's quarterly. I
think it's, we've seen a few in this year, but,
uh, they come out randomly. So, uh, I would like
it to have a combination of both capital projects as
well as, um, just regular projects around so that we
know what's going on. Cause I do agree. Sometimes you
hear from residents, oh, the project going on up the
street. So something that we could look at is counsel
that we understand what's happening with that. It gets updated
and we, whether that comes, um, with the rest of
our quarterly reports or whether it comes on its own,
um, would be nice to have as well. So, um,
I think those were all of my comments for this,
but really great, really great to see this happening because
I think defining how this works is important. Thanks. Great.
Thank you. Council Zannon. Thank you, worship. Well, um, I'm
thankful that this study is underway. And I'm hoping we
can refine it. Um, it's going to be very helpful.
However, my question is essentially how far and how deep
do we go? Because we're not project managers. And if
you look what is lack of oversight, it means our
unintentional, uh, failure to, uh, notice something. It's in the
definition. Um, how, what is the expectation for the reasonable
council? And we're not the only council that has ever
encountered this issue. There are dozens and dozens of other
municipalities that must have come to grasp with this. And
I'm kind of surprised that we're still kind of having
issues and only noticing it because right now we have
the example of a beautiful project, which is the Mount
Bushery community centre. We've been informed all along the way
we have risk management. It's stuff. We never knew that
we should have had that. Years ago. And now we
know we have a different expectation. I think the council
has already gotten elevated level of knowledge. But I'm not
sure where we start going over from being a policymaking
body and governance into the operational issues. Because that's why
we have a staff. And I don't want to step
in their toes, but on the other hand, I think
they'd be very grateful if we could understand a little
bit more about to see how deep and how far
we're supposed to go. And that's the kind of advice
that I'm looking for. And I hope we're going to
get there. Thank you. Well, thank you. Just, just a
few comments from myself. I agree with the law. What's
been said around the table here. And, you know, I
support the breakdown from the administration and on our role
as council from the governance point of view. You know,
I think it structure is important. But, you know, as
far as input from council, from a construction point of
view, but what happens if there's a council and no
one has a construction background. It could very well happen.
So it's really important that we have the proper structure
in place to deal with that. Um, so I don't
think, I wouldn't, uh, I wouldn't base this, I guess
the outcomes are the fact that there are some expertise
on accounts because it may not be there. There's, as
far as the administration's role, as far as managing the
project delivery, uh, I think it's important to have that
clearly described a front of the project, like what's a
consultant's rule, you know, whose responsibility internally for managing approach.
I mean, this project City Hall, we had three or
four managers internally. And that caused a lot of, uh,
misunderstanding. Lack of clarity, lack of direction. So, um, managed
project delivery. Well, what does that mean. Who's going to
be responsible for that. Uh, in addition to sort of
the front end work, I think it's important to have
a debriefing session. And, you know, again, on all projects,
you had that close out box. Did that include a
debriefing session. Or should that follow so that there can
be a summary of any of the successes and any
problems and any issues that came up. So we can
continue to learn. Um. I think you covered it off
otherwise in a regular reporting is really important from a
financial point of view and also risk register. So they're
just my additional comments. Any other Councillor Johnson. Thank you,
Mr. Mayor. Just a couple of other things. As far
as, uh, like inside or information goes, um, you know,
there was reference to sort of maybe some irregularity between
the reporting. Periods or the processes as far as projects
go. And maybe there are different processes and reporting periods
depending on the scale of the project. But I think
of, you know, my background's in residential construction. And oftentimes
there's project management software that's being utilised with there be
co - construct builder trend. And so as the customer
or as the owner agent, you would have access to
the insights, you know, at a, at whatever pace it's
set up within the program. So, you know, and maybe
we don't need, we don't need day to day insights
and updates as a council, but, you know, maybe setting
that based on the scale of the project, setting, Hey,
it's a weekly, you know, progress report or it's a
monthly or, you know, I think having that consistency that
we can rely on as a council to see where
we're at. It was brought up again, like I want
to clarify, I don't think council needs oversight over the
construction process once we're under contract and underway. It would
be in relation to any changes of scope, change orders,
value engineering, anything that sits outside of what council's expectation
for delivering that project successfully. Um, looks like. So, um,
again, we don't need to know that they had to
move the plug three feet over because there was a
window there and it wasn't drawn. Like it wasn't the
plan. We don't need to know those little things, but
we need to be involved where there are, you know,
significant items. Um, at stake, especially where our dollars at
play. And then the project management, I did, this is
the thing I wanted to touch on that I lost
in my notes. I'd like how much better understanding of
the clarity of the project management hierarchy. Especially when it
comes to major capital projects that we're delivering. Because I've
seen, and I'll take this project as an example we
had, you know, somebody over here acting as our representative,
then it changed to someone over here. And then it
was sort of. This entity. And then the builder and
then there's now a, you know, we've got a third
party involved. And it's like, holy smokes, how much oversight
do we actually need on a project? Um, and in
some cases, I actually think we have far too many
people providing oversight. So I'd like a clear understanding, again,
based on the hierarchy of the project, who is our
representative, the Representative of Council as that project manager. Um,
and I think that would be really important to clearly
identify the contact point for council as far as the
project management goes for any capital. Project. Thanks. That's one
young. Yeah. Thank you, Mr. Mayor. We've heard a lot
tonight about the project registry as an important aspect. And
I, I, I would strongly support that. Um, I've been
asking for that ever since I saw my first one
through the fire hall and the value of it. Um,
and I want to emphasize, I'm not looking for a
risk registry summary. Because a summary, and we've got great
staff here today, but, but a summary is basically what
staff thinks is important to bring forward to council. And
then maybe missing stuff. Uh, what I appreciated with the
fire hall registry is we got a report. That had
a summary, but we also had an attachment. Of the
registry. So we could, so we could see the whole
registry. So we can read the summary. And then if
we wanted to get into the weeds a little bit
and understand how that registry was put together, it's information.
It's not decision points in our part. But to have
that full registry as information, um, not just a summary
was quite important to me. Um, having, like I said,
having seen how this project was managed. I'm a little
bit shy. And I want to stay in the, in
my lane as governance. Um, but I also want to
know that there's confidence as we move forward. And I
do a commend. There's been tremendous leaps and balance forwards
under the new senior management team, which I'm thrilled about.
Um, but I'm still, when I look at what's around
us today, I'm thrilled. It's a good beautiful building. But
now knowing how a good project can run and what
information came and didn't come before. I'm a little gunshied.
So I, and that's why I'm leaning towards, yes, give
us more information. That's not decision points, but information. Um,
and then limited division points. To the governance. If that
makes sense. But I don't want to see a summary
of a registry. That just won't cut it for me.
Okay. Any further comments at all. Very good. I think
you've got quite a bit of feedback there. Okay. Really
appreciate your feedback. And we'll take into consideration. Thank you.
Great. Thank you. Okay. Next on the agenda. Mr. Bernard
Tinder is 9. 2. Thank you, Mr. Mayor. 9. 2
is the Affordable Housing Grant Pilot Program. I'll turn over
to Ms. Clark. Could you provide a presentation? Thank you.
Welcome, Ms. Clark. Thank you very much. Good evening, Mr.
Mayor members of council. My name is Angel Clark and
I'm the housing manager. I'll be presenting the Affordable Housing
Pilot Grant Program. I'm joined by Andrew McKay, who we
answering questions, um, any questions you may have along with
myself. So to share a little bit of background on
the key decisions thus far on our incentive program. Last
fall, we worked together to refine the incentive program for
Priority Housing, which included the community, customer community development, customer
service standard, front of line and concurrent development application processing
procedure, grow a sweet - gram program in the DCC
waiver for non - market housing. We launched the first
three listed on the slide in Q1 of this year,
but held off on the DCC waiver to first better
understand interest and needs of non - market housing providers
through our West Coluna builds Affordable Housing Partnership Program. Ultimately,
we have decided to pivot to offer a grant program
instead of the DCC waiver. So the purpose of this
proposed grant program is to incentivize the development of new
affordable housing. Grants can reduce financial barriers to housing development
as well as as program will fulfill the CMHC initiative
and increase secured affordable housing supply for low and water
income households. This program, this proposed program is to open
in October and run until the end of next year
or until funding is fully committed, whichever comes first. As
this is a pilot program, at the end of the
program term, staff would be returning to council with an
analysis of program successes and learnings in council will have
an opportunity to explore extensions or adaptations. So for this
program, we are defining affordable housing as housing that provides
monthly rents or housing charges at a minimum of a
10 to 20 percent discount to CMHC average market rents
in West Colona. So under this program, we propose two
grant streams. Stream one is a pre - development grant,
which is intended to support early project development work, such
as consulting, design, and feasibility studies. This stream would have
a maximum budget of 200, 000. Stream two is a
housing delivery grant, which would support shovel - ready, market,
and non - market rental housing projects with affordable units
and would have a total program budget of 1 million.
I'm just going to walk through each of the two
streams in more detail, starting with the pre - development
grant. So this program is open for not - for
- profits cooperatives and faith - based institutions with a
non - profit housing provider. A project would need to
include a minimum of 20 percent affordable units, and those
units must be secured at least 20 percent below CMHC
average market rents. In addition, an applicant must not have
submitted a building permit application yet. It must have identified
another funding initiative being pursued. This grant would be one
- time funding of up to 50, 000 dollars per
project, which means this fund could support a minimum of
four non - market housing projects. This funding could be
used towards various types of early project development work as
outlined on this slide. The program would be enrolling intake.
And when an application is reviewed and approved, the associated
funding would be held for that project until it is
dispersed. Now, switching to the housing delivery grant stream. So
this stream provides per door grants at time of building
permit issuance for units that are secured as affordable. We
have two funding tiers based on applicant type unit affordability.
And I'm going to walk you through the details separately.
So tier one would be open to both for -
profit market rental housing providers and non - market housing
providers, non - market includes not - for - profit
rental and affordable home ownership and cooperatives. The Affordable Units
must have rents at least 10 percent below CMHC average
market rent and be secured for a minimum of 10
years. These parameters align with CMHC financing programs like the
MLI select program. The grants are 10, 000 performable studio
or one bed in 15, 000 per two better larger.
These grant amounts align with the approximate DCC fees for
typical sized units. So operate like a DCC offset. The
maximum of ground that each project could receive would be
250, 000 dollars. On this side here, we have an
example of a tier one project. So in this example,
it's a market rental developer with a 60 - unit
project who is securing 10 percent of their units as
affordable So of those six units, we assume half are
one beds, half row two beds, which equals a total
grant of 75, 000 dollars. If they were to increase
the affordability in the building to 20 units, they could
get their full maximum grant of 250, 000 dollars. Wear
2. So tier 2 is open only to non -
market housing providers with affordable units secured at least 20
percent below CMHC average market rent and secured for 60
years or the life of the building whichever is longer.
The per door grant amount is higher at 15, 000
for studios and webs and 20, 000 for two beds
are larger, and the maximum grant per project is 350,
000. These higher grand amounts will help offset DCC fees
as well as other city application and permit fees. As
with the pre - development grants, the housing delivery grant
would have a rolling intake. Therefore we are proposing a
maximum, I side event, program allotment of 500, 000. There
we go. To tier one projects to ensure we maintain
grant funding for non - market housing projects in tier
two, which may not be able to submit grant applications
as quickly as market developers. We are also invested in
ensuring that not - for - profits who have omission
and mandate to ensure long - term affordability may receive
support, and we see projects with deeper affordability delivered in
West Kelowna. This slide shows an example of a not
- for - profit housing project. 60 - unit project,
so for those 12 units, the grants will be, the
grant would be 210, 000 dollars If that applicant increase
the secured affordable units to 20, they could receive the
maximum of 350, 000. Of course, with the assumptions around
one and two bedrooms on the slide. Lastly, I just
want to show the current 2025 CMHC average market rents
for West Kelowna, which are the green column on the
slide. So for example, the average market rent for a
one bedroom is 1689 dollars Therefore,
When a renter moves out of an affordable unit in
one of these units, the new rent on that unit
would then reset to the then - current CMHC average
market rent with discount. So in addition to securing the
rents, we are also requiring that those units are provided
to households with low and moderate incomes. So how we
have set this criteria is that a household income can
be no more than what is required to be able
to afford a unit if paying 30 percent of gross
in common rent So if your rent is 1520 a
month, you pay 18, 240 a year towards rent in
18, 240 is 30 percent of 60, 800. Just to
break it down. So staff's recommendations are that council direct
staff to implement the affordable housing PILIT grant program allocating
1. 2 million from the half funding, and that 200,
000 of the 1. 2 million be allocated to the
pre - development grant and 1 million of the 1.
2 million budget be allocated to the housing delivery grant.
Thank you very much. We are here to, if you
have any questions. Thanks to your presentation. Council, have any
questions for Ms. Clark. Council Freezen. Thank you, Mr. Mayor,
and through to Ms. Clark. Green report, I like this
quite a bit. I like to see the creativity. Um,
my only real comment is when it comes to the
housing delivery grant, um. For tier one, so the for
- profit market rental and non - market. We've gone
to a 10 percent below CMHC versus the 20 for
the not - for - profits. What's the rationale behind
the delta there. Yes, through the mayor to Councillor Friesen.
Um, so the rationale for this tier one being just
a 10 percent discount to CMHC average market rents is
to have a root where projects that are going through
the CMHC MLI select program to be able to access
this grant as well to support viability. Um, so, um,
CMHC may not be support if a project were to
deepen the level of affordability, because typically they're quite strict
about, um, some units need to have higher rents, some
need to have lower rents, um, at least at the
starting building startup. So I think that just alignment with
CMHC as much as possible can help ensure more uptake
to the program. Okay, I didn't realise that, see, I
thought CMHC was working towards deeper affordability and not restricting
that. So that's interesting. So I can appreciate the approach
there. Um, the only other comment I have is that,
you know, I think if I were a developer, as
an example, I'd probably be going a lot for the
studios in the one beds, just proportionally the grant is
substantially higher than I think if you went to a
two bedroom as far as a cost construction and things
like that. Um, I. I'm not going to say it
has to be this way. I'd like to see maybe
in studios broken out differently. Uh, you know, to have,
uh, when I, when I look at the population here,
um, I don't see a lot of benefit in, I
shouldn't say that. I know studios have their place. Um,
but I think more, more of a residents have benefit
from at least a one bedroom and more sola two.
A developer, if you give them the opportunity to build
a studio and get the same discount of the same
rebate as he would if he builds a one bedroom,
I think we're going to see a lot more of
those. So I would, you know, maybe look at having
a studio one and then two. Or two plus, whatever
that might be, um, but maybe have the one extra
tier in there. Just to level out the benefit and
the incentive. Other than that, very happy with this. I
think I was really happy to see the front end.
Again, I know a lot of funding applications are already
looking for shovel ready. But when you talk to the
providers, that's, I mean, it's a big chunk of money
to get a shovel ready project. Especially anything in a
multifamily. You know, you're probably upwards close to 200, 000
dollars to be truly shovel ready. So anything we can
do to support that and help them and their applications,
um, I like that as well. So well done. Those
are my only comments. Thank you. Thanks Mr. Mayor and
I'll be quick. Excellent report. Similar sentiment to councillor freezen.
I'd like to see a studio one bedroom, two bedroom.
I think if we have that option for studio, we're
just going to see so many studios. And the one
bedroom is nice, especially with the lack of transit that
is actually on this side of the bridge. So it'd
be nice for people to have a one bedroom and
or break it down. Thank you. Councillor Johnson. Thank you
Mr. Mayor. Yeah. Very supportive of this program. The only
question I have is, um, and it's, it's likely that
anyone, any uptake on this, um, opportunity will be in
our West Vancoverance Centre. Um, but I was wondering about
whether or not we should actually restrict the incentive to
our West Bankerben Centre. And the reason I say that
is, um, you know, this is an opportunity where using
to drive and help further incentivize the creation of affordable
units and where we actually want affordable units is where
pedestrian, um, you know, it was possible to be more
pedestrian oriented in your living. And also when you think
about our town centre as we're in the midst of
conversations about revitalizing it, um, you need to create the
tipping point of, you know, whatever that critical mass is
of, of residential base to kind of begin to make
commercial opportunities feel like they're more accessible, like businesses can
come in and thrive. And so I, I, I, upon,
pondering this this weekend, I thought it might be a
good idea for us to try to use this incentive
to drive winds in other areas as well with other
initiatives we have. And so I wonder how council feels
about it. But I certainly would like to see this
focused on our West Bankerben Centre, which is where we
need the development most. Um, we all want to protect
and preserve the integrity of our neighbourhoods. And we want
to grow, but we want to grow in the right
areas. And I think town centre is where we need
it most. So I'll throw that to council. Councillor Young.
Yeah, thank you, Mr. Mayor. Let's put emotional on the
table. I moved staff's full recommendations. All right. Thank you.
And second it. S for the discussion.
Council Johnson. So in light of my previous remarks, does
this grant then apply to any area of the community.
Yeah. Um, through the chair, as Councillor Johnson, so yeah,
currently as it is designed, it would be open, um,
to all neighbourhoods. Um, end urban centres in the community.
Okay. Um, I guess to those that have moved, is
there willingness for friendly amendment to isolate the incentive to
West Bank Centre. All right. At this point for the
sake of the motion, I'm going to start with just
West Bankerbin Centre because Bushre Centre is not yet at
the present moment in the position that, uh, West Bank
Urban Centre is to capitalize on commercial opportunity. So, um,
if the willingness, can we add a further that and
that the incentive be concentrated to West Bank Urban Centre.
Mr. Mayor, I just want to be clear on Council's
intent. Is the intent to concentrate it there or to
restrict it there? Restrict. Okay. So I would just maybe
say Mr. Mayor then, you know, subject to input from
planning staff. They counseled direct staff to implement the Affordable
Housing Pilot Grant Program allocating the 1. 2 million from
half funding towards development in the West Bank Urban Centre.
Keep the rest as is. But I don't know if
that's workable from. I'll turn over to Mr. Maiden. Thank
you. Mr. Magnum. Thank you Mr. Brownston. Um, my comment's
not on Mr. Panetton's the wording. It's more and I'm
sure Ms. Clark is probably thinking this already. As council
makes this decision, keep in mind that the half numbers
that we're trying to achieve. And our ability to reach
those half numbers are based on whether or not we
have projects. So the more we restrict the area that
this may or may not occur in. The lower the
chances are that we're going to actually achieve those half
numbers and realise the full amounts of the half dollars.
So Ms. Clark, if you want to add or, um,
subtract from that in any form, please do, but I
sense that there's, there's part of the decision should rely
on that information. Yeah. And I'm comfortable with the way
that I've, um, crafted this part of the motion. If
it's going to be accepted by Council or not, it's
up to council. You know, cause I do want to
make sure that we're growing, um, in the best way
possible, not just at all costs. So I think for
me, that's the intent behind it is let's put it
where it's needed most. Of it. Yeah. Uh, well, I
don't know. I think it has it been incorporated into
the existing motion. As long as the mover in secondary
are happy with it as a friendly amendment, then yes,
if not, it can go to a vote as an
amendment motion. Yeah. I think I'd rather see it as
a separate. Separate that, because I personally wouldn't be in
favor. I'd like to speak to it. Yeah. So we're
still maintaining the, uh, the motion that's on the table.
Council, please. Thank you, Mr. Mayor. Um, yeah, I, I
understand where Councillor Johnson's going with that and to a
degree, I agree with it. But I'm not in a
position where I would say West Bankerben Centre only. I
think we have opportunities in some of our neighbourhood centres.
To increase affordable housing. Um, and as well as Bouchery,
uh, you know, there's been some over time, we've seen
some proposals in Bushri Centre already. And I think that
we have to explore that as well. So. Um, I
wouldn't be prepared to support town centre only. One question
I did have though, is that do we, within the
guidelines, is there a minimum number of units that have
to be developed. Uh, in order to be eligible for
any of the funding. Thank you, through the mayor, Councillor
Prison. So, um, yes. So, um, there is a minimum
that a project must have at least six units in
order to be. Six to six units in order to,
um, apply. Okay. We are able to adapt that number.
So that, that could even apply in our PU1 zone
correct. Are we allowed six units in the RP one.
An RP one, sorry? Yeah. Under the residential plexus should
be four units. That's maximum four. Okay. So this would
have to be six. I mean, I'd be willing to
consider a minimum there, but, uh, you know, for today,
um, you know, if we can get, if somebody can
get funding for that to support it and put up,
you know, minimum six plugs or 12 bucks or something
like that. I'm okay with that. Um, but yeah, no,
going back to the other comment, I wouldn't support just
the town centre. I think we have opportunity in other
places as well. Um, but the balance of this, I'm
happy to support. You. Okay. Thank you for those comments.
Council De Silva. Thank you, Mr. Mayor. Similar, I appreciate
the sentiment, but without additional information, I would be uncomfortable,
um, arbitrarily voting to, um, restrict to a town centre
without seeing any kind of debt around how that would
affect our current end stream. So if, uh, if council
is going to put that recommendation on the floor, I'd
appreciate if it was a separate that we could vote
on. Thank you. And that's the case. We're just considering
what's in front of us right now. Any further discussion?
I'll call for the vote. It's not. All in favor.
Posed. That's in front of us. Yeah. Okay. So let's
do that again. All in favor. Pose, none of those,
I motions carry. That's in front of us here. Was
there a want for the wording as a separate motion?
Cause I have that. If the, uh, that the Affordable
Housing Pilot, uh, grant program, uh, funding, we restricted to
development in the West Bank town centre. Council Meal, sir.
I'm just curious if Councillor Johnson would reconsider Bushri Urban
Centre at in West Bank Urben Centre in Bush rearbencenter.
So we could at least have both urban centres be
part of it. That would put me over to Coden
Biver. That. Council Johnson. Yeah. Thank you Mr. Milsep. You
know what, I would, I would, uh, yeah, I will
alterate being that they're both. Urban centres in ROCP. I
think that's reasonable. I would be open to that amendment.
Or to amending it and confirming the secretary. It's okay
with the friendly amendment. Thank you. Thank you. Okay. So,
uh, I'll speak to it. Uh, so what if the
opportunity for fourth housing in a neighbourhood centre that is
not included in West Bank Centre, Busher Centre. That's my
question. I don't, uh, I don't think there'd be beneficial
to restricted at this time. If we have opportunity for
affordable housing in our community, uh, should be supported. Councillor
Johnson. Do you want. Me to answer? It's up to
you. Sir. I thought I'd say your name was here.
Here you go. Thank you, Mr. Mayor. And yeah, for
me, it would just be, you know, I remember this
was a time before I was on council, but there
was, uh, DCC incentivization that was issued by this council
prior to my time. And it was specifically for the
urban centre because the intent often of incentivization is to
drive it to a targeted, um, location. Um, and again,
I just think we're offering funds that yes, are coming
through a grant, but have the ability to accomplish more
than just creating housing. It has the opportunity to put
it in the right location where people can have access
to transportation, pedestrian friendly amenities. And again, adding to the
residential base downtown, which helps businesses thrive and become more
successful and viable too, when it comes to attracting new
business opportunities. So that's the, sort of that's the desire
or sort of the purpose behind it. Great. Thank you.
Thank you. Councillor Diane. Yeah. Thank you, Mr. Mayor and
being someone like yourself. I do believe who were at
this table during that DCC incentive period. That was exactly
the rationale. And I supported that. And for the same
rationalized support this, this is not an opportunity to deny
this as an opportunity to influence where some of that
affordable housing and infill will happen within the community. So
why would we not try to encourage it to go
in those urban centres? That to me is just logical.
So I happily support this today. Let's have an influence
here. Thank you. Council Freezen. Thank you, Mr. Mayor. And
I think we were going to go around this many
times on this one. Um, you know, yeah, surprise. I
get that. I think we can't lose sight of the
fact though that the half funding, we have targets that
we need to hit. Otherwise, we forgo another fair chunk
of money. Or potential funding in the last tranche of
the half program. That we can't afford to give up.
Um, and so my concern is that if we restricted
to those two centres, the cost of developing, they have
to be much bigger. And the larger the project, the
smaller this benefit becomes. And so, you know, in an
effort to, I think we have, sorry, I can't remember
the number 114 or 170, what was it, 104. Yeah.
114 units by the end of next year. Um, the
reality is if we're going to start seeing big projects,
they're not going to be building permit ready by the
end of next year. And those are the ones we
want in the downtown core. Um, so while I, and
would love to see us, you know, in larger projects,
push them into the town, the town centres for all
the reasons that Councillor Johnson has outlined, um, I just
don't think this is the one to do it. Because
we have a very limited window here in order for
us to meet targets and goals. And to get those
large projects that we're looking for in those centres, they're
going to take a lot longer than a year to
get there. So that would be my rationale for saying
no. And that's why I won't vote for that today.
Uh, I won't support that motion because the bigger picture
here. And we won't be able to hit that unless
we, unless we open it up, I think. Councillor Johnson.
Yeah. Just one comment on that. And I agree. Like,
but as far as needing the units, I mean, we
are being, you know. Held underwater as far as doing
that as well. Right. So we're, we're being told to
build regardless of whether the market or the, the developer
willing to invest the money. And if we're going to
achieve a unit count like that, it's only going to
happen by way of larger projects, not onesie, twosies. And
people aren't, the uptake on the little onesie two Zs.
That's why we have our predevelopment or pre approved building
designs. That's why the uptake. That's why Kelona in years
has had virtually no uptake because it's just, it doesn't,
it doesn't work. Um, so anyhow, uh, rationale, I guess
I'll leave it to you, Mr. Mayor. What's the motion?
Uh, so the motion is, uh, that the Affordable housing
pilot grant program, uh, funds be restricted to development in
the West Bank town centre and bushery centre with that
friendly amendment. Thank you. Just no further discussion. We'll vote
on it. So all in favor. The opposed. Okay. So
oppose it's the motion's carried. But it poses as Councillor
Silva and myself and Council President. Okay. So thank you
very much. We're going to go on to the next
item on the age. Sir. Excuse me. Sure. Council, if
I've been a pranks good for everyone. Okay. We're going
to have a five minute break.
Good to go, Mr. Mayor. Thank you. Well, thank you
very much. Welcome back to the Regular Council meeting of
the City West Clone. Again, today's date is Tuesday, August
25th, and we're just back from our recess, and we're
under division reports on the agenda at 9. 3, Mr.
Penitent. Thank you, Mr. Mayor. 9. 3 is the Chief
Administrative Officer Performance Management Policy. This is one of the
policies that counsel asked to be updated. Previously administrative policy.
Now a Council Policy, and I'll turn over to Mr.
Bowl as if he has any comments or questions available
for questions. Thank you. Mr. Bose, you are shipped nothing
really, Dad. Council just went through the process, so you
know the drill, they just tried to put it inwards.
Any comments at all? You move it to we have
a secondary. It's been seconded as well. You know, just
check in with council. Any discussion at all? Okay, so
all in favor. None opposed, a motion is carried. We're
at 9. 4. Thank you, Mr. Mayor. 9. 4 is
the Councillor Muneration, expense and benefits bylaw, and this is
a follow - up from direction that council gave of
the previous council meeting to codify the recommendations from the
remuneration task force and put into Bylaw Forum. So that's
in front of council for three readings, and Ms. Palmer
is available with council's questions on that. Thank you. Right,
we had quite a discussion on this in the past,
I believe. So it's Willow Council. Well, let's get on
the table. We have a motion to get on tables,
move second. Okay, and we can open up our discussion.
Any questions. At Council may have. Council Present. Thank you,
Mr. Mayor. You know, in the last council meeting, or
the last time, this was in front of us. I
did have concerns over the way, the justification, or I
should say, the references that were being used. And so
I did vote against it. Today, I still have those
concerns. That being said, I'm not opposed to the values.
It was really the principle behind how we got there.
So for today, I will support it because I'm not
against the values, but I did not like the way
it was done. And I don't think the remuneration is.
Out of line. So, although I did vote against it,
or I had comments against it the first time, I
guess we didn't vote, because it was a first, or
this is first, second, third. But, you know, I don't
think I've seen any changes in this one, and I'm
okay with the values, but I didn't want to comment
on that. Thanks for those comments. Staff could take those
comments that you're referring to, that your concerns, and consider
that when perhaps the policy is reviewed next time around.
Council Young. Thank you, Mr. Mayor. Last time had similar
concerns about the benchmarks that were being used. I still
have those concerns, and I do believe those concerns. The
benchmarks you choose can have a profound impact on the
numbers, and I do believe that's the case here. I
think the benchmarks were not selected as well as they
could have by the process, and I don't accept the
numbers out of that, because so I will not be
supporting this today. I'm going to be consistent. Thanks to
your comments. Okay, so we, I'll call a question. All
in favor. Owes is cancer young, but the emotion passes.
9. 5, Mr. Penderton. Thank you, Mr. Mayor. 9. 5
is the contract award request for powers, Creek, water treatment.
Diversion structure. And I believe that the engineering manager is
available. I don't know if there's a presentation or just
for questions. If the questions of counsel, thank you. Okay,
so let's have any questions for from council to staff.
Council John. Thank you, Mr. Mayor. And I appreciate we're
not red debating a budget line of them that was
decided much earlier. But I'm noticing as we're awarding this.
Does it say in here where those monies are going
to come from in the recommendation? With the motion? When.
We're spending money, even if we're just awarding a tender,
it still will be nice to say in the motion
where the monies are coming from. As per the budget
that was already decided. Through the mayor's noted within the
motion, but it's noted within the financial section of the
report. It could it be noted in the motion. That's
what exists after this is done, right? So if it
can be noted in the motion that this is being
funded through the water utility or wherever the funds are
coming from, to me, it's just a good, that's mentioned
practice to capture that in the motion. So if that
could be corrected, I'd be quite happy.
Mr. Mayor, I'll just defer to perhaps going to see
Vashyair, Mr. Predacante. My read of the very quick reed
of the Council Report is that it's coming from the
Capitol budget. But if there's any more specificity as to
where that's coming from, that would be helpful for just
updating the motion. That's. Part of this. As per the
cap. Capital budget, okay. Yeah, so we can have that
added to the motion? Yes, as rare. So I'll just
add in the amount of the 567, 607 dollars excluding
GST from the capital budget. Okay, thank you. Second note
as well. Any further discussion? All in favor. None opposed
at motion passed. Okay, next on the agenda is 9.
6. Mr. Mayor, 9. 6 is recreation and culture, fees
and charges of amendment by law. Number 00028. 88, 2026.
And I'm just going to... It's for adoption. Thank you,
Mr. Mayor. It's been moved. Secondary as well, any discussion.
All in favor. Both unopposed emotions carry. Okay, and then
we're at 9. 7. Thank you, Mr. Barrett. 9. 7
is the map bouchery community centre child Care Operating Agreement.
And I'll turn over to Mr. Goodwin. Thank you. Welcome
back, Mr. Goodwin. Good evening, Mayor Council. So the purpose
of today's report. Is to seek council's approval to execute
the childcare operating agreement. With the Okanagan Boys and Girls
Club. For the newly renovated Mount Bouchery Community Centre. Just
a little background. So once this building is completed, the
facility will become a joint use facility providing childcare. Community
programming, and rental space opportunities. To assist the funding, uh,
the city applied to the childcare BC's newspace is fun,
and was successful at receiving 3. 6 million dollars. The
application was submitted in partnership with the Okanagan Boys and
Girls Club. And a condition of that grand funding is
for the city to provide childcare services for the next
20 years. So executing this agreement would help assist with.
Obligation. Very high level on some terms associated with the
agreement. So the term is for five - year term.
Starts January 1st of 2027, expiring August 31. 2032. The
reason expiring in August is elected follow the school year
calendar. In regards to payment, we are proposing a one
- dollar occupancy for the entire term. However, the society
would be responsible to pay for their fair share of
the operating cost. That estimate based on what. We estimate
for the 2027 budget is about 54, 000 dollars. Per
year. When it comes to day - to - day
responsibilities, the society is responsible to manage all things childcare
services. They must provide the childcare spaces as identified in
our grant application. And they must also obtain all their
FIX furniture equipment and fixtures for their space. Repair maintenance
will be done by the city. This also would include
all custodial services. And then as far as use of
the space is broken down into three different spaces, and
we'll show that on this facility map here. So what
you see in red, and this is a general high
- level. Overview map of the space. That is the
society's exclusive space. This is where the permanent childcare space
will be. What you see in blue, dot is the
city administration space, as well as our server room. So
we'll have exclusive use of those spaces. And everything in
green is what this joint use space is for. The
joint use Monday through Friday, you'll be used for childcare
services between the hours of 1. 30 and 6. 30
p. m. All other hours, mornings, evenings, and weekends. It's
for city to rent out. To the public, or program
out, uh, or CSFIT. When we look at the financial
implications, uh, in 2027, we're predicting or estimating about 178,
000 dollars for operating budget for the facility. Based on
the amount of space and time that the society will
be using the facility. Their share is 30 percent. And
the City share is 70 percent. And with that, that
is a summary of this contract. And the background to
it. Great, thank you very much. Council Young. Thank you,
Mr. Mayor, through you to Mr. Goodwin. Um, this project
has been a long time coming, and you've been managing
it for a while. Uh, well done. This is the
last piece of the puzzle to come together for this.
So. Um, I was going to move the motion. And,
but since the other light going, I'll go ahead. Good,
I move staff's recommendation. Great, thank you. And it's been
seconded. Yeah. Council Presen. Thank you, Mr. Mayor, and I
think I just saw my answer in the report, um,
but maybe you can just speak to it real quick.
Um, as part of the grant, we have to provide
licensed child care for 20 years, and this is a
five - year term. How does that fulfill the grant?
Is there any risk in only having of five -
year term at this stage? Or does it have to
be, and does the 20 years have to be with
the Okanagan Boys and Girls Club? Or is it just
have to provide licensed childcare for 20 years? Thank you
for the question. Through the mayor, it is a five
- year term. Uh, but we would have to, at
the end of that five - year term, either renegotiate
another five - year term. Um, if we can't with
the boys and girls club, or we have to do
an RFP, as long as we're providing childcare services out
of that. For the next 20 years, how we, what
happens five years, and now we'll determine that in five
years. Like, yes, we will provide 20 years of childcare
services out of that building. Okay, well, and I hope
many more after that. So, um, that was my, that
was my only question. Thank you for the clarification. Kenny,
further questions? For the discussion, I just points out, made,
because we all know the great need for childcare spaces
within our community. And we also, we've had an excellent
relationship with the Okanagan Boys and Girl Club between the
city, and that organisation preferred him for many years. So
I'm certainly happy to support this agreement, and please to
see the project moving along. Okay, so all in favor.
Posed, unopposed, motions carry. Yeah, thank you, Mr. Goodwin. Next
is 9. 8. And on that, Mr. Mayor, the mound
bushery community centre restoration, August 2026. Update will also be
provided by Mr. Goodwin. Thank you. Welcome back. Thank you.
Thank you. So this is one of many updates that
we've given to council throughout the construction period. This may
be one of our last ones as well, too. So,
um, again, the purpose is to provide an update to
council during this reporting period, which is since April 1st.
Has some construction items, top date council on since April
1st. So we did receive temporary occupancy for the front
half of that building. Uh, this was important to move
staff out of the trailers that were in the parking
lot. So we retained occupancy, we moved staff out of
the trailers, and then those trailers were decommissioned and removed
from the site. Happy to say the operating agreement between
the city and the boys and girls club is now
finalised and approved by Council. So thank you for that.
Um, and we're really down to the wrapping up phase
of the contract. We're calling it phase two, which is
the banquet hall and the childcare area. But basically everything
is pretty much done. Inside the building. We got the
finishing stuff to do, the flooring and the painting, but
all the big stuff mechanical, electrical plumbing. And I got
some photos, I'm happy to share with you guys, uh,
and Mr. Mayor, you got a private tour of it
last week. So, uh, happy to share that as well.
So. Here we go. New exterior sign here, uh, in
partnership with the boys and girls club. That's actually already
installed. Here's some pictures of the trailer being removed from
the site quite a project to undertake. As you enter
into the building, uh, this is our new reception area
for the Mount Bouchery Community Centre. As you enter in,
or sorry, past the receptionary into the new banquet hall.
This is that main hallway. Uh, this is the area
still, I guess, technically under construction, but you can see
we are at the wrapping up phase of this project.
So everything you see to the left will be to
the banquet hall, everything to the right will be the
permanent childcare centre. As you get into the banquet hall,
here's a picture of what that banquet hall looks like.
You can see everything from flooring to ceiling to lighting,
all done up. You can even see the dividing wall
being installed. This is just a picture of that dividing
wall being closed. This is, um, our new accessible washroom
that is off the main hallway that we showed you
earlier. We now get into the childcare space. So. This
would be to the right of that main hallway. There
is a greeting area. So this is a roll up
shutter that you see kind of here where kids will
be dropped off and picked up. They come inside, they
got your cubbies and everything, uh, for the childcare. Um.
In that area. Catching that. For the childcare. Washroom. So
the little low toilets everyone loves seeing these little low
toilets when we get, give them a tour of the
building. And then we also have a community centre kitchen.
So this is the kitchen that will service the community
centre for the banquet hall. Uh, in any events that
are happening inside, uh, the building. We got the outdoor
playground space. And then we also have an accessible ramp
because there is an elevation change for the outdoor playground.
Some updates to risk registry. We're not going to go
through the whole registry. It is in the staff report
if you want to. I do want to identify the
ones that were monitoring right now. So the ones on
the screen right now are the ones we're monitoring. They're
monitoring them because they all have an impact based on
what happened this summer with the local wildfire situation. More
specifically we had contractors and consultants that were displaced or
evacuated. And obviously he didn't have access to computers. And
their offices or their homes, you know, which is little
in comparison to what they probably experienced having to be
evacuated. So. That is the biggest impact. The areas that
are most affected are related to the exterior work and
the civil work. We're working through that. The building is
going to be done. The Civil War is delayed slightly.
So this is the schedule. Um, little update to the
schedule. So as stated before, slightly behind on the civil
stuff, the rest of projects on schedule. Um, sostantial completion.
Um, we always say tracking for September. And it was
written in the report we're tracking for September. But we
got some news. We actually hit substantial completion last week.
So, uh, whatever shared that in the report didn't happen
in time, but happy to report the council today. We
officially have hit substantial completion with the project. So what
does that mean over the next month or so? We're
obviously going to finish off the exterior civil work. The
phase two construction is going to be wrapped up, but
we're into that sort of final inspection cleaning, commissioning. Everything
we need to do to get full occupancy. There we
go. Um, when it comes to budget, uh, here's an
update to the budget. And yes, our contingency has dropped.
Uh, below 100, 000 dollars. But based on the project's
proximity to completion and the cost forecasting that we've done,
it's still considered low risk. And with that, that's the
update. Excellent presentation. Thank you. See if the questions from,
from council. Well done. Thank you. Yeah, that was an
information report only. And yeah, again, well done. Thank you
very, very much. Connects on the agenda is 9. 9.
Thank you, Mr. Mayor. 9. 9 is the contract award
request for the Brentwood Road Pedestrian Improvement Construction. Uh, and
I believe that we have staff standing Bidenance or questions.
Uh, the engineering manager and the senior manager of engineering.
Thank you. That's on you. Thank you, Mr. Mayor. No
questions, happy to support. But just like the last one,
it would be nice when we see these. If it
can have, uh, in the motion where the funds are
coming from. Uh, happy to support this with that slate
amendment. Could we, if for the motion could read to
it as per the financial plan bylaw. Could we reference
it. That way? As opposed to just saying as per
the Capitol budget. So there's, there's numerous instances, um, including
this one where the funding comes from several different sources.
So we could end up listening out, but then you're
listing capital reserve gas tax funding, one percent. So it
all goes back to the financial bylaw, which would have
to come back to council if we were going to
change it at all. For, for today, I'll be fine
with that. But what I am looking for is that
level, not, not the percentage breakdowns or anything like that,
but funded from whether the four or five sources. I
mean, today I'm fine if that's the way we want
to go for today, but it's from a public transparency
perspective that they're reminded and where the funds are coming
from. But I'm not looking for the detail. Like percent
from this percent from that present. It's just funded from
these sources moving forward. Today I'm fine. Let's leave it
the way it is or simply add from the financial
plan. I don't think it really changes much by simply
doing that. But moving forward, if we can at least
break down, I said, but not in the detail that
was suggested. I don't need percentages. And again, it's just
a reminder to the public where the funds are coming
from. I know it's in the report. I wanted in
the motion. But, but for today, we can add, uh,
as per the financial, uh, plan bylaw. Okay. Thanks for,
uh, understanding. Okay. Thank you. Second and go ahead, Councillor
Johnson. Thank you, Mr. Mayor. Just wanted to comment that
I'm very happy to see a significant number of contractors
bidding on this opportunity. And I hope that Mark's kind
of the new season of what we can expect. So
just wanted to point that out. Excellent to see. Any
further discussion. All in favor. Pose a motion is carried.
In ex is, we're at 9. 10. Thank you, Mr.
Mayor. 9. 10 is Z, 26 - 02. City of
West Collazoning Membylaw number 0320. 19, 2026 for unit number
two, 1812 Bylan Road. And I will turn over to
Mr. Oliver for his presentation. Thank you. Mr. Mayor members.
Council. Nice. Office. Good evening, Mr. Rand. Members of the
council. Uh, jumping right in the application, uh, tonight we're
looking at a seat - specific text amendment for a
site that's likely familiar to council as a number of
years ago in 2019. The site was subject to a
very similar application. So the proposal in front of council
tonight is to basically expand that initial site text amendment
done years ago, uh, from unit one into unit two.
It is just a create a larger space as unit
two currently operates as an antillery type of business. Uh,
that's going to be closing. So the operator of UNO
1 would like to expand into unit too. In terms
of process, uh, right now the zoning bylaw as part
of our original non - medical cannabis retail process, uh,
does prohibit cannabis retail sales on every property in the
city of West Colona. Council determined at the time that
a scientment would be required to allow for those uses,
which we've done in accordance historically with the policy, which
I'll touch on later. But really the process before council
tonight, including a future public hearing, if advanced, um, is
required in order to allow for this, uh, incremental change
into unit two. So that policy itself, um, once again,
was designed for the initial intake of all of the
city's non - medical cannabis retail stories. That process was
quite large and lengthy as we had a number of
applicants who were scored against each other. And it was
determined at the time that there would be initially four
stores across the city. So we had 10 applicants. We
had to whittle that list down. It involved receiving, uh,
business plans from different proponents, marketing materials. They're all circulated
within the city. Once again, scoring that was brought forward
to council for a selection of the identified stores, of
which ChibaCHIB is the subject application was a successful proponent
of. Here, one important note is that, uh, if this
application was to have included both these units, one had
originally came in back in 2019, largely the proposal would
have been scored the exact same way. There'd be no
difference. There was no size consideration at the time. So
despite, once again, that initial process limiting it to unit
one. If it was unit in one and two back
in 2019, we would have supported it the same way.
An important note here of something that wasn't in the
council report. We have received a somewhat related application or
request from another property owner within the City West Coluna.
And it falls within a bit of a general catch
- all category in terms of our applications. But basically
they've wanted staffer of applied for staff to make a
report to council to petition a review of this policy.
And the intenses that they're looking at potentially introducing an
additional store in Glenrosa. We are going to be reviewing
that application preparing a report to bring forward to council.
But if council wishes to provide direction tonight, a separate
motion has been prepared outside of this file to direct
staff to review that policy as there has been some
comments from council in the past to review the policy.
In terms of, um, a feast and charges Bylaw review,
not something we often jump into with these applications, but
as I alluded to, we're basically working in a process
that was designed for a large scoring of a number
of applications. And the large application for you from those
original applications being 8, 300 dollars, which is what the
applicants paid the process, uh, in terms of our standard
text amendment really doesn't warrant that amount of staff review
and staff time. And this process, because we're not scoring
it against other applications, hasn't necessitated that same degree review.
So staff of recommended reducing that fee. In terms of
public notification, per the policy, uh, it does require that
a public hearing be held. So that's the recommendation that
we've put in front of council. Um, based on the
default, if that policy wasn't there, it wouldn't necessarily have
warranted, but we're trying to follow that policy as best
we can. So we are recommending that a public hearing
be held. In terms of a quick conclusion here, uh,
as I mentioned, really this is consistent with the council
policy. It's not creating an additional store. There's no real
location specific considerations as the existing store that would be
a budding this proposed unit expansion. The applicants included, uh,
detailed rationale that council would have seen on the council
report. Outlining how this will help, uh, their business operation
in an eliminated potential vacancy within these buildings. Uh, as
I mentioned, we'll be receiving public feedback through the public
hearing process. And that fee recommendation really just aligns with
the amount of staff time that's required to process the
application. Happy to answer any questions if there are any.
Thanks to your presentation. Council Milsa. Thanks, Mr. Mayor. And
happy to support this support this this evening. Um, but
what I, what did this brought up for me was
the review of this policy. So this policy was written
in April 23rd of 2019. And if we scroll down
to 8. 1, it is anticipated that this policy would
be reviewed within 18 to 24 months following the effective
date of policy to consider implications. Have we ever done
a policy review on this policy. Today, there's been no
additional view. So to me, that's something that I'd like
to staff to flag to get this. And again, a
quick search of this whole, like personally the cap of
five for B. I'd like to see the cap of
five removed. Um, I think free market should dictate what
businesses can operate and afford to operate and fair competition
model would allow others just no different than alcohol sales,
if that kind of thing. So I just did a
quick, you know, search around the valley and communities similar
size, PENTICTAN, 13 stores. Vernon 11 stores. Salmon arm, eight
stores. And salmon arms only population. From 8, 000 people.
So smaller community than us. So again, I think this,
the, the limit of five is a way too small
of limit. I think we should have, and again, let
the market dictate how many stories we have throughout the
city. But that's just a quick thing. And I'd like
to see it come back for review. But happy to
support this this evening, uh, move it forward. So. That's
my comments. Thank you. Thank you. Councillor Jan. Yeah. Thank
you, Mr. Mayor. I'm certainly going to support staff's recommendation
tonight for this applicant. As far as the policy review
goes, my feedback on that. It can go to the
bottom list. There's a whole bunch of policies that council
have already asked to review. I'm not going to trump
any of those for this. Um, it's a matter of
priorities. Speaking quite frankly and open. Um, so I have
no problem reviewing the policy when we get to it,
but the purchasing policy and other priorities, uh, policies that
need to be looked at before we get to this.
It's just, we can only do so much. And we've
already been told the policies that council has the prioritize
and has to get reviewed. Uh, we're not going to
get them all done before the end of the term.
So it's simply this is going to have to be
something that is looked at the next council next term.
I'm certainly open to seeing that policy change. Um, but,
uh, I'm not going to give it special priority at
this point to get a review. But I will support
this application tonight. Yeah. Thank you very much. Would you
move that please? And do we have a second ear?
We can just speak to this. Great. So let's just
speak to this and. No, I have no problem with
that. But I thought we'd address this and then we
can have comments with regards to the policy after. Yeah.
No problem at all. Uh, so any further discussion on
the motion that's ahead of us. Okay. All in favor.
Is not a post. So that motions carried. And now,
uh, council would like to provide some comments on, on,
uh, topic of the policy review. Council Message. Yeah. And
just to clarify like my, I wasn't about to say
like push this to the top of the list when
we get to it. It's fine. Um, but for sake
of, you know, we have other business owners that are
interested in this type of opening, this type of business.
I personally would like to see us just remove the
cap out of the policy. And then moving forward redo
the policy down the road when we get to it.
But I think this opens up a can of worms
for us if other, other retailers or other business people
want to open up cannabis stores in the, in the
valley in West Cologna and we're capped at five on
a policy that was supposed to be reviewed three years
ago. So to me, that's the really only contingent thing
unless those, those other applicants come forward, I guess for
variances. But for me, it's letting the market dictate it.
So that would be where I'm at. But again, no
need to push this forward. Next term can deal with
it. I just look to see maybe the will of
counsel just to remove the Cap of five and let
the free market enterprise. Council De Silva. Uh, thank you
Mr. Mayor. Yeah. Just, just my comments on this. You
know, Council had the opportunity to prioritize our list of
policies that we wanted to review. And I don't want
to make any changes to that list. Um, from my
perspective, this can stay at the bottom of the list
as well. Thank you. Councillor. Yeah. Thank you, Mr. Mayor.
And no, I'm not prepared to make any changes without
that policy review. There's certainly businesses out there that will
like us to remove the cap. And the businesses out
there that will speak vehemently that we don't remove the
cap. Um, you know, I'm certainly open to more. But
it's more than just a nuance. It will be a
full, harder debate based on a review. Not a random
change of one thing. I'll review later. So it looks
like the interest in moving this at this point council
question. Council Mill Sir. Yeah, just quick question for staff.
Legally. Competition act wise. Are we allowed to hold the
cap on illegally. You know, like alcohol said? Are we
allowed to actually hold the cap like that. Uh, Mr.
Mayor, so, I mean, of course we did this in
2019 and there was a very, very lengthy review that
went into when we brought this policy forward. I don't
specifically recall that question. Not because it wasn't asked, just
because it was some time ago. And we would have
to look at it. Yeah. I'd just like to know
legally if that's, you know, cause from what I've done
a little bit of quick research on, I don't see
caps in any other municipality on cannabis stores. So my
gut feeling is not because it's not lawful. It's because
that was the will of counsel of the day. But
I do believe that it is probably in good legal
standing, but we'll take a look. Just give you all
up with your curiosity. Thank you. Thank you very much,
Mr. Oliver. Okay. We'll go on to the next item
in the agenda. Thank you, Mr. Mayor. 9. 11 is
DVP 26 - 02. Development variance permit for 2540 Colleen
Road. And I will turn it back over to Mr.
Oliver. Thank you.
Just to set the stage in terms of location for
this application, because it does form part of the considerations
of staff's recommendation. Of course, located in the Lakeview Heights
neighbourhood just off of Hudson Road here. Um, the area
is primarily R1 single attached residential surrounding the property. That's
the visual in the top right - hand corner there,
but it does also include a P1 or P2, sorry,
institutional zoned faith - based organisation directly to the West.
In terms of the site, which is shown in that
visual on the bottom right - hand side, uh, one
thing to note there, it is quite a large parcel
at 0. 81 of an acre, 3277 square metres. We'll
exceed our 550 square metre, minimum parcel size, pretty typical
of some of these legacy parcels. But once again, this
is quite a large one even compared to some of
those. In terms of current use on the property, primer
use is a single attached dwelling, but you do see
there is an existing detached garage, just down here below
the house. Uh, the pool, uh, and the yellow box
area, which I'll get into in the report elaborated on
one of the existing structures that was there previously. So
in terms of that background, uh, there was a legally
lawfully constructed accessory structure built to the bylaw in 1983.
A structure shown in that visual there. Uh, and it
would be that lighter grey area. There was an addition
built onto that in the weight that wasn't done under
permit. Unfortunately, that structure burned down in 2020. Uh, and
it did burn down basically straight to the ground. So
it doesn't benefit from any of the local government acts
nonconformity regulations. Um, basically 75 percent of the value of
structure above the foundation has been lost. It must comply
to the new bylaw of the day. Uh, but at
the time once again, based on the building permit information
we have, a portion of that structure was lawfully conforming.
In terms of the proposal that's before us today with
the new property owner, they're looking to basically build on
the general footprint of that structure that burned down. Um,
however, it doesn't comply with the current zoning bylaws maximum
accessory building size of 100 square metres. They're looking to
basically go up to a total of 281. 3 square
metres. And that does encompass that other detached two car
garage that you saw on there. So, uh, there's a
couple of different numbers in the report, but basically on
a, on a parcel like this, it's zoned R1. All
of your combined structures can only total 100 square metres.
And they're going to be proposing to exceed that. They're
also including a relatively minor height variance of 0. 75
metres, which as noted in the report, uh, isn't of
as much concern as that size requirement. So in terms
of that zoning bylaw, once again, as I just referenced,
it really is that combined area that we focus on.
And here's just the proposed structure is 231 square metres.
So well over double, what would be permitted as a
standalone structure, irregardless of that, um, detached garage that's existing.
In terms of the applicants rationale, which was attached to
the council report, uh, once again, they're looking to generally
build on that same footprint of the structure, that concrete
foundation still remaining there today. Um, they're looking to store
a number of their projects boats cars, equipment that was
seen in some of the visuals, uh, that were shown
within that structure. They've clearly indicated and we've ensured we
pose the question to them that they're really only intending
to use this for personal use. They're not looking to
operate a business at that time. Um, that could, of
course, change in the future, not necessarily with this property
owner, but future property owners. That's a bit of the
concern in the staff have. Uh, we've worked with the
applicant to try and reduce the scope of the proposal
as much as possible. That's where you see the proposal
to remove this existing shed that's on the northern parcel
boundary to try and reduce that overall command area as
much as practically possible for them. And once again, in
terms of that height variance, it really is in the
lowest part of the property. So staff don't have a
significant cern of that 0. 75 metres of additional height
that's been requested. In terms of public notification, 37 notices
were mailed out. We received no submissions. Uh, as we
often do with applicants like this, we encourage them to
go and talk to their neighbours and people who may
be potentially impacted by variances like this. The applicant did
indicate that they've proactively contacted many of their neighbours who
have indicated support and did include a bit of a
petition to staff illustrating that support. It didn't include enough
information where we felt it was warranted to submitted to
council because it just had a name, a signature address
didn't include information related to proposals. So that's where we
rely on these notices. Uh, the absence of any opposition,
uh, once again, can be an indication of general sentiment
of the residents nearby. So we didn't receive any opposition,
which could be due to that, uh, property owners hard
work. In terms of the conclusion here, as noted in
the council report, despite the property's large size, really, we
only see structures of this size and magnitude proposed in
primarily rural areas or industrial areas. That combined area is
almost three times the size of the maximum that's allowed
in the R1 zone. And it's there for continuity of
neighbourhoods and that once again, a pretty consistent restriction that
we see across the community. And once again, I've alluded
to it, but there's an inherent concern that, uh, whether
it be this owner or future property owners when you
have these large structures like this, they can inherently get
used for other purposes that are intended, you know, maybe
today by the current property owner where it would far
exceed our home - based business regulations. We see examples
of this like agriculture operator saying a barn is operating.
We have industrial operators in there the next year. So
that's where some of these concerns come from staff. It's
not a detriment to the current applicants rationale. They said
it's for personal use. But those are some of the
concerns in staff Aff. That the two variances be denied.
The applicants indicated they would be considered concurrently. So despite
the lack of concern with the height variants, they are
being proposed as a package. And as per council's policy,
council may allow the applicant to address counsel and limit
the time permitted in the applicant has indicated that he
would like to address counsel if possible. Okay, thank you
very much. Council Young, you will speak before. I do.
I would like to hear from the, I'm just making
notice that I'd like to hear from the applicant. Is
that a notice of motion or is that just by
default? It's part of the process. And the past has
been in those motions. That's why I'm asking. I don't
think so. That's a part of the policy. The Council
Policy specifically notes for development permits variance egg files. Council
may allow the applicant. It's not right that they, uh,
must be heard. So it's a decision of counsel. I
move the beer from the ISO. Okay. Very good. All
right. Uh, all in favor. I guess we have done
in the past. Richard, come on up. Sorry. Memory. Welcome.
Uh, so it's five minutes for the applicant to address.
Just going to just give me a sec, please. Hate
to do this, but I got to put you on
a timer. Got five minutes to address counsel. Welcome, if
you can provide, uh, your name and address? Certainly. Bear
with me my first time through a process like this.
So I would have dressed up a little bit more.
I apologise. Uh, Bertram Burzens and my wife via. And,
uh. I just want to say one thing while I'm
here. Thank you for fixing the road in front of
my house. So it's putting six eight inches of water
and into the garage and into the house. And you
guys fixed it. So thank you. I was really shocked
that it actually got done. So thank you. Yeah. So
like he spoke there was a structure the same size
as that there. Obviously we're not going to go with
that little extension that they put on there. We're going
to put that proper setback and everything else. We've got
a 40 foot mortar home and a 36 foot boat.
And. The boat is used in a lot of. Its
whole purpose was to create fun and connection. Actually, it
was on casting and they helped us get it going
and everything else. So it was really cool. But so
we're into making a difference for the world. We do
a lot of work with John Howard and whatnot. And
we just wanted a place to put our stuff so
that we could keep the place organised. That property doesn't
have a good reputation from before. And we took 12
ton of garbage and steel off of it when we
bought it. And, uh, and, um, so it's been nothing's
been easy. We bought it when we went back to
get her stuff. The last homeowner broke into the house
stole the furniture offer stuffed. So it's been a, it's
been a real adventure to own this property. But, but
we love it here. And this is our forever home.
So, uh. I just would appreciate. Yeah. Your guidance in
that and to be able to do that us to
contribute to be a part of, uh, West Colonia here
like we are already, right? So. That's anything. Like anything
you need, we're here for you. Right. So. That's, that's
our motive. Right. So. We've done some points.
Yeah. Like it was kind of interesting. Like when we
bought the place last owner or the realtor, whatever was
promising that they were going to get everything all lined
up. So it could be built and even start building
because the final insurance claim that was going through, it
was, uh, and we, we thought there was going to
be no problem down to the city hall that I
think the fellow now is working for lake country, but
like he was just amazingly helpful with us. And the
only way I will do it. We'll get you going.
You got to do this and this and this. And
then like we canvas the whole neighbourhood. We showed them
all the plans. They signed off on everything. Everybody's going
like, how come it's not done yet. So it's going
through its process of whatever it is that we got
to do here. Right. So, um, and yeah, we'll take
that other shed down in the corner. Um. Via, I
don't know, we've seen lots of drive by there. Like
she plan at all roses all in the front and
trying to make the curb appeal in that area, like
pick it up from what it was before it was
pretty run down. And had a lot of tires in
junk in there that were cleaned up. Right. So, um.
I don't know what else I can really say. I
just, as it means a lot to me. I'm an
artist and I make things that make people smile and
I need the space to do things and park things
and stuff like that. So. Um, that's really important. Co,
thank you. Thank you very much for your comments. Just
check to see if council has any questions. Council Mill
said. Thanks Mr. Aaron. Just a quick question. So you
said you've cleaned up 12 tons of garbage off the
property. I noticed we've seen in some of the aerial
pictures, like all those tires, those white tires that are
painted white in the aerial picture. Those are all gone
kind of thing. Yeah. Cause that was my concern in
some of those overhead pictures that look like a junkyard,
I guess. Yeah. No, no. It's been cleaned up quite.
I've got some of my stuff that I brought. Uh,
in the trailers waiting for the garage. Okay. No, no,
perfect. Thank you for that. I know because sometimes these
overhead shots are from a few years ago. So I'm
like, is that what it looks like today or does
it look better than it looks? No, like yeah, we,
we, uh, I don't know how many tires we took
off of there. And Rim like is four tons just
in rims. Wow. I started counting it. Right. Incredible. No,
and I can appreciate. I live in Laker Heights neighbourhood
and I can appreciate that. You know, lots are weird
shapes. Lots are weird sizes. Some are 0. 81 of
an acre, summer point four, five of an acre. I
ran into this same type of variances when I did
some building there as well. Use property and all usable.
So it's like flat fish. No, I appreciate that you've
cleaned up the mess. That was my main concern. There's
a card. Like she's right into the gardening thing. So
it's starting to take over. But yeah. So it's good.
Thank you very much for presenting from us today. I
know it's not an easy thing to do. Yeah. Thank
you. Council John. Yeah. Thank you, Mr. Mayor. Sorry. I
have a question. Okay. And you're doing a good job.
Thank you. Um, here we go. You mentioned that you
can visit your neighbourhood. You can appreciate sitting on this
tied at the table. We hear lots of stories. Um,
you can visit your neighbourhood. Did you get anything in
writing from your neighbourhood that you can share with us.
To show that support. I handed it all in. Because
I haven't seen any of that. Is there kind of
confused me too? So I don't know. Is maybe staff
can comment then. I would have brought somebody. Asked or
maybe when, when you're done and you goes it down,
the staff can comment and that at that point in
that regards. Because certainly I'd like to see some of
that. Nicole got it in staff should have it. So
just to me, because it's not just for when you
live here now, and I know this is your forever
home, but at some point in time, it's going to
be someone else's home. And whatever you do today is
going to be a legacy for the future. And if
the neighbourhood has articulated acceptance from my end, it becomes
a little bit easier to accept. Um, but I'm looking
for some kind of written, because like I said, this
other tape we do hear things, it's nice to have
it in writing. Cause if it's in writing from the
neighbourhood, then we know, right? So, but let's wait and
see what staff I have to say. They're getting a
thumbs up. So, um, we'll leave it at that at
this point in time. Thank you very much. And we'll
wait to hear how staff responds. Well, and then the
other point that he mentioned, too, were kind of in
our valley. So then we got 80 foot trees all
the way around. You can't even see anything in there.
Like we're not like, uh, you know, we're, where it's
a house or a garage and then you can't see
the lake now. But if something ever happens to some
of those trees, that changes, right? Trees are also not
forever. So, um, anyways, let's see. We'll wait to see
how staff response. Okay. Thank you. Thank you. Thank you
very much. Thank you very much. Uh, just to maybe
build on that last comma from Counte to beyond. I
alluded to it in my presentation as best I could.
But, um, what we received basically is, uh, an indication
of someone's name signature phone number address. It provides no
indication of if a variance of 20 metres was proposed
or two metres was proposed. So as I, as I
tried to articulate as best I can, you know, once
again, with that type of groundwork being laid in those
discussions happening, we received no submissions and opposition, uh, but
we really do rely on the notification process because we
can clearly articulate the exact details of the variances to
those residents. Um, not saying we don't trust the applicant,
but when we receive this, where it includes no indication
of what people were signing for, it could have been
a petition to paint city hall blue. So once again,
the indication I think here is that we receive no
opposition from those residents. Yeah. Council Meal. If the comments,
Mr. Mayor, I'd like to move, uh, staff alternate recommendation
number one. That the, uh, proposed development variance permit for
calling 2540 Colleen Road. Be issued. Essentially. So I'd like
to move, if the seconder for that. It's been second.
It's been moved in secutive. So that's the first one
here. Councillor Johnson.
Oh, I was going to, do you want me to
just a comment first? So again, again, reason for me
supporting this recommendation is we're looking at it almost a
one acre parcel. That the applicants cleaned up. Making it
look better. This also happens to make the property look
with this structure being built. I actually think it provides
value for the neighbourhood that some more things go inside
and aren't seen outside and allows the applicant to have,
you know, some storage on quite a large substantial property.
So that's why I'm going to support this this evening.
Latewights is a challenging neighbourhood at best to do anything
in. And we see this big lot, small lots. Large.
So I'm happy to support this this evening. I think
it's actually, you know, we haven't, we don't have any
respondents from the neighbourhood saying, if, if people were upset
about this in Lakeview Heights, we would have heard about
it. So, um, I'm happy to support this this evening.
Thank you. Thank you. Councillor Johnson. Thank you Mr. Mayor.
Um, I note on the plans question to staff here
that it says existing slab. So there's already a concrete
slab in place for the. Full size of this proposed
structure. Yes. Yeah. And this is a photo from June
of this year. So to give you an idea of
the current state of the property and that slab as
I highlighted is generally under these areas here. Yeah. Okay.
Thank you. Yeah. So when I look at these things,
I'm always looking at our resetting a precedent that's going
to be hard to uphold in the future because we
don't want to do that. But when I look at
this, I don't really see this as, as precedent setting,
um, there was a structure approved from 1983 in this
exact location. The remnants of which are still intact, uh,
which will form the basis of that, uh, you know,
the slab for that building. And so, I mean, and
based on the fact that it is a poign acre
parcel, we're not dealing with a quarter acre parcel where
you would be having, you know, considerable lock coverage comparedly.
And again, no opposition from the neighbours. And furthermore, just
the commitment to clean up the property 12 tons of
garbage. And this has been a problem property in the
past. Myself, I've heard, uh, complaints about this property. So
I'm very grateful to see that there's a positive, uh,
trend towards remediating that property. So I will, I will
support the proposed motion on the table. Thank you. Any
additional comments. Okay. So that's an alternate number. One. One.
Okay. Let's vote on it then. All in favor. Motion
passes. Okay. Well, that brings us to the end of
our agenda. No. Oh, sorry about that. Two more. Sorry.
Two more items left. Is there anything going? Uh, next
item, Mr. Mayor 9. 12, the Noxious weed bylaw for
a doctor. Yes. So we have a mover. Do we
have a mover on that. For adoption. Second year. Oh
yeah. Be appropriate. And any discussion. Own favor. Oh, sorry.
Sorry. Council. Um, I would like to know who is
responsible for removal of these noxious weeds, uh, when it's
on beachfront. Um, I'm thinking in particular that area that
has some very, very large concentrations of tree of heaven,
which is particularly, um, noxious weed, have a lot of,
uh, stuff in communications from various agencies saying that this,
uh, particular noxious plant, posing a severe environmental pressure. And
there will be consequences of encouraging. So I'm wondering if
it's on beachfront is not involved us, the city, or
is it the proximal neighbour or who takes care of
this? Because I see that the penalties here. They don't
want us putting our foot in penalty for ourselves. I
don't know. Mr. Pola, through your worship, uh, the councillor,
uh, if it's on city access point to a beach,
that is our responsibility. If it is in front of
a house, it is the owner's responsibility. Cause they own
portion right down to the high watermark. So, and, and,
and just so you know, we've already compiling a list
of areas where we have to go in and do
some work. Thank you. Thank you, Rich. Okay. Maybe we'll
just revoke just so we get it right here. So
all in favor. Is not opposed. That motion carries. Okay.
Now we go to 11. 1, the notice of motion
for our councillor, Milzat would like to please read his
notice of Marshall. Thank you, Mr. Mayor. And whereas council
has indicated through their strategic plan a desire to protect
and preserve natural assets and the environment, reduce greenhouse gases
emissions and adapt impacts of climate change. And whereas council
is aware of the opportunities to partner with BC Hydro
to explore renewable energy project opportunities. Therefore, be it resolved.
That staff be directed to investigate opportunities for return on
investment, renewable energy projects. Thank you very much. And that
will be considered in the near future. Okay. That brings
us to the end this time of our meeting. So
our meeting is adjourned. Our next council meeting is scheduled
for September 8th. Take care, everybody.