Follow, we need to be sent to the court.
Just a few minutes a day.
You know, we need to be sent to the court.
You're actually a mutable note.
I mean, I son can't really be using animals.
No, we've got doctors right there.
I do.
Right over there.
Yep.
I got a spasm.
Ah!
Translation.
I thought that.
Thank you.
It's 4 p.m.
Everyone.
I would like to call this meeting to order.
This is a over-14th regular council meeting.
They have a very full agenda.
And lots of people here for change.
It's great to have full gallery.
You're welcome.
Everybody.
So we'd like to start by having our CAO introduce two new members of our staff.
First off, I'll start with our new director finance.
Today is the first day.
I'm going to be familiar.
Right?
Two hours.
Make a power.
And then you're going to come.
Come to us formally.
Working for the provincial public health authority.
In charge of the BC Children's Hospital.
And council was very.
But I'm not sure to be him in Victoria.
When you guys are givey Sam.
And so this is the sort of his tenure here.
Yeah.
Welcome.
Hello.
Hi.
Oh.
Like the entries Scott Pemperton.
He is our new manager of utilities.
Which was a position that we had identified to organize the National Assessment last year.
And so after that.
I think some time to return.
We found the best candidate was actually working there.
We've been working there for a while.
We're manager for the jury.
And say this in first day.
Well, that's fine.
That's not the first time we've rated the brewery.
That's what we're saying.
We're saying.
And I'd like to begin now by acknowledging that this meeting is taken place on the unseated traditional territory of the
Ok.
And I'd like to do what I also want to introduce it's an extra motion before we start.
Just to have a motion for freedom of the floor to direct a Roger Kierney.
Because he has a regional directory will be a participant probably in the report on our fire service of soap.
Director van Bergs online as well.
So we will entertain a motion for feeding with the four fire two resolvers.
Councilor Baldwin second Councilor Duelas discussion on favor.
Motion is carried.
So you will be able to ask questions and participate at the appropriate time.
Thank you.
So now I would ask for a motion that we adopt the minutes of the regular council.
Sorry, the agenda of today's council meeting.
Councilor, very seconded.
Councilor Paul in on favor.
Motion is carried.
Now we'll get to the minutes the.
We motion to adopt the minutes of the previous council meeting held on September 16,
2025 motion to Councilor Duelas seconded.
Councilor Martin on favor.
Motion is carried.
And just a note there.
There was a brief correction that happened.
We'll take care of.
So if anybody notices it, I'll give you the order.
For more.
There.
So I guess we could now begin with the verbal and written reports of council.
Now one of we can make that screen bigger.
She's not so strong enough for that.
Thank you.
So we'll begin again.
On the 18th of September, I attended your regular already CK board meeting.
On the week of September 19th to 25th.
The UBCM convention in Victoria.
On.
I think that's our total fifth question.
Seconder.
So the second question.
Value services committee meeting.
On the 8th of October.
And coffee talk.
Mayor Council also on the 8th of October.
Council areas.
Yeah.
And I on September.
16th was at the request and ballot public library meeting.
And then on September 26th.
The.
The UBCM convention.
I'm so pleased.
I'm curious.
There's September 26th.
The UBCM convention.
September 30th with the truth and reconciliation.
The UBCM convention walks one for areas.
School and then the other node of that.
Yeah.
Can you do any.
October 1st was water services committee.
And October 6 is Blossom festival committee.
Council.
Dr. Iike tober eight.
Coffee talks at Mary Council on.
Yes, council.
Hall at home.
On September 26th, we go.
We want to do the same convention.
And October 2nd has a public art work
and committee meeting.
No, folks with all of them.
Very few.
During the rest of the team, the UVCM prevention
for the week and October,
oh yeah, October 2nd,
I read your board meeting with the
Christian Valley Forest Corporation
and following that the two day session
on strategic planning with the
Christian Valley Forest Corporation again,
with things came out of there.
And also coffee talk on the eight as well.
No, so we're hoping that.
Mm-hmm.
September 22nd to the 26th,
so you'll be CM and then on September 29th,
I attended the Aries Assembly for the National Day
for Truth and That Consolation.
And we walked up to because they packed
with the students.
Okay, I just wanted to add.
In my Christmas happers meeting,
I'm able to record on it,
but the adventure in our community is,
who, again, have Christmas happers this year,
where it appeared that they weren't going to occur,
but the work is being done behind the scenes
by the Chamber of Commerce and the Leaders Society
to try and continue with happers.
And it may be done a little differently.
They haven't finished their plan.
But it's talking to our communities and values.
And they are very dedicated to trying to make this work.
So I appreciate that.
And I just wanted to say that before you got out of this part of our meeting.
So every said that,
I would then ask for a motion that the verbal and written reports
of council would receive.
Council involvement, second,
council of hot and discussion.
Put all in favor.
That motion is care.
Thank you.
We will continue with our meeting now and with the motion that council resolves itself into the committee of the whole of the next part.
Now, we'll start with the delegation from the road.
We will continue with our meeting now and with the motion that council resolves itself into the committee of the whole of the next part.
Now, we'll start with the delegation from the road.
And while I set my page, we will react and get on with what we have to do now.
We'll start with the delegation from the road.
We've got to continue to park ball field project and request through the town of Creston.
The road where you are up.
We need to come up to the front here.
Thanks.
Well.
Jason Messinger.
There's stack.
Nathan Hemiger.
And we're here to fill you in on our ball field project as Centennial.
The roader has a long history at the park.
We built this flash part.
The billion.
Washrooms.
The outdoor gym, picnic shelter.
And the children's playground.
And it doesn't seem that long ago that that was done, but I was one of those old guys up on the.
A billion cut in the metal and talking about that roof.
Doesn't seem that long ago.
The roader is all about building and building community.
And so our club approached a minor baseball.
And the senior slope pitch, the uses of the ball field of year ago.
And because we were looking for a project.
And it seemed a natural, especially when we looked at the condition of the ball field.
So we've been on this for about a year.
And I will let Darren talk to you about the scope of the, of the worst involved in the project.
We have some pictures up on the.
Over the work from the ball field, if you would like to scrape the grounds right down,
fill in all the bottles.
Stoll a new sprinkler system.
You saw.
A red shield rock on all the base lines on the infield there.
We would also like to do some bleachers.
Thanks to some of the fancy in the course.
Read you the dugouts.
And a storage shed.
And I believe the thing on this was the netting on the back fence that's curved.
We keep the balls in the field properly.
I think that's some scope of the work.
Think.
Yeah.
Easy.
Anything else.
I could just.
Keep it.
Save your time.
A lot of benefits to the community.
And I carry this project through.
The field obviously needs series work to it.
This project would also provide a.
State of the art.
Sports hop in the community.
The.
Nathan can certainly tell you more about the need by from from the baseball perspective.
And I think that was a lot of the opportunity concerns.
Public accessibility concerns.
So the whole process of carrying this through will.
Eleminate some of the unsafe field conditions.
And more importantly it expands the.
Seasonal use of the field.
And the daytime new season.
And finally, if we carry through with the night lighting, yeah, we're all about the night lighting.
Yeah, I suppose.
It would also provide a venue that would, in fact, not just local, but also regional,
the ball teams to come to Crest and who don't come now.
So what do we need from the town?
And I briefly investigated funding for this project.
We're probably going to need access of $300,000.
It seems like a large number.
But the feedback I've been getting from possible donors has been positive.
So that doesn't discourage us.
But what's become clear is the need for a strategic plan from the town,
concerning the long-term support that would be needed on the field.
The donors who are interested in putting money forward want to make sure that when they invest that money,
that the long-term security will be there.
That requires a strategic plan from the town.
It also requires a memorandum of agreement between the town and the users of the ball field.
We need that for me to go out and ask for people to donate money.
And, of course, a letter of support from the town or the use of the project itself.
And, of course, financing financial donations.
But that said, that's in the future.
The whole funding is based on a budget.
We don't have a complete budget right now because some of the costs aren't clear.
And it will impact the overall budget for the project.
It's amazing how the numbers escalate when you start talking about this.
But I have been to Castle and I've been to Fruitvale.
And I can see what communities are capable of doing when they are committed to making a project work and they have fabulous facilities there.
Anybody has any questions that we could.
I had to do a cultural home.
Is there any additional equipment beyond what we already have that would be required to maintain the new and improved field?
Well, sort of answer that.
There would be some I'll keep material needed.
I would say an excess of a fresh shell.
The current.
And dragging and ranking systems would probably need an upgrade as well.
Overall in in this scope of the cost.
The maintenance.
Tools won't be that much of a.
So I would say also that with in these plans is is the.
The inclusion of building a new story ship for the maintenance equipment.
Right.
And therefore it would be a lot more safe to store this new equipment.
It's nice good.
Just kind of one more.
How often would you be replacing ideally the red shell.
Not it wouldn't be a replacement to it be double.
Yeah, I talk about you know, you would probably want to do that at least once a year.
Okay, do a full late full top up.
You know, replacements like an ash or repletment.
I mean, you're probably in the 15 years.
Right.
That's.
But welcome.
It's a small thing, but have you talked to any of the neighbors about the lighting itself?
And then it was with there be any push back on.
Accentally extended hours.
No, I haven't personally talked to the neighbors about the lighting.
I did in the.
The ball field teams that you've on say that they would.
They got the other happens.
Yeah, I know you're saying the only feedback that we've gotten from neighbors.
It is falls.
You should out of the ball park and this is why we're looking at this net net net.
Yeah.
Some of the some of the neighbors that are long.
You're going to shoot it as well.
Some of them are actually part of our minor baseball.
That helps.
Yeah.
This isn't that bold.
Yeah.
What's playing on point a month.
Some sort of a kind of resistance.
It should all play.
It's a kind of an ace.
They are right all night.
Okay.
I have a couple of questions.
The timing of this because you don't want to be doing this during baseball season.
Do you have a proposed schedule yet?
Are you waiting for some more information?
Well, we were open to do some of it yet this year.
But we need permission to do it before going ahead with it.
You think we were open to do the story shed this year.
And a later is.
And we were open to do the restoration on it.
Two dugouts this year.
And then trying to do the major big stuff right at the end of ball season next year.
One second question is more directed to our CAO.
This strategic plan and the memorandum of agreement.
That would also involve the representative and RDCK.
Would it not Mike?
Well,
We're not entirely sure because I guess it just depends on the cost.
They'll be ongoing maintenance and how that fits into the recreation service.
So it doesn't necessarily have to involve a reader.
No, but we're looking.
You could be looking.
I think there is a part that's here in CK would be playing in this because of being a contributor to the recreation.
So I'm not sure what it entails, but I think that there is input needed there.
Now, I mean, tell all that.
We're not ready to make a motion on this now.
We will be actually the next.
We have to think we can recommend it.
It's rather the motions because it's committed the whole.
We will let you know what we've decided.
And we really appreciate you doing that.
You know, it's very ambitious.
Little league is used a lot and I know what there's other use to be said that, but.
I could play there.
I coach there.
I play full pitch there.
I've always been there.
Darren and I were invited to the.
Minor baseball agency.
I've been held at the park.
But two weeks ago.
Yeah, they had a set of.
That was pretty impressive.
The other comment I would make is I spent probably.
And I think it's really an hour and a half with the fellow that built the.
The ball field in castle.
And very helpful Roger.
Tyranny and connected us.
And his comment was that they're increasing the.
The beach of capacity.
Because the community has really.
Come around this ball field and.
And.
And moments of markets playing and.
Yeah.
It's great.
Yeah.
Well, thank you very much for your presentation.
For the work that you want to do our community.
That's great to do.
That's.
This is probably the big idea of our meeting now.
It's the emergency management group incorporated regarding the personality.
Fire service.
Fire master plan.
And if anybody looked at our agenda and wanted to be there.
There's 277 pages there.
I'll read you just on this one topic.
So.
I don't know.
Well, that's you were welcome to come up in the front.
Thank you.
Thank you so much.
Thank you so much, guys.
Okay.
I'm ready.
Good afternoon.
Members of council.
Your worship.
Thank you.
I'll be happy with the merge management group.
I want to personally thank.
Thomas Crescent.
And the regional district of Central Poonie for giving us this opportunity to write
the 10 year fireman.
So one.
My goal tonight is not to walk through all 277.
I mean, you need to just appreciate it.
And I hope you appreciate that.
But I put down 272 in here coming up.
So somewhere we gain five pages.
But.
What I want to do is give you an overview of this project.
It was a significant approach at all. It slain off the future for the question to only fire service. I will go through some recommendations to give me examples of them, and why we came up with those recommendations.
So, I'm going to not work until I'm not going to be right.
Is it?
May it remind me.
Is it on?
Yes, convene.
You have no little real light on position.
We don't work over there.
That means I have only a time that we need one.
May it remind me.
Yes.
Just more, and I'll be nowhere to go.
Okay.
Work another day, please.
One thing I want to emphasize here, this project was a collaboration.
I personally, as a lead consultant in this project, I personally want to thank Farachief Jared Real.
Regional district Farachief Tristan Fest.
I want to thank members of council for completing a survey and giving us feedback.
I want to thank the public for answering the survey and giving us feedback.
I want to thank electoral directors of the baby and see for it.
We had significant feedback for this project.
It was a big picture.
We got the feedback.
It was a very collaborative talk to a lot of people on this, which allowed us to go for it.
So, what all did we do here?
So, I need to get a better angle.
Just look at this one.
So, we went through, and this is not a step by step process, but I want to paint the picture.
What we had to do in this project in the last seven months.
We started in February 2025.
We reviewed all the existing service levels.
So, what does the Crescent Valley Fire Service do?
What don't they do?
What are they good at delivering?
Where are some gaps?
We conducted a SWAT analysis.
Strengths, weakness, opportunities and threats.
Very common in master plans.
Very common surveys.
We get a snapshot.
And what we do in week conduct the surveys.
We're looking for common themes.
It's, I call it, connecting the dots.
So, if I have 20 people that conclude a survey,
I don't need to identify an issue.
That's not really high on my list.
But if I have eight or nine people identifying an issue, that's the common themes.
So, we connect the dots.
So, we identified a lot of that stuff through the surveys.
The FireFars participated.
We had the public.
We had mayor and council.
Survey feedback was very good.
And I'll give you some examples that coming up.
We reviewed the financials, operating, palpable budgets,
Council reserved, best standard.
And I'll explain to you why the Council Reserve is so important moving forward.
We looked at the training program, the Crescent Valley Fire Service
Springs, to his firefighters and crews.
We looked at standard operating guidelines.
That's very critical.
The fire service makes sure that they're update, that they're current
and they're relevant.
We looked at the equipment.
The personal protective equipment.
We looked at the apparatus.
We looked at the fire station reviews.
Then we went to looking at fire service contracts,
mutated agreements, fire prevention education.
We looked at fire, where are we?
Well, apparatus assessment.
So, we looked at all that apparatus.
Replacement schedules.
All of that was part of this project.
Then we came up with the recommendation.
And then we provided 10-year outline.
So, 277 pages.
15 immediate recommendations, zero to one year.
We have 33 short-term recommendations, one to three years.
Four-minute term, four to six years, one long term.
But I want to say before moving on with these recommendations,
the vast majority of these deals staff time.
There's not a lot of cost to it.
It's staff time.
It turns out to be a big work time to be honest with you.
So, the press and belly services.
It's what I consider a young regional fire service growing.
And it's going to have aches of pain.
Again, the other fire service.
There's a lot of good going on here.
Now, one emphasized a lot of good going on.
This model is enhancing public safety.
It's improving operational efficiency through cost-of-binding equipment.
Allicating equipment is specific stations.
And it's delivering tenable results.
And those results are lowering in some costs.
The pulling resource is this, but it's really unique.
The pulling resource is more strategic deployment.
So, the chief is able to look at different stations.
How to correct that for our service to deploy.
That's a very, very positive thing.
We analyze the call volume.
I'll go through that right away.
But, again, it's a really good picture of what I consider a young regional fire service.
So, here's a call volume.
And this is nothing new.
There's no surprise here.
It's been in the consulting room for 11 years.
And I've yet to come to a part of part of where the call volume is going down.
The trend is called volume is going up all the time.
There's just more emphasis, more expectations, place on the fire service.
But, again, according to the chart in 2020,
three, I believe it was.
Right, 2023, there was a dip.
It's just a lucky year.
So, we just call out a lucky year.
The trend is going to do three years ago.
So, again, the last year was eight hundred and twenty four calls,
which is very busy for three of this size.
Fire service, this size.
And the chiefs today informed me that he's expecting eight fifteen by the end of the year.
So, we know that there's more calls.
The call volume is not going to go down.
It's really important to know that moving forward.
What we do with all of our master lines is we follow.
And I love this process.
It just made so much sense.
We follow three lines of defense from the outside martial.
The first line of defense is public fire safety, education.
Educate people, educate communities.
When you do this, it reduces the risk.
We reduce the risk.
They're called volume increases.
Property loss decreases.
Personal injuries decrease.
Firefight injuries decrease.
So, that is the first step.
Educate, educate, educate.
The second line of defense is follow and enforce safety standards enforcement.
For the most part, that's legislation.
Follow what, legislation requires you to do.
Make sure you're doing inspections.
Make sure that you're upholding those codes and standards.
And that people are following them.
The last line of defense is emergency response.
So, in all this other stuff, doesn't work.
Down 9-1-1 fire departments come in.
But what you want to have is a well-trained, well-supported fire department.
Well, it's serving feedback.
So, when you read the document, there's going to be a lot more of this.
But I want to pick something else to paint the picture here.
But the public thinks.
So, the public appreciates the professionalism of the press and value fire service.
They highlighted opportunities from program particularly around public education.
Community visibility and tired outreach initiatives like smoke alarm programs.
Now, when I read this, what I liked about it was we already noted this while we're in the project.
But for the public to say, hey, no, we'd like to see more XYZ.
I thought, okay, everything's lining up here.
So, we saw this consultants, the public sees it.
So, the gap has to be there.
It has to be there.
So, the other thing was emergency response and ongoing fire fire training and emergency stop priorities.
And I had to put that in there because when I was going through this surveys, reading this,
it's such a pleasure to have community feedback going, this is a high priority for us.
Emergency response, training, and the professional fire department.
But they also underscored concerns related to staffing at broadest boss and long term sustainability.
Again, not a surprise to us as consultants.
I was a former chief and the creative department figuring out fears.
Former chief or park sounder for five with the pit on all the department I get it.
When it's cost about grass state is it's sticker shot.
There's no other way to put it.
So, when you're looking at the cost about varieties and delivery times,
everyone, everybody is going, what is going on?
How do we afford this?
So, I saw this feedback from one, this makes sense since it's taxpayer.
This makes sense. I'm concerned.
So, I guarantee you, and I've never talked to chief about this.
By guaranteeing he's concerned about the cost about varieties.
So, it was nice to see that that was on the radar from the public.
We assessed the fire station.
So, I'm just going to get a little sick water here.
What I want to say here is, I'm not an engineer.
I come with over 40 years experience, but I'm not an engineer.
So, when we went into these fire stations, we look.
This works, this doesn't work.
Why don't you have this? Why don't you have that?
So, that was our limit of assessment.
Overall, pretty good, except we'll get to one wall.
That all talked about right away.
What standards and best practices did we follow?
We just can't make this up.
We have to follow something.
So, the national fire protection association is what we call the industry best practice.
The standards are not law.
But they're best practices.
So, every piece of equipment that the chief buys has to meet an MPA standard.
Otherwise, he's not buying it.
He's just not going to put his firefighters at risk.
Whether it comes to helmets, turn over your rope, gloves, fire trucks, you name it.
There's a standard for it.
So, we follow to the best of our abilities.
The standards for a fire master plan.
MPA-1720, basically talks about volunteer fire departments.
Press and belly fire service falls under that.
MPA-121, providing fire emergency services to the public.
We look at that standard and go, what is press and belly fire service doing?
What aren't they doing?
And we compare it.
MPA-1620, Princeton planning.
Very important for inspections and getting firefighters
orientated to commercial industrial buildings.
NEP-1971, protective ensembles for structure and processing.
Firefighting.
Turn on gears, it'll be replaced every 10 years.
Could she fast a budget for that?
Same thing with helmets, boots, fire holes.
Fire holes have to be tested out.
So, we're looking at the standards.
So, won't go through all of them.
But I want to provide a snapshot picture.
And MPA has over 300 standards for the fire service alone.
So, we're going to use the ones that are applicable to what we are dealing with.
That's this, an example of 1720.
So, if you look at suburban area, 500,000 people per square mile,
we calculate that the press and belly fire service will fall within them.
But this isn't communities can gel, move back and forth in this.
But for minimum, staff, three spawned, is 10 firefighters within 10 minutes, 80 percent of the time.
So, we look at this, we look at the data, and then we go, okay.
Are you meeting us or aren't you meeting us?
And if the data isn't there, and so, yeah, we say, we need to start tracking this.
So, provincial legislation, legislation is not, it's legislation.
You can't say, I don't like it.
I don't want to follow it.
You clearly have no choice.
So, we used the fire safety act.
The new one that was came in 1924.
The workers compensation act, emergency disaster management act.
I think that was new last year.
2024.
Thank you.
And British Columbia structure of fire fire's minimum training standards.
And BC fire code and BC building code.
So, I'm going to fire safety act.
I just want to paint the picture under this new act.
What can Chief House to do?
Local authority may designate and individuals of fire inspector under subsection one.
Only if the individual meets up to the standards.
The others.
The bottom, you'll see fire safety regulations, fire safety risk analysis.
And basically, here's the minimum standards.
Take them right off their webpage.
I just typed a word for work.
There's significant knowledge needed to be an inspector.
So, this is what the problem sets out is the minimum.
The minimum.
Fire departments have to get there.
They have to get there.
So, I want to paint.
I want to move into some recommendations.
Do my talking too fast because I know that this is the wrong.
Okay.
I don't want to like I know you got a big agenda.
So, I want to start off with zero to one year.
But we think should be dealt with within the first year.
And this really is what we wrote about the West Press and Fire Station.
As for the regional district central could need to really work on this.
And I'll tie it.
I had conversations and meetings with staff.
They're well aware of this.
So, it's the recommendation is at the point where we need to other ensure that that service is going to continue for the commission.
It's one of the other.
The regional district's really enough to look at a class benefit analysis of that station.
And at the end of the day if they decide to move forward,
it's going to reduce liability, restore volunteer confidence, and ensure community coverage.
So right now there's a recruitment retention issue with that station.
If a lot of things that just aren't working, it's just not a fit, not a fit.
And we would be negligent if we did in the fight.
So, from our perspective, we think that some progress should be made within the next year, on what's happening with that.
Short-term recommendation, Southany Crease, we recommend a second assistant fire chief within the Custom Ballet Fire Service for many reasons.
Many reasons, succession planning, leadership, a more so to be in charge of a community assessment and a fire prevention and education portfolio.
That should be their full-time job. There's enough work in there. We drill down enough, my partner, later, fortunate, that amazing job, breaking down the amount of hours required, and just on that alone, there's a full-time job.
Get improved, public, and firefighter safety. So, when you have compliance, that goes back to our profiles, set one, set two, education, and compliance assignments.
So, when you have somebody do not full-time and meeting a schedule, then find the risk coming up with a spectrum schedule, then you're going to, with audit, don't improve firefighter safety and public safety.
You're going to meet compliance and you're going to add leadership capacity to the fireball.
Governance. So, one of the things that we know so we're going through this is, you have regional district, you have the tone of press and there were some things that we went, there's some gaps here.
And it took a while to come up with, but we think there's a really good plan is creating a fire service advisory committee, and I'll just go next slide and I'll kind of walk you through it.
It's, it's, for lack of a better word, it's almost another layer, but this layer is necessary.
And I'll try to explain to my vast white, but, if you have this fire service advisory committee, their focus is fire, nothing else.
They get in there, this committee will collaborate, they will have the tough discussions, everything will be about what is the priority, what is the goal, what is the direction of the pressing value fire service.
The committee will have those discussions, but there's operational and funding, capital, capital reserve, whatever needs to be addressed in a fire service will go to that committee, so represent be once from the tone of presson.
This is subject matter expert, and fire from the tone of presson, and to elected officials from the spot.
From the regional district, we definitely want, like Torio's avian seat practice at the table without a doubt, and we want one subject matter expert from the regional district, so it's going to be for each side.
The goal size will mutually agree to a chair, the fire chief care, and the regional fire chief will be neutral, they're not going to have a goal, they're going to strictly be an advisory role.
They're going to be there at the meetings, they're going to provide the input, the sole purpose of this is to collaborate and move in the same direction.
So we have two different bodies, atomic crafts and regional boarded directors do what they will take as best, but not move in the same direction, they can be seen across and both.
They can be seen in efficiencies experience.
This, we believe firmly, is a good move, good move to crucifixions, have everyone in the same page.
And I'll give you an example, if you're going to spend $1.2 million on a truck, everybody should know what they want on that truck and why they're getting that.
Not on a press and deciding or a regional district, so there's a lot of efficiencies here.
Obviously, that have been educational component to this.
I think it's out of the spectrum, but we believe this is a positive move possible for the press and belly fire service.
The next short-term example, when I give you his well-precessment, community assessment for the press and belly fire service.
It's very time consuming, but if you don't know the risk that you have.
If you don't know the probability of events happening, if you don't know the consequences, how can you plan for the future?
How do you know how many staff need? How do you know how many specials have to be done?
Need to know what those risks are.
So when you do that, they need to have the evidence.
You have the information, and next slide here is the nine profiles that a community assessment would entail.
Now, this file is NFPA 1,300. This is fire-owning.
So whenever you do this, and we do it is, what are the impacts of the fire service?
So we'll look at these nine different profiles. This will take months of work, months of work to do.
Most communities, high-enders, are not concerned.
If you're going to go down the path of hiring a system fire chief, put that in their profile, you'll save yourself 40,000 dollars.
So once this is done, now you know the risks.
You know, high-risk, medium-risk, and low-risk, then the next step is to come up with a community risk reduction plan.
The whole idea here is to reduce risk.
Take it away, prevent things from happening.
So that is the recommendation in the master plan.
A short term.
One to three years, resilience, recommendation 39, and 54 is basically a updated emergency management bylaw to the new act.
And expand fire smart and gateway through public workshops, property assessments, and many fuel mitigation targets.
While on urban interfaces all around you.
Press and belly fire service response to a lot of while on urban interface fires.
So when we do this, the results, recommendations, approving community resilience, reducing risk and enhancing interagency coordination.
You're getting many parties to the table.
And when you create these bonds, these work and relationships, it makes an instant goal a lot smoother.
That's recommendation.
One to three is on training.
You have to training facilities.
So we look at the training facility.
What can that and can it do?
So the great opportunity here to expand on the training.
And I put in here. Well, we put in here is offer to the RDC to a little part of it.
So the regional training facility.
So that may or may not work for the RDC. I don't know.
But a little part of it may embrace it.
And the reason I put this in the recommendation is some revenue can come from this.
But I don't want to stand in front of council and say, hey, this is a goal.
We're going to bring in all the revenue you need.
That's not how it works.
But you can get some revenue from this new lines of facility when press and values in isn't it.
There's not potential.
There's potential to expand more.
So we believe that this is a good recommendation.
It took some to look at the next one to three years.
And again, there's not a lot of costs with this.
This is really about being part of the work plan and having the chief and his team look at it and see if this is feasible.
We believe it is long term seven to ten years.
This one is really easy.
And if I have my way, I'd say listen.
Seven to ten, seven to minimum.
At that year five, you go, holy cow, our call,
William is going to be the roof.
We need to do this.
And basically what we're recommending is do complete evaluation of your spawns data.
Look at your response data.
Look at the call of time.
Look at how many firefighters are coming.
Look at your station locations.
Maybe seven years down the roll.
They need to be moved through.
When you analyze all this, you're going to know exactly what is coming from which station.
Now the chief will quit an equipment.
Make it more efficient.
Look at the call, volume, and email say, hey, we have so many calls right now.
I need two more.
I need two full-time staff.
Maybe I need four.
I don't know.
But the only way you can do this is look at the data.
And that's why we say seven to ten years.
And the data may say, you need more staff.
You may need another station.
Or you may need to close one.
By doing this and having the data,
improves transparency.
The numbers can't lie.
We can't lie.
So, proof transparency, it provides long-term planning for the organization.
Imposing.
And I apologize if I talked to you for us.
But I really was aware of the size of your agenda,
so I didn't want to waste a lot of your time.
It sets of direction.
It's a ten-year plan.
It's a significant plan.
A lot of time.
And effort from it.
Everybody's part went into this plan.
And we believe it's a good plan to move the press and value fire service forward.
On the bottom is my partner.
I had it for Chase.
Contact info.
It's my contact info.
If at any time, you have a question regarding this.
Please feel free to email me.
We have to answer it.
And I'm open to any questions right now.
Anybody may have.
Any questions?
Council.
Just thinking of connections to community colleges.
Psycharic.
College of The Rockies and that kind of thing.
When you were talking about, it just.
For me, I think that hadn't.
Now some just answered a new phase with their training grounds.
I don't know.
It's one of that.
It's only a couple weeks old.
I see a mentioned it.
But it was from Castlegar and self- Flash
College Pay initiated.
That development.
But it seems like a fairly important.
important component of all of this is on relationship with the colleges. I'm going to ask
it chief to step in here because I believe you had training with the culture of Rockies.
Yep. So there's definitely that relationship, their council is well aware of that.
And, you know, those opportunities definitely need to be explored. There's
departments that may not have maybe better service or have better access to
our regional facility, as opposed to, you know, using something in Nelson.
And so, you know, those are some of the opportunities that we want to try to leverage in
this.
Thanks, chief.
Another question.
Teddy, we're all letting you guess, you know, let appreciate the work that you put into this.
I'm sorry, I'll be going forward today.
We don't even have to leverage this, but I think it's a little bit complicated.
Okay, thank you very much. I appreciate your time and let me come here and
present this and then have a good video.
Thank you.
We'll be forward.
Thank you.
I'll feel constitute received and the conferreder that, I'm not sure if we can
add to that at this point.
We have very request there to us.
And I guess we would pursue fulfilling those requests that bring that back to
a later meaning as they go, we could do.
And you had suggested that maybe there needs to be a conversation with the record program,
and I don't know if that's something we need to have more information on before we.
But that can be included in there somehow.
That we refer it to the records center for their input on the request as well.
Sorry, the version of it used to that is how it is referred to style.
Okay.
Yeah, that one probably is all the whole problems.
The recommendation and then it's received them and be referred to staff.
So everybody's good with that.
Yeah.
Right.
And secondly, then that the presentation by Mr. Redless Carplot, the emergency management group,
regarding President Valley Fire Service Fire Master Plan,
and the report title of President Valley Service Master Plan,
the data of total 14 from the director of protective services,
BVC.
So we have all received that and sure there's more to come on.
I don't know about that information.
So we'll move on then to the Council direction request from the director of Community Service
and regarding a public space booking program.
Your municipal services and coordinator and planner,
you'll appreciate the representatives.
Thank you.
Thank you, your workshop.
This is great.
My presentation is going to look so short.
Thank you.
All right.
So thank you.
And today I will be presenting an overview of public space booking program,
including all the associated bylaws and policy amendments.
This really follows Council's direction from last year to improve the efficiency,
parity and transparency around our public space approvals,
as well as to account for additional costs.
They're not going to be counted for us.
There's very kids and direct a lot of those booking requests to staff.
So in 2014, Council asked staff to delegate more park booking staff and specifically allow
for staff to approve park bookings that involve liquor service.
So at that time, staff reviewed the existing policies and bylaws and identified that there were
13 documents needing updates as any changes were really affected another one.
So the proposed bylaw policy changes and to address some of those inconsistencies,
such as definitions, procedures and enforcement across all the existing bylaws.
The existing bylaws.
Policies. So to do this, staff are proposing some new bylaws and mending bylaws, various policy changes, including the repeal of several
policies as much of those have been kind of transferred over into the bylaws. So we're a goal really with this project was to create a comprehensive and consistent
public space booking broker. So getting into the mean event, I'm going to try and present these bylaws to capture how the effects are
cascading. I'll pause after each one for questions, but some of them might be answered as we move on to the next one.
So first is the Park Stereils and Public Spaces bylaws. So this is a complete rewrite of our current parks bylaw.
Currently, that bylaw contains kind of general rules around public spaces and specific rules for some of our parks for
booking procedures. Many of the other booking procedures for parks are contained within our parks at public spaces, booking policy.
And the structure kind of led to some inconsistencies around enforcement and application on both the policy and the bylaw.
So to resolve that, that's why we decided to opt for the the rewrite scenario. So some of the key changes in this rewrite.
This bylaw now really focuses on just public space rules and regulations as opposed to procedural information, all that procedural information.
But here, public spaces has been moved over to a new events bylaw. It helps to clearly identify it on and off leash dog parks as well as expand some of the
Expans the scope of our only drug parks clearly regulates barbeque use in those areas. It has extended park hours from 6am to 11pm originally at was 7am to 10pm. This helps to really allow for some of our bookings where people are asking for additional time for set up and take down.
As you'll see in the parks one that noise is and the booking is still kind of contained within that 7 to 10, but this is just to allow them in there to set up and take down.
They've also helped to clarify the empowerment removal of public space items left in public space. So our bylaw references or traffic regulation bylaw, which has to do with the empowerment on our rowways, but it kind of leaves out that piece in our parks.
So that leads me to the next piece, we're keeping that reference to our traffic regulations bylaw, but we've expanded that scope to include our public spaces. So the process has kind of stayed the same, but now there's just that addition of public spaces and then.
Okay, so on to the mean of the project which really be events bylaw, this is a new bylaw for us. It helps to kind of encompass many of our policies, including like our street book and policy public space booking policy.
Sidewalk use policy, our purf bylaw and we have a special event bylaw as well. So this helps to kind of bring all those things together and to one bylaw and remove kind of the shuffling between policies and bylaws to get those events approved.
So some of the key highlights of that are really helps to simplify and consolidate our booking procedures. It significantly reduces the amount going to counsel some most of these can generally be a proof by staff except for large bookings and private.
Outdoor public space bookings. It helps to clearly identify when other departments need to be brought into that approval process such as infrastructure services or emergency services.
It also has to introduce some clear rules for liquor, food, trucks, firepets, dogs, and events, parades and safety procedures.
And it introduces a council of appeal process for bookings that are denied by staff. So if staff chooses on whatever ground that they don't want to proceed with that booking that has an opportunity to come to you.
And ask for clarity on that and approval possible.
So moving on to our business license amendment. So this really had focused around our commercial vendors. We have commercial vendors out and about and we also have them at our events.
So right now they're mostly regulated through policy and according to the policy commercial vendors have to obtain a permit in addition to their business license before they operate.
The maximum amount of time that these permits are valid for is six months. This is led to some confusion. Not everyone picking out their pending permit or doing them.
Which, yeah, has been a little bit of a challenge for enforcement and just education around that.
So to resolve some of those challenges we are proposing, including the commercial bending policy kind of rules and regulations into our business by license by law that kind of seemed like the best fit at that time.
So how it's organized is that vendors will have for usual receive their commercial business license. They're no longer they no longer have to disclose every single little location that they'll be in.
Which it was kind of the use of the permit we could keep track where they were, but you know, we're not bringing that permits. We don't really see that anyway. And what it's done is.
So it's a little bit more free to be out in the public spaces other than some of our parks which have separated out.
Abending areas for food trucks and your little stand mobile vendors. So for the most part, your food trucks are in areas that don't just wrap, you know, the life of the park, but if you have a little kid selling ice cream next in playground, then that gives them that option.
So that's the most of the programs. The rest is kind of pieces that just fit into this program around fees delegation authority. Do we have any questions at this time about kind of the media program?
No, okay. So delegation authority that's a while. We had to manage this to really shift it around for staff to handle most of those approvals. It also is going to take away.
We have specific approval for commercial bending because that's going to fall into our business license approval process. So it's captured there anyway.
Fees and charges. So this, how to significant or we're all how we do it at this point is we have different fees depending on what public space you're booking in, which is a little bit challenging. So this fee structure really helps to simplify what that is, you know, if you're a large booking or a general booking or whatever, just does it based on your booking size.
Because originally, like how it's written now, we tried to capture some of those costs in your booking fee around barricades for some additional costs, but it was really hard to accurately reflect that.
And then when you need it, those services in another part, we didn't have a way to capture those costs. So those costs have been separated out and have us like if you need their cases kind of like a rental fee for lack of better words, you charge for that. So we can account for staff time to place those out and then there's also an amendment there for an empowerment and empowerment fee for items found at public spaces where we didn't have a previous fee for that.
And then we also of course updated our business license category previously we had in our mobile vendors, we specifically excluded commercial vendors from that because they had to pay for a separate permit to operate.
But now we've just included them in the mobile to remove that commercial permanent, or sorry commercial then you can.
Our noise control by law, we amended that line to allow for noise that reasonably emanates from a booking.
Right now, it only specifically addresses millennium park and we know there would be a Brookings in parts of our other public spaces.
And then the by-law notice of enforcement, relatively unacciding part, it just helps to capture all of those things where we could have by-law notice of enforcement and the.
It's not the fine attached those things.
So that's basically it.
I'm going to wrap section so basically from here.
Depending, either with amendments or as presented staff will bring forward across for decision with the.
By-law's prepare for reading we do require to have public notice for the business license by-law so we'll just be grouping the by-law's kind of as a package moving forward.
And finally any policy.
I'm.
Brookings or changes will be brought for it for council consideration at the time of adoptions just to ensure that there's no gaps in our current service.
I'm comfortable.
When I wasn't able to.
What we had this comprehensive look.
By-law compliance or monitoring is an expensive process potentially if you have to bring somebody out on overtime which doesn't have.
There's a lot of these things do run till the week small hours or as they have.
New stars or something like that that may it may take somebody out of the normal Monday to Friday.
Or by-law officer has that been anticipated is there any way to.
Oh, well, this this particular event could get.
And really it's something being.
Apply or sub-contractor something like that or somebody designated to basically make sure that things don't get out of hand.
Is finding out about it five days later isn't really going to help when all we've got is complaints out of fact.
So yeah, good question.
It hasn't been accounted for in this process for actually a firm wrong, but I believe we're going through separate process to kind of account for.
Our.
I law enforcement hours.
Let's talk.
Thank you.
Any further questions.
You're now.
We'll go with the recommendation that that Council received the October 14, 2025 Council direction.
Repressed title of.
Public space booking program for information.
That Council direct staff to present the following by laws for council consideration and an upcoming council meeting.
The business license amendment by law number 2825 events.
By law number 2925.
Arts trails of the spaces by law number 203025.
The question of authority amendment by law number two zero three one 25.
No, it's control amendment by law number two zero three two twenty twenty five.
By law.
Notice seven forcement.
Amendment by law number two zero three three twenty twenty five.
Fees and charges amendment by law number two zero three five twenty twenty twenty five.
And traffic regulations amendment by law and the two zero four zero twenty twenty five.
Okay.
Thank you.
Thank you very much.
Who we are now.
My Council direction.
Repressed from the hand of your.
Vingitaries.
We've already speed them.
We've actually.
We're.
Do you invite us.
Change.
And.
Thank you.
Motion Council.
So this report today.
Response to some public concerns about speeding.
Pedestrian.
Same thing.
Crest.
Of line.
Some.
We're implementing reduced.
Evaluate some associated costs and recommends a phased approach.
That hopefully aligns with strategic.
Council strategic goals and the pending future legislation.
Public.
Public candidates have been received.
They've totally flagged.
Concerned with safety around park schools and residential areas.
They also flagged some community wide speed reduction of helmets that are being.
experienced in some of their communities.
Notability.
For a.
And some of the lower hand than not.
What that when.
across the multimodal transportation plan recommended reducing speed limits to 30 kilometer
hours in key areas. I referenced map 6 in the report. That was sort of the key areas that they
looked at. That map was sort of generated based on community feedback that we had through the open houses
that identified corridors that community felt were candidates for reduced speed limit.
Well, that the number of people that were walking or cycling within those corridors as opposed to just
be a co-traffic. So it was sort of a planned coach to a 30 kilometer speed limit. Also,
just give you some background information. The traffic analyzers that we use in the community
were at 64 locations for a five year period between my 20 and 2025. It's sort of indicated
and those are residential areas. It kind of indicated that the average speed and
crest is about 28 kilometers an hour. 80 per cent dollars or 41 kilometers an hour. And that
compliance with speed limits is about 87 per cent. Reading between the lines, that is that
percentile at 31. And roughly 13 per cent non-compliant would sort of indicate that the vast majority
are traveling 40 pounders an hour. But everybody else is kind of at 50 year above. So I'm not saying
there aren't any areas that have concerns with speed. But for the most part community wide,
speed is fairly reasonable with the community. The radar board placement is also based on
customer complaints. So we typically go to areas with the boards that people already feel there is a
speeding issue. So we're seeing that the speeding isn't as bad as they think it is. But we're
also targeting those areas. So, you know, if we did it across the board, we may see a reduction in
speeds to sort of balance out. Because I'm sure there's a lot of barriers for blocking cleaning. That's
Speeds are quite a bit lower than we're seeing in that concern here. So, anyways, that's a little bit about the background. Some of the key issues, there are some geostics, old limits like Northwest Boulevard in Ericsson road that were identified in the public concerns that are not under town jurisdiction.
So, I haven't factored those into the report. Those would have to be brought up with the province.
And then it looks like they're good movement things like that. So, but I haven't addressed those in this report because they are not they don't fall under our authority.
Current legislation, the Mortar Vehicle Act identifies that the default speed limit within municipalities is it decommers in our report by Boston.
The Union of BC municipalities has requested, I believe at least three times of the last five years, that the province changed the Mortar Vehicle Act to allow a blanket speed limits to be changed by municipalities at their limits.
And that legislation is that sign that you see on the boundary of as you were pulling into this town that says 50 kilometers an hour unless otherwise posted it.
You see them as asked for that to be changed to 30 kilometers an hour or 40 because without that legislation every road that's not 50 kilometers an hour has to be signed both directions in each block and to be able to enforce.
We've got a lot of schools owns of playgrounds and those are signed as such for that legislation. We have stemmed that blanket changed to the municipality. All of a sudden there's a significant impact on the number of signage that we have to have a place to be able to enforce those speeds.
So also, and it was really nice to see it and the two letters that we received that council received, they indicated that signage is not a solution that traffic calming has to be considered and I agree with that 100% you can't just slap up sides and expect people to follow signs, especially if you have wide roads like hillside or something like that where you've got a 14 meter wide road.
No parking and people, you could drive 80 paid down that road and build comfortable.
So you have to traffic calm those streets, not all of them, but some of them to be able to make it different drivers to feel uncomfortable traveling at anything above the quotient speed limit.
And at 30 kilometers an hour that means narrowing that carriage way to about six and a half meters of width or two lengths of traffic.
So, you know, community wide there is the fairly significant costs we're looking at for residential areas, we're looking at about 550 signs 300,000 dollars plus about 34 kilometers of roads that would see that speed limit.
Now, if you tack on the traffic calming on top of that, that could be another 250, 400,000 dollars to traffic calm those neighborhoods and that gets very expensive.
And that is just what we would have to do unless the legislation changes.
Now, pretty optimistic that that legislation will change at some point just because of the number of municipalities that concern about it.
And what's happening in some of these other pilots, I think the province will come around I just don't know when.
So, there is a bit of a phased approach that sort of follows the recommendations come up with a contrasting plan, transportation plan that looked at about a block area.
You know, we could recign that for around 71,000 dollars, you know, that doesn't include the traffic calming features that might be triggered.
I'm in 10 consequences of lowering that speed, we might have to go and then do that traffic calming.
So, there is that upper side, you know, we could have to do these in a number of years to sort of deal with pitchpoints that we create with them those residential roads.
But, you know, the recommendation I'm looking at is doing a phased approach and budgeting in the 2026 budget year for signage placement on both 55 blocks.
I'm differing community-wide signage until the legislation is in place to sort of support that.
But then still prioritized traffic calming if it's needed on some of those roads that were targeted.
The benefits of the phased approaches, you know, improve safety for pedestrians and cyclists, it's cost effective.
There to the whole blanket approach, it aligns with council strategic plans, connectivity, safety and environmental stewardship, do some greenhouse gas emissions.
I was going to slip that in there.
And it may be a response to some public concerns we have on some of those.
The older alternatives that were considered were, you know, all residential neighborhoods, you know, looking at $300,000 per size plus traffic calming could push that type of approach.
Upwards of, you know, $750, $800,000 over a period of time.
And then the other alternative is, do nothing and just wait for the legislation to sort of follow.
So that sort of, the report in a really quick summary.
If anybody has any questions, I can specifically address something that serves.
Yeah, I'm just curious when you talk about traffic calming measures.
We're looking mostly at speed bumps.
But do you ever add additional controlled intersections with four waste stop signs?
And because I think that could be cheaper than.
So yeah, traffic calming speed bumps.
We see those, there are a lot of other, a lot of other things that we can use.
And they use narrowing the carriageways bump boats at intersections to create physical pinch points.
You know, you know, create chains in the road where you have traffic moving along and then you shift it.
From parking a one side to parking the other and you sort of move the traffic.
So it doesn't create a linear line.
Or we stop controlled intersections are not necessarily a good.
I think they can be in, they can be implemented.
But for a four-way stop sign to really work well, you have to have the same amount of traffic up all lakes.
Right.
If you look at 16th Avenue and Hillside for example, 90% of the traffic is on 16th Avenue.
10% is on Hillside.
So what happens is people after using that intersection become ingrained that I stop on 16th Avenue.
I never cease at any one of my laughter when I write because it's such a low volume cross traffic that they blow through the stops and it's.
So unless you have a quite an equal balance on all four lakes that if you couple to a stop and there's somebody else there.
You know, when you and you've perceived that way unless you have that environment.
Or we stop signs are not necessarily recommended as traffic calming pictures.
You know, sort of bold with a two-part question.
But then just to lead up to that, I should say that I'm in favor of waiting until the province changes the legislation personally.
Anything else is on a waste of taxpayers money.
The reason for that is that we don't have any evidence that there is a speeding problem beyond the perception is that the radar.
But you the radar point that you've done already already tells us that we drive like we're in the funeral procession around here and bigger cities and I just go.
But the point is that what.
What problem that is documented are we trying to fix on our own when in fact if the provincial legislation comes in there's almost no cops to implement it.
And then you just throw your hands up and go what we're going to be like every other town rate.
And I'm not much to complain about the phase approach I get it.
But I'm just saying that that could be irrelevant.
If in fact it's a given the other the final part to this is that what problem is going to solve within the boundaries of the town that will just take will just get down on how we 21 and blast off at 100 or.
Anywhere in Erickson or blister or anywhere else which is basically going to take up that some semi pent up frustration with ace.
Have there been any studies on injuries from speeding vehicles.
Any accidents like in other words, can we document.
The parameters of the problem we're trying to solve rather than perception is you said perception is there people are speeding but in many cases they're not even that they're not going over 30.
So I guess I'm I'm more of a measurable type.
I have to respect all this money.
What problems are we actually correct.
You're you're.
Bring up the speeds.
We do not have a speed ofitions.
If you consider us being those 50 corners.
If you think that 50 kilometers hours too fast.
For for a state and community.
Well, then you will the argument starts to come into.
The data is sort of showing that.
40 kilometers an hour.
Is that fairly reasonable speed.
There are a lot of studies out there in that show.
You know when they we reference those in.
You know we in in the letters of concern that we're received.
There are lots of studies that show how in injury severity of reduced significantly.
As the speed drops.
So you know the studies are there.
You know as a community and the strategic plan also talks about council's goals for connective and getting more people walking.
Making people feel more comfortable and safe on the roads.
So you know 50 kilometers an hour in a residential area where the minority of residential streets.
This probably way too fast.
Now the way our grid system and kind of call the sacks and everything are set up.
In a residential area.
In most residential areas.
It's almost impossible to try and figure to call.
So.
So people.
So so a signage reduction really makes a lot of sense.
What's the magic number?
Very horrible.
I kind of hate for it because you know you can put signs up and you don't throw the vast majority.
It's issue.
So traffic calming features might be at a bare minimum to say something.
It gives people the sense that the community is doing something and they feel safe for on the roads.
And.
You know that that that wasn't being an opportunity.
So.
But but yeah that's that's you know I think that's future.
I think political.
Visualization has a lot to deal with it.
You talk about what a crescent does something.
But what happens in order to or can.
And that is that that consistency of legislation across the community.
And I think that is you know probably the biggest thing.
You know and we could always run into trouble.
We were to put 55 signs up on on candidate roads.
People get confused.
What is the speed limit?
Is it 50 or is it 30?
You know signage every block all directions is critical to that.
So.
You know we're sort of that there are some concerns without a legislation change for sure.
If the legislation does change it it's not no cost to us because now all those rooms we want to maintain a 50.
So you're basically pushing.
Look at the signs.
So when is not coming at no cost there are there are implications.
But we can manage it.
I just.
I sort of feet around the bush.
I hope I answered.
And yeah I just not waiting for that legislation to be the most.
Physically responsible but I understand all of the other.
A radical risks.
So.
But you know I personally would be I think a lot of people would support 40 and I know that was something that came up.
Really a poetry that people could get their heads around that but they they just couldn't go.
Cars just flat don't want to go.
30 kilometers now.
I think evidently.
The residential.
It's much easier not for me to adjust to it.
Is the issue but we are actually taking people for speeding at this point.
I think that's a question I think.
You know I think that's a question.
Does hear same thing.
And I know I have heard experience with our CMP members trying to issue tickets on summer
or 30 kilometer rows and not issuing because they didn't feel the signage was enough
or should force something.
So, you know, I think in order to be able to do something else that you have to have a very
robust signage policy or a federal and place where I'm provincial, you know, I think even
with the 30K rows that we probably could clean up a little bit and get some better signage
out there.
To make it easier, you don't force it, you get to enforce it and it's what we want to do.
It's comfortable.
Is there any opportunity for state cameras have ever looked into cost of those?
I have a e-bombs and they might have a cost of prohibited but, you know, if there is only specific
problem areas.
And I was in Grand Prairie, we installed a number of red light and speed cameras on the
lights.
It was a million dollar project and a penny for looking at the very 5 or 4 locations.
They don't come to cheap.
No.
They, you know, and then you still have to have, you know, people reviewing the data issuing tickets and
things like that and, you know, the simplest place to put them is on the corridors with red lights
where you're how high there's speed.
Anyway, it's because it's a racial highway network, yep, something I haven't even looked
up.
Okay.
It's not hearing any further questions, we'll go with the recommendation that Council adopt a phase
approach toward 30 kilometers an hour residential area of speed zones, beginning with the implementation
of the map six recommendations from the Preston multi-modal transportation plan as a starting
point for community speed limit reductions that Council direct staff to prepare a budget
sheet for the 2026 budget process for this approach in the amount of $71,500 that Council
deferred full community wide science installation until legislative changes permit a blanket
approach reducing costs and improving consistency and further that traffic calming measures
be prioritized on higher risk streets to support speed reduction and improve safety regardless
of sign and strategy.
We'll go with that.
Question 40 kilometers, so the base approach towards 30. Was that going to say, here's your one.
Well, at this point, all we're asking for is to bring it back to council for consideration during budget process.
Okay, thank you. We've been having a discussion.
I'm good with that, and we can have the alarm for a conversation.
Okay, if this is going to come back to us with a feeling of appreciation this way, just kind of we want.
The underlying fear of council involvement is to get to a speeding ticket on a Z-bike if we were to give you the feeling of that.
You know, I could walk faster with that.
So that's the council direction request from the manager of engineering regarding color street lift station gravity option direction to apply for strategic priorities fund grant funding.
Okay, thank you again.
Back in August council provided recommendations that I was able to apply for the committee.
Where is the future priority fund for the policy.
Leptation of operating.
I received an email a couple of weeks ago from the grant people.
The grant coordinator basically said, you know what, as part of the screening process, we.
We recognize some deficiencies and would like you to consider strengthening the resolution to facilitate to help move through the the process of the grant review.
So this memo talks about the two additions.
I'm ending that original August resolution to include that council commits to providing overall grant management for the lift station project and to also.
To indicate that you guys are aware that if the budget exceeds the grant application that we are on the hook for that and that you would support any.
Covering cost over runs if that if that ever occurs to the execution project.
You're almost there just the.
I asked this question before what if we don't get the full grant.
Okay, this is working on the basis of if they give us the program at the cost of what if we don't get the full grant.
Are we still on the hook for the this the balance of the.
Well, the the application I submitted was for 100% but so I believe they would either prove it 100% down and then we have that.
So that that is my belief right now.
Okay.
And I'm just curious if you submitted fully for the cost of equipment and time.
And that's the solution.
What type of overages or overruns could we anticipate seeing or what has them in anticipated that we potentially need to cover it outside of the granting dollars.
So the grant application.
Wanted.
But cost estimate with about a 25% contingency.
So these the budget that we applied for the 1.6 million dollars to 5 million dollars included a 25% contingency put house over runs.
Those over runs could be inflationary and nature could be.
You know, we encounter ground conditions that are much more difficult to to construct it, you know, could be any number of.
You know, things like that. So what their.
The provinces has acknowledged that there are cost over runs, but they want to cap to 25% what they're looking for is anything that might exceed that 25% over our budget.
And as it has been something that helps.
With the grant application, they did ask the question if their hard cost over runs, what components of the projects could be scaled back or reduced in order to bring it in there.
And there was a number of those that could be exercised before you're actually hit with cost over.
So there there are opportunities for us to turn back the project.
And maybe not seed and topsoil things like that, you know, to save some money, reduction of amount of the events and things like that.
So there are some things that we can look at.
Before you have staff.
That's what I do much.
Just wondering.
Whoever has the answer to this question is, if let's say we do have the cost over runs, are can we use the BC ground communities fund towards towards those.
This grant is stackable, so we can apply other grants that we may get to not chart to meet our contribution.
So thank you.
Yeah, I'll read that lengthy recommendation.
Yeah.
On our long.
The council received the council direction requested.
We're 14, 20, 25 from the manager of engineering and the report.
I will call it street lift station.
We have the option.
Direction to apply for strategic priorities.
Funding funding.
The resolution numbers.
Re-1 0-25 from the August 26, 2025 regular council meeting.
Be amended to read as follows.
That council receives the council direction request.
Data August 12, 2025 from the manager of engineering.
And the report title calls.
Let's station capacity increase assessment.
Repair.
I associate an engineering.
Indeed in March.
2025.
That council direct staff to apply.
I'm in the strategic priorities.
Fund.
Capital infrastructure stream.
The ministered by UBCM for grant funding.
Okay, replace the call list.
Lift station.
With the 1600 meter gravity main.
In the amount of 1,650,000.
Capital costs in engineering.
That council request staff to include a 2026 budget sheet.
That considers the replacement of a call list.
Lift station.
With the 1600 meter gravity main.
Based on 100% of that eligible project costs.
Being covered under the successful strategic priorities.
Funding grant application for consideration.
During the 2026 budget process.
That council commits to providing overall grant management for the calls.
Lift station replacement project.
And further that council.
We'll budget for and cover any cost over runs that may arise during the execution of the project.
With it.
Thank you.
Thank you very much.
Thanks.
Thank you.
We'll not do the council direction request for the director of protective services regarding the stream whether the response plan.
Thank you.
So.
We wanted to bring a report for just to give us an update on some considerations for the extreme weather response plan.
So.
This plan is for all at risk residents of Creston it included both extreme heat and cold events.
And under the emergency management disaster act, it is responsible.
It's not a fenced into great plans to help mitigate these hazards.
So.
Want to focus on like the activation criteria, the staffing and some of the locations.
So our activation criteria is highlighted.
And we talked about the cold extreme cold to start and this starts, you know, prior to the season with you know information and exercises and you know staff being ready to to accommodate.
Activation is not necessarily just based on temperature.
There's there's other factors that may to be included in that or consider.
And so you can see there we've got a list.
This is on on page eight of the report, but.
You know.
Temperature is is one factor and then any of the other following conditions like.
You know, rain or snow wind.
Humanity rainfall.
You know, so it's it's not just dictated by temperature or environment.
I'm sorry, environment Canada alerts.
You know, this is something that we've done the research for our value or community, and this is what we feel would work best for us.
So, you know, cold is one heat is another one.
He does not just about daytime temperatures.
It's it's really those overnight temperatures.
You know, can we cool off overnight.
To to be able to sustain and.
Humanity plays a large part in that as well.
And so those are those are all factors that we're looking at again, not just relying on environment Canada advisories or alerts.
So.
Staffing considerations for these.
These.
Emergency warming or cooling centers.
Our eligible for provincial funding.
You know, I'm so when we activate we will get a task number we can submit.
For expenses.
And.
But the responsibility of operating falls on the town of Crest.
And so, you know, we have to come up with a staffing of that's now last year we were able to utilize a panel call firefighters.
Some of our existing full time stuff and we were able to manage that now going forward.
You know, we're still trying to decide what the best method is, you know, having, you know, volunteers ready to go.
And I'm not volunteers, but having a list of people who are able to work.
You know, and and call that a moment's notice.
You know, utilizing some of those, you know, potentially some pay don't call firefighters or existing staff.
Now, with staff, you know, there comes some some requirements.
So training is important, so we want to make sure first aid is covered off.
Although there's not, you know, food prep per se like meal prep.
There is, you know, food service and so food safe certification is important.
Deescalation training is always important.
And so deescalation training for staff or, you know, having some sort of security to help in any situation.
So this is is pretty standard for all workplaces and then, you know, the box on training in this day and age is important, you know, for, for what everybody really.
We do anticipate, you know, a cost to be anywhere from $450 to $500 per person to achieve that level of training for a great time.
Some of the locations.
So you'll probably remember last year or last winter is when we operated our warming center.
We were able to use the old wet dorm space out of the old ambulance station.
Some some pros and cons to that, but you know, it was a good space that had the amenities that were needed and it allowed us because there was nobody else in there.
It allowed us to take the kind of leave it set up for the time period we needed.
So we weren't having to take things down and move things around every day.
We've explored some other options.
You know, so the library has a conference room that actually has a small kind of an attached to it separate washrooms.
It's got its own public entrance to it that can be locked off from the rest of the of the building there.
And so, you know, a possibility to use that space.
Now we would have to enter into agreements to be able to use that, but that's not orness.
The problem there is that there's lots of other public groups that use that space or book that space.
And, you know, we could have an activation criteria, our activation thresholds hit and we're like, okay, we want to use this space.
Well, they might have booked out for weeks where the meetings with another user group.
So we've got to be mindful of that.
We did a look at the arm sausage building and, you know, it's definitely interesting.
There's lots of user groups within that building.
So we want to make sure and consult and understand, you know, their issues if any, but there's also.
Good areas that are secured and locked off.
And so when we looked at it, we thought, well, yes, for a warming or even a cooling space, you know, we could use a small portion.
And the rest of the building would maybe be secured, right, from the offices or the other users in that building.
So, you know, again, if if the.
There are some cons there, we could set up.
But then, you know, take down everything, we have to be removed, you can do left out in place as the business opens up for, for the daytime type of thing.
Lastly, we have, you know, this room here, and this room is actually been used.
In the past, for, for a cooling center.
So it, it's, it does work.
But again, you know, just in the building here, I'm some of the, some of the equipment and that kind of stuff, you know, may present some some problems.
And rarely this room is, you know, it's used regularly for meetings and other events and stuff like that.
We do have a.
We, we, we, we've shown that to you guys, so we've got a tent that can be set up in different locations.
And this would be for cooling only.
You know, and we've used.
We haven't used this tent as a cooling center, but we used other tents.
We have misting fans, you know, we can set up picnic tables.
We can offer cold water.
And so it's a nice gesture to help for people who are coming by. The nice thing with the tent, so originally or in the past, it's been set up at the emergency services building, but we're starting to think about or explore ideas of, you know, couldn't be set up in other strategic locations, you know, that might better serve those who need it.
So that's it. If there's any questions where you are looking for, yeah, to bring this to, you know, the next council meeting for adoption, unless there's there's any changes or any questions that people might have.
That's personal.
Is there any private locations that were looked out or is that not an option?
All right, no, we didn't consider.
That's a big issue.
I should drive it.
Yeah, we focused on, you know, town owns, public spaces, you know, that's that, the land and leverage there.
But we didn't approach any other issues.
I'm sure both.
I'd be in terms of staffing.
The EMCR funding is for incremental costs.
So in other words, if it's staff, presumably, if, you know, to 30 in the afternoon, you're not going to go over there because you're taking somebody out or like,
or that is a good idea.
Because I know it's only for overtime in terms of claiming.
No, no, the, the, the, the, the task number, you have the province will cover wage expenses.
It's not, it has nothing, like there's, there's different criteria, there's different policy.
If, if we were to use this room.
Yeah.
And, you know, I've been working 830 to 530.
Sure.
I can be in this room.
And the town of Creston is already paying me to, to work that day.
Right.
They've just reassigned me to do these managing the, the warm and center.
You have to let them cover that.
But that wouldn't have put in another six hours after that to manage it.
They would cover.
So I'm sorry that.
But it's saying that though, if, if, you know, we had this warming center open up overnight last winter.
We'll see.
I did it.
And so it opened that 8 o'clock 7 o'clock till 7 o'clock or 8 o'clock to 8 o'clock.
The people that worked that.
Those wages were covered.
But, right.
You know, we don't have, there was no capacity for us to,
to reassign somebody from those hours.
Because it's just outside of our,
because it's just our scope, right?
It's okay.
That.
That helps a lot.
Um, we can thank you, Stas.
Um, you talked about foreign $50 per employee for training costs.
Is that covered through granting dollars or through past number.
Correct.
Patients.
We have to do that.
We would have to do that for that.
So that would be on us on council to, you know, prepare for and be ready to do that.
Now, there's, um, yeah.
So, you know, we talked about the pay on call firefighters and they come to the table with,
with the majority of us.
Yeah.
And so, um, you know, we were fortunate last year to not have to put anybody through training
because, you know, we had, you had the right people involved there.
But no, that would be a, uh, a cost that, you know,
it would be, it would be, it would be, it would be, it would be, it would be, it would be ready to be ready.
Thank you.
Yeah.
We need to recommendation that before us is that council receives, you know,
over 14, 20, 25 council direction request titled,
the extreme weather response plan from the director for that services and further that council
to the next step to present the town of press city screen weather response plan at an upcoming regular
council building for council's consideration.
Go with that.
All right.
Thank you.
Thank you, Jerry.
Now, I mean, we've got to be recommendation that we rise with committee, though.
Good.
Okay.
Good.
Thank you.
Also.
Yeah.
I'm going to start with the recommendations.
I request for decision from the CAO regarding exactly where that picture we use.
We have official resolution and a vote from that.
On the surprise price.
Oh, sorry.
All of favor.
I'll have to.
I'll say.
I'll be.
Thank you.
Okay, so now.
And then we're best for decision from the CAO regarding these down staff.
Compensation review.
Mike.
You're.
I'm.
you
go with our CAO then immigration. Okay, thank you very much to Worship. So I'll try to
again I apologize to both the wanting to be a gentleman today.
Sure, sure. Who actually added the most of it? But I'll try to keep this presentation short. I
wanted to be able to walk through the presentation and answer any question that they can also
be involved in. So I'll try to, well, for this quickly, could we still go out of
one for a minute? So at this presentation, I'll provide the review of the 2025
Conversations Survey, for example, on the finding recommendations and the implementations
strategy to to assist council in their informed decision-making process.
So the compensation review, it's a data-driven analysis
of exempt stock conversation, benchmarking across those practices against comparable
BC municipalities, the review funds, of all some positions, are confiscated, you know,
after above the Mark Advance Marks, the majority of exempt stock roles, particularly in leadership
and spot-fly zeroes remain.
I mean, below the 60th percent album market. Our current employee compensation policy established as a transparent market, based approach targeting the 60th percent album, categorical municipalities, with regular external reviews, and annual adjustments based on the DC consumer price index or CPI.
So, despite the framework of recent inflation and cap to increase the due budget constraints, I've led to compensation lighting behind both market competitors and inflation.
Which just pulls a risk of long return to recruitment retention and organizational stability.
So, to address these gaps, the review recommends a phase adjustment plan over three years of aligned salaries, with market benchmarks, well balancing fiscal responsibility to plan is consistent with best practices,
as recommended by the auditor general for local government. There's the number reports that the AGLG had done for municipalities on human resources and, you know,
part of the concluded compensation package of the programs, as well as a UBCM and the local government management association.
So, most of the damn stop positions are below the market averages and percentiles, especially in leadership and specialized roles.
Crest and compensation. This was the first, there's one type of, I thought I adjusted it before saving it to the council's report.
So, the numbers will be slightly less than the numbers that are in your in your report and in the motion.
But the actual compensation is 260,000 807, so a little bit less than, I think it's a 230 something in your original report. So, it's a little bit less.
So, the compensation is 260,000 807 below the 60th percentile aligned in our employee compensation policy.
This number is lower than the recommended motion, which will be adjusted reflect the total, which will get to of 276807 for inclusion and five year financial plan.
The current policy merit increases have not been fully implemented due to budget constraints further widening the gap for high performing staff.
So, the last time that we did this, we had identified, you know, the policy gaps and created the policy, we provided an implementation plan.
But the one thing that never really got fully flushed out was being able to have that contingency amount to be able to move people up if they were 85% mark of a salary range is being able to move them up to that 100% over a current time.
And, and each budget year since then, the haven't been rectified.
So, just very quickly, just so that we, you know, make sure that we understand that we're talking low in our staffing.
So, the down employees both exempt, which is referring to as an online unionized staff, and unionized employees unionized employees wages are negotiated through a collective bargaining process.
Determined by the expiry of the collective agreement, exempt staff are not represented by a body and a negotiator review and remoration, reviews and increases are the threshold being player.
As of October 1st, 2025, across not 21 exempt staff members performing technical administrative management leadership functions.
Our policy or employee compensation policies, the establishes that a salary year will be established using the 60% of market surveys.
And so, when we add to staffing for example, that's the policy we look at for which structure.
So, the purpose of the report is to provide counsel that comprehensive review of the exempt staff compensation.
I've compared with the recent market survey is review aims at to ensure the compensation practices are competitive equitable and aligned with the council policy supporting the talents ability to attract and retain qualified individuals in a challenging labor market.
The review also seeks to address identified gaps between the current compensation and industry benchmarks.
And to recommend policy and budgetary actions that will position the talent for long-term organizational success.
So, the last time we had a big policy gap, we adjusted the policy.
This time, I'm going through it and I'll explain in a couple of the gaps as we go through.
There are some recommendations to adjust the policy or the policy to be able to be a little better.
So, just quickly, the previous review.
I've done in July 2022.
It gets basically found that we were about a hundred and ninety four thousand short from the industry benchmarks at that time.
As well as the review identified that we did not have an update for exempt staff compensation.
And the existing practices were not fully aligned with council's adopted policy.
For example, council's involvement in setting individual staff wages was not consistent with the one employee model that we actually operate under.
And is the recommended best practice.
Council had directed myself to amend the exempt staff compensation policy and review and create regular review periods and pay bounds based upon the market percent else.
Which was the was ended up being the policy that was created.
As well as compensation adjustment plan.
Which identified six exempt positions as being significantly below market compensation.
So we developed a plan very specifically to deal addresses the six individuals.
As well as the other gaps.
The proposed plan was done over a three year period time.
Actually, this last budget cycle was the last year of making those adjustments.
And so here we are now the policy to say every four years.
But council had at the time had directed it that they wanted that market review and those adjustments be done to be done.
The year before in his collection.
So that policy very specifically identified 2025.
So the next the next policy or next survey review will be done in four years versus the three years at a stick like so.
So the policy is published in the exempt staff salaries be set using the transparent market based approach calls for regular market reviews every four years third year of the council term.
With interim annual adjustments to the between the market surveys of using BC CPI.
I believe the policy says the November to November 8.
And that's when since then we've upgraded the seller drinking cheer using them.
The salary grid was to be developed targeting the sixteenth percent hotel of the market average with a range of 85% to 110% of that benchmark.
So that that there's a range for whom we had new employees where they fit in there.
Through year one firm by performing staff.
We also created a achievement lying in review process or a PRP.
Which to eliminate from the previously we had an employment agreement.
Is that everybody got a CPI factor cap to two percent.
And they did not vote performance.
So we were trying any increase including CPI to at least a minimum level of performance.
And as well as it the policy contemplated merit increases for staff below market with slower increases for those that that were above the hundred percent.
So that we get sort of be able to bring people up if you hire somebody and you bring them that 85% range that you could move them up over a period of time to that hundred percent to market.
This approach is consistent with the recommended practices by UBCM.
Local government management association, NGLG reports.
And you know and basically they emphasize the importance of having a clear regular due compensation benefits policy through the government employees.
And won't have a global risk entirely, but this is a comparison when we did especially with the last policy update.
We compared our policy to be had with other municipalities and very quickly is our policy fits with what other municipalities are doing, which is very fabulous at the best practices.
So regular market reviews, cost-living adjustments.
Performance based increases in council oversight of the policy.
And briefly about the municipality.
I've heard of terms on the policy.
It's up to C.A.
It is the power to the policy competitor.
Like the last survey.
We targeted the communities between five and 15,000.
There's 35 municipalities between five to 15,000.
And cover a little bit the reasons why.
So.
First off, they, you know, the small populations, you know, municipalities under 15,000 residents.
A resident evenly across all geographical areas of province.
So then you're able to to get different market conditions, different cost-living conditions, like it's very geographically balanced.
Whereas as soon as you get over 15,000, like the 15,000 to 49,000, you end up with mostly self-coast and anchor ground.
There's a couple in the gocanog and one in the north.
You start getting a lot smaller geographical representation.
And then.
Um.
You know, and so you get some some block of regional representation.
So caravanskina districts have no communities between that 15 and 49.
And then, of course, your large population as palaties are basically reflective of the.
Greater Vancouver area.
So why we stay with the five to 15,000 is service similarities.
Service similarities.
Um.
Now, for example.
These communities are required to pay 70% of policing costs.
So that, you know, you're, you're getting that range anything below 5,000, they're not paying for policing.
And over 15,000 are paying for 90% police.
Other things that change at the 15,000 population mark, you know, and this is more of an empirical thing to look up when, you know,
I'm looking at communities.
Is anything over 15,000, you know, you're more likely to have a larger career-fighting department.
Um, you know, which has, you know, much larger significant staff costing.
Um, everything just gets exponentially larger, very fast over that 15,000.
Um, and for consistency when we go through some of the data ahead.
All of that data was obtained from the province of BC.
They'd be on their website.
They actually have the data for populations.
That's what they used.
And then all the tax collection or the tax per capita.
And all that is all in the province of BC.
So that's just a very cute system place for the, um, to reflect.
Um, so some of the competitors have been used.
So besides the service similarities, the municipal taxes per capita.
Since annual budgets can vary due to factors like pronounced services.
One time projects are on and on.
It's hard to compare, you know, budgets to budgets.
So what we found was a very consistent way of using from the provincial data.
Municipal taxes per capita.
Because taxes that are collected are really for your poor services generally speaking.
And so that's a really good reference point regardless of size of community.
How much are they chart collecting taxes for services per person?
Um, you know, that way it eliminates, you know, grants.
Like when you look at an operational budget one year to be 15 million.
And that's year to be 25 million.
But the difference between the two is a 10 million dollar grant.
You know, it doesn't really speak to that.
We found that the municipal taxes per capita was a more consistent way to measure across communities.
Um, I captured this one out of the data because, you know,
uh, and as a conversation often in Creston is that we relied very heavily on residential taxation.
So I want to take a look at, you know, what, how do we compare it to other municipalities.
In terms of how much real real iron residential taxation.
Um, then provincial representation, you know, we were looking to make sure that we had municipalities for various reasons of BC capturing the differences in cost of living and government practices.
So what we ended up with was 54% for 19 was follows in total.
Um, that informed the data survey.
Additional consideration, the survey results were undertaken.
We're trying to have there was variants of based on other factors such as limiting like communities to say 10,000 under.
Uh, when I did that, the numbers went up.
Um, it actually increased the salary ranges and, uh, right.
I'm not, I'm not entirely sure why.
Um, there was some anomalies that you could speak to.
Um, but in general, they started to race.
Um, I think that speaks to a little bit about the competition for some of the specialized roles in the small community.
So some of the small communities they were willing to pay more of this.
That's an empirical gas from the data.
Um, hey, I'm here's the list of the communities that we have data from the 19 communities.
Um, those in alphabetical order, no, by order of population.
So with the comparative municipalities.
Um, so they range in population from 5,737 being an Assoius.
Uh, to the largest one is being 13,252, which is the city of Terrace.
Uh, 19 municipalities represent 54.3% of the 35 municipalities that we could have data from.
The president is the third smallest by population.
Um, six municipalities were within 10% of the president's population and represent 31.5% of the survey.
So, you know, we are capturing enough municipalities as well in the smaller side.
So the other data points that we looked at.
Um, just to be able to see if there was really any massive anomalies with the group.
Um, you know, Kristen has a 990 municipal taxes per capita.
So if you took our $6 million of selected property taxes, a lot you're divided by the population.
So you give a number.
Um, ranking the third lowest compared to the other municipalities.
It's a drain from 761 as high as 2,200.
Um, the average was 4,496.
Um, I used to abroad in the representative host values.
This does not have a lot of value.
And in that sort of the comparison, but it does speak a little bit too.
Um, you know, the communities themselves, I guess, a little bit.
Um, so pressed to the average home value was 435,000.
It was the fifth lowest out of the survey shows at 19 municipalities.
Um, well, 20 including us, I guess.
Uh, ranging from 20.
255 in the low side to 1.1 million, the average was 668, residential property taxes. When we looked at total, and this is total taxes and charges. So this is including your utility bill and as well.
Stress and residential property taxes were $4,182, ranking the eight floors out of that governor and the range was between $4,171,00, the average was 52,75.
Applied to the average house or the representative of post city to the public.
The residential tax share percentage, 74% for us and total tax revenue comes from residential properties.
Ranking the six highest among the pick-aparitan municipality, the highest was 92% the average was 60.
And so there was quite a mixture of ranges. There was certainly one community I think was as low as 23% which was pronounced 92% was peach land.
And I believe that was all on a chart that I provided and then the first appendix so that it sort of see where we write tomorrow.
So I'm not going to go through each one, like in the report. I just basically wanted to show a chart, which is basically shows our salary to the 60% tile, the gap to the 60% tile.
And whether or not that falls below 85% range on the grid as well because that was one of our challenges last time as well as that we update the grid and then employees aren't even on the grid.
You know, forget that you're not even to the 60th and you're not even on the salary itself.
So on this one here there was four positions that are literally off the grid itself.
And on this one here, this covers protective services and infrastructure services there were two that were off the grid.
And again, this is just taking the raw numbers from the compensation to the 60% tile.
So the total estimated cost to reach the 60th percent tile has contemplated in the policy is 260,000 807.
Again, I found that I think that number is a little higher than the report.
There was one I thought I had corrected before I post that there was one inconsistent data set that I had to pull out of it.
And I think there's only system chiefs because I should.
To reduce the impact budget to suggest that the phase the adjustments over a two year period of time and I say two years going to be a two to three year period of time.
This may not be done evenly by positions, so this is not an approach of just, you know, like it's all done equally across the board.
Some positions need more attention than others.
And, and it's important because of how the pace of the works.
The way the paper to set up is that 85% and this is just kind of a high level view of it.
The 85% range is for people that are around new in a position.
And your 100% is basically your experienced knowledgeable employees and your 110% or your long-term high achieving.
And so, in there, well, we have to adjust, you can't say somebody's new forever.
So you can't seem a 85% forever, but if they are today, they may not get the increase to 100%.
Immediately, because we have other employees that we should be moving up their quicker.
So he's wanted to sort of point out not to be within the discretion of my discretion as I put together the compensation plan.
But take me these numbers as they are to start across the board.
It broke out to be about 108,000 for the first two years and 60,000.
This is the sort of the worst case scenario.
I do intend to be able to take a look at this and adjust it.
When I was doing this and the apps of the having a director of finance to help me correlate all these numbers.
For example, I'm taking a pretty high estimate of that contingency we need for merit-based.
You know, part of me, I would like to say lower immediately to you right now, but I want to be able to make sure that we have something that will fit and work with our longer term compensation plan.
So right now, I would say this is your worst case scenario.
What would show up in the fight in the fight in your financial plan?
And you know, as I enable a little through it and a little person by person, which I'm not going to do in an open meeting or in a council is, you know, some of these may start to lower some of those from this raw data.
In other words, is that there's, you know, some people will be right to that 60% tell them to do.
The estimated tax, I'll speak about, so that's based upon 25 or 1% generated 60,000.
That doesn't account for any non market changes that happen every year.
And so as that takes place, that reduces the tax.
So, in other words, it was a market, you know, just like next 20, 6, 1% went in rate 63,000.
So that does change the percentages a little bit.
And that's just the estimated tax in cox trader process.
That's not necessarily what we're proposing in terms of how we're going to find this.
That all becomes part of your budget process.
And, you know, we're funding is going to come from.
But again, just taking the raw numbers, that's what the value of the money.
So, some considerations for implementation.
And so, you know, the number of positions are below, especially in leadership and specialized roles.
You know, the ACAOs compensation is a sole discretion of council.
The fees, the adjustments will help balance market competitive from fiscal responsibility.
So, again, if you know, for other than trying to do it overnight, we're going to do that over a period of time.
Again, to the day, the ACAOs responsible for the recovery retention of employees.
And we'll work with the individual staff to develop an adjustment plan that achieves the market benchmark.
So, that for your period of time.
So, I'll be meeting with all the affected staff, you know, the next month or so.
And that will help inform budget as well.
And as I anticipate, we'll lower the number a little bit.
And then, you know, transparent communication and annual reviews are essential for successful implementation.
So, our staff are well aware what the market is.
I mean, that information is available or to our staff at all times for civic info.
And so, it's not like our staff are unaware where they fall from their positions to what the market wages are.
So, you know, it's really important for us to be able to be very clear about what we're going to approach that and how we're going to deal with it and how we value them.
So, you can throw that process.
I just included, and I'm not going to read this, but I just included the other benefits that we do have because I mean, you know, everything does come out of cost.
You know, so, it just mentioned we'd be benefit, actually, we have that's in a separate policy, we actually do have a benefit policy.
And so, that's already been laid out in that policy relatively recent.
It's only a couple years old and we did a fairly comprehensive comparison to communities when we get that and we were pretty much.
Similar to most communities, but communities do a lot of different things when it comes to different types of policies, sort of benefits, so it's kind of an expag today, it's hard to compare straight across.
So, the recommendations to council is get first office to need to approve the revised salary grid based upon the current market benchmarks to maintain betterness.
So, I completely put that in the report as well, with us the 2026 salary grid looks like.
Implement the phased increases over two to three years for all positions, below the 60th percentile has identified in the contemplated in the employee compensation policy.
That we need to provide continuously funds to support the merit increases that's caused quite a not policy at all, especially for high-performing staff below market benchmarks.
And again, when we start with people up closer to that reduces the need perhaps for that 60,000, but you know for that contingency, so that's where I said I have a feeling that it can be less than than that, but I wanted to come in here to say this is the worst case scenario.
Align the update factor within the policy to match 100% of ECCPI, ensuring compensation keeps pace with inflation, so what we did at the update factor originally was a few communities were doing it.
They were probably providing a 75% of CPI, but updating their salary grid with CPI will we did the same thing and what happens and if inflation is 3% salary grid goes up 3%.
We only go up, you know, 2.5% up mid, but you know we're not keeping up with inflationary number, you do that over four year period of time and that adds up to you know a couple percentage points third yet the other market pressures that can be on certain positions.
Do, you know, basically provide direction to, you know, for me to clearly explain to staff the rational for compensation decisions including budget limits and councils climb to address the gaps over time.
And I think this would also be important rather than let staff, you know, firmly their own story in their head.
You know, how providing the direction of school or staff retention engagement through professional development flexible work arrangements and well as programs.
This does be down basically on an individual basis because somebody doesn't have to accept that as an option for pay.
In other words, as they felt that they were, you know, their market condition was worth that.
You know, certainly me offering a rec center cost doesn't necessarily feel like out.
If it does for somebody to rate, if it doesn't, but we certainly haven't taken a lot of time to talk about directly with staff and so it is an opportunity to sort of see.
There is some professional development with some employees that some employees have expressed the desire to to house and professional development.
And that perhaps is an avenue again to to sort of offset some of that compensation, but.
You know, I have to sort of, it's a case by case basis.
By implementing these recommendations, council will strengthen the towns ability to attract and retain talent support service excellence and maintain fiscal responsibility ensuring that compensation practices remain fair.
We've got to have been sustainable.
And the review and proposed recommendations aimed in sure fair to better have been sustainable compensation for press and exempt staff supporting organization, disability and excellence.
Questions.
I'd advise building my voice.
Yeah.
That would be.
Thank you.
Just a few questions and things.
Thanks very much for the work.
For the work that's here.
And I do apologize.
Some.
Not here for the last round of this conversation.
So.
Let's see.
I'm just curious.
Like you talked about year one year two year three.
A plan that's shifting from a three year review to a four year review and nothing around.
Concentration or salary increases in the year four.
So just trying to understand.
How that looks and I don't think I really understand.
How back in 22 we identified employees that were below the 60th percentile and changes were made to bring them up.
But now we're still looking at employees that are under the 60th percentile.
So.
I think.
The plan needs to have a shift.
Maybe where we don't keep having employees sitting at that 60th percentile unless I'm misunderstanding something.
So the last when we did the review and we developed a policy.
And I would be very careful of how to explain this chemical meeting.
But we developed a policy that fit the individual staff.
So while the gap between the the compensation of the time to the 60th percentile is 191,000.
We did not cover that gap because we had a number of new people and positions.
I could.
When I worked with individual staff.
There is you know people and roles that I could easily say, well, I get a like your 85 percent are here.
And, you know, keep up the good work in real will slowly move.
Yeah, I wasn't able to move them up.
And so what we did was we were able to bring some of the staff that were below the salary to get into the salary grid.
But we never brought everybody up to the 60th percentile.
So it wasn't like that.
And you went 1,000 that I did for the 2022 survey that we covered all that ground.
Got everybody at the 60th percentile.
Oh my god.
We're down 200.
So that's the thing.
If you were to compare the numbers.
You know what we increased.
And I like when I didn't do the math like this because it became irrelevant.
But if you looked at how much we of that,
$191,000 to be actually covered.
We probably only covered half of that for three quarters of that.
And, and so what's happened is between, you know, as we moved them up and got to mention that salary grid.
We're only paying, we're providing an update factor 75 percent of CPI.
We never really got to the 60th percentile and the market's been changed.
And so you put all those factors in there.
That just made that gap a little bit bigger.
Moving forward.
Down to your question about the fourth year.
Ideally, if once if it and, you know, again, I'm saying this as a as the hypothetical perfect world.
If I took everybody and put them at the 60th percentile tomorrow.
And we had the small contingency to make sure that our high performance staff get the merit increases that they deserve to keep on, you know,
and, you know, I can see market changing over time anyhow because, you know,
this data, some of the data is available through civic info on an annual basis.
We do self-reporting the wages.
And so I can sort of start to see market trends.
Or if there's a reason to that I need to invest in somebody to make sure, you know,
and retaining that staff member here.
You know, you have that little bit of funding there.
You should connect market survey in theory, especially if we change that CPI.
We shouldn't be that far behind.
Unless there's a real, you know, maybe one position and maybe a high demand.
For example, building inspectors, a level three building inspectors.
I kind of find a unicorn. They're very high demand that which has time was on that which will just keep kind of going up a little bit.
You know, so that's sort of a market pressure, that's on one position that we not be the same as on other positions.
So, but you know, you're like, you know, without that contingency built into the budget, I'm able to sort of retain those employees in each shirt that we're staying with, don't market comparators.
So, that's the next market survey that's done. I don't want to come back in four years time to say, oh, look, we're 250,000 mark.
We should have done that stuff over all of this.
Yeah, that's a little mental to that.
So, just also curious around, you know, you talk about merit-based salary increases. And so, I'm not sure if we as councilor allowed to know, just what
would constitute a merit-based increase. So, you know, you're using, like, a tangible scale.
That's very objective versus, like, subjective, you know, the term, a unicorn.
Yeah, I have a, I have a, we have a very extensive performance evaluation process where it's basically a three parties are involved in it.
It's the employee, the supervisor and the director, I awarded the CAO. There's sort of three employees involved.
It starts up with a self evaluation by the employee, the manager does the evaluation.
The director does the evaluation. It's bounced between the all those evaluations.
And then they set smartphones, so they identified what's it going for the period of time.
Is it achievable? How did you achieve that?
And so, when you check off all those things, then you have, and I just brought it up.
Sort of look pages on.
Think page 26.
Yes, there's expected good excellent and exceptional. And so at the end of that, there's a ranking basically based upon all that criteria.
So, so this way, if an employee, you know, puts themselves really super high and the manager puts them really super low.
You know, you're taking some of the biases out of there because the ex going to get opportunities in the middle, so if they're probably going to be expected.
You have, and then with, with the director or the CAO, as well, doing that performance as well, then you're balancing out a one more level time.
Then with the smart goals, they're really, you know, on average, we have four smart goals per a region period.
They're very measurable because they're, you know, I'll use an example. I'll show you the example of the directors is here.
You know, one of his miracles was to establish service level policies for his people.
And so that either gets done or it's not done.
Thank you.
And so they're very measurable. They're not seductive for very effectively.
And just when that's sorry.
I'm just I'm also curious around the update factor.
And you talk to a little bit about needing to switch from 75% of CPI to 100%.
But I'm also not understanding how the cost of living allowance, like why we don't use that versus CPI.
I know they're kind of related, and I know that some industry looks at coolness.
Some looks at CPI. So just, there's a number of different numbers.
You know, like first, first off you got, so CPI and coal, I think, are the same thing.
No, sort of that.
A little different. Okay.
Yeah.
Can I help you?
Yeah.
Yeah. So at the time, and this was the recommendation from staff in at the time was that we used the BC CPI and November to November numbers.
Because that's closest to the budget period. That's close. You know, free to inform him of that.
I'm not going to be able answer why that was his, you know, a hidden recommendation to use that much as coal or other data.
And, you know, certainly give me something that Jacob and I can review to determine what is the best one to use.
But at the end of the day, whatever number we choose to use, which by the way, I did find some consistency on BC CPI and other is what pulse is on the hunt.
But we can, we can review that.
As long as there's consistency and whatever the number you're choosing isn't 75% off because whatever number you're using for that moving up.
If you're only being a 75% of it, then you're not keeping people to that pace.
Yes, that's the important part of the difference between the two I'm not sure why that was chosen.
Oh, we have a hundred questions about me.
I think that that's fine.
I think that's a tough theory.
What's going on?
Yeah, I'll keep my very focused.
The two exempt employees that are about the threshold or 60.
And I'm the value of that gap.
Was it offset against the shortfall of the others?
Okay, so I'm really, they're, they're, they're, again, they're.
I understand that.
Are they red circle until they, they, they're the only grid catches up to that.
Or I'm our day of going to always have that.
Well, the grid contemplates people over.
So your grid goes up to 110%.
Your merit, your APRP does contemplate.
You know, performance increases for people that are over 100%.
You know, for high exceptional performance.
So basically, you're going to be in the exceptional range.
So in other words, is that, but that's what you want from that employee.
You don't expect just a little extra effort.
You try to pull a lot extra effort.
And, but they're, but for example, in the exceptional range, they're limited to a maximum to
percent of an increase.
Whereas if you're at 85%, you know, when you're in exceptional range, you'd get up to 5%.
And so it is, you know, that does provide a little bit of limiting.
But you want them to still have incentive to show up and perform at a high level.
And I really do believe all our staff do show up and perform at a high level.
But our performance evaluation don't come back.
And well, I think everybody's exceptional.
And we're pretty conservative on handing out exceptions.
Okay.
So short answer is that it wasn't offset.
I can see it in the way.
So.
Hmm.
Any more questions?
Okay.
I have a couple of my sir.
So first of all, one of the biggest factors that in this that it's hard to draw a comparison
on is the difference in housing costs.
When you go from.
Preston and to the average house cost and British Columbia, which is over 230,000 dollars
higher than a question.
And then you have places like the URL, which is over.
Posted to 750,000 dollars higher than a question.
You're trying to classify everybody in similar wage.
And you know the cost of housing that we save thousands of dollars a month on mortgage payments.
So when you draw that comparison, there's an advantage to living in
Preston.
That time should should be measured in dollar somehow.
Because there's some in fair compensation.
If one of our employees decided that one and move to view royal tomorrow.
Because they have a job that pays the same and the title is the same.
Yeah.
We cost the money.
Yeah.
In wages that they would have spent on housing would not make it feasible.
Assuming they don't have equity.
And to me, they don't have equity credit.
So I find a little difficult to draw comparisons between the different jobs and different communities
for that reason.
Secondly, every one of these jobs has a job title.
We don't know if the job description is the same.
Because in some of those jobs, we look across positions.
Some communities that fill more positions.
Some communities that fill two or three positions in across that range.
So we, again, we don't know if those employees are doing comparable work for comparable
because we don't, we're comparing job titles, but not job descriptions.
So it's hard for me to draw what I would call a fair comparison across those communities to come up with the decision.
And thirdly, when you look at the recruitment and retention.
We have not perceived it to be a problem here.
It probably one of the reasons is our reasonable cost of housing here.
And how much money that could potentially save somebody.
So I have some difficulty with establishing a wage exactly by doing this comparison without
considering those factors are putting any weight on it.
Because I see no weight on those comparisons.
And when you look at the fact that 74% of our rate payers are residential.
And on those, we have high percentage of them are elderly and in the fixed income.
I have a hard time justifying this to people that are asking me,
why are we paying them at these wages?
I'm not saying they don't deserve it.
I'm just saying I'm a comparison.
I just don't have the correct waiting factors for me to say as a mayor.
Yep, this is the correct way to do it.
I don't know how to fix that.
I don't know how you can answer that.
But we're the ones that have to justify these wage increases and explain why we're doing what we're doing.
And again, I believe in fair compensation.
But I don't know if you consider it any weighting to this,
whether this is actually the best plan for our, our town or our employees.
And so I do have to state that because it concerns me very much.
No, that's fair, your first day was.
Third, third survey in the last survey we did in this one as well as we did.
Job matching.
They generally come back and it's hard to put weighting on not because.
Somebody taking off that they think that their job description matches ours is pretty subjective.
And so I didn't go into a great detail because there is one job that was matched and that I didn't, you know, that I from a CEO perspective, I didn't feel was a good match.
But you know, so that's a very hard subjective thing to do and so really.
The idea of this was to take some of that subjectivity out to me as broad as we possibly can in terms of, you know, that comparison.
Again, I even looked at when you start pulling data out going to slow communities.
You know, it's, it's.
It's what the market is.
You know, fair fair comment for the cost of living in places.
You know, there's, there's certainly, you know, for somebody that's young starting out that's certainly a fair statement to say that.
You know, the cost of living would be higher with somebody with equity.
That may not be the same conversation.
You know, so I wouldn't want to, I'm not trying to second guess what our employees think or how they, they perceive things.
But, you know, I certainly have had conversations with staff like this as not.
You know, some of our staff know what the market is.
And, you know, when they're.
You know, I've been, I wouldn't want to discount them or what I want to say that they wouldn't.
You know, if you are, maybe that's a good example of where they wouldn't go, but.
There's other may gather communities in there that they would.
So, I'm not, I'm not sure.
I'll that sort of.
Play them people's perceptions for their desire.
No, yeah.
Yeah.
I just wanted to.
I go that I, I have the same question.
This is the man and the same concerns.
And that I have to drop out of the meeting to go coach volleyball right now.
So I'll let you all take it from here.
These, these likes.
How lucky.
The counselor home.
The one thing that I noticed in this list of communities.
All, um, you know, they said there was only 19 communities that had their.
Pay scheduled available But communities that are near to our population.
population. There's only about a third of them. I don't know if you're increasing that at all would have a bit more of a public.
So understanding.
But we sent the survey up to all three by the municipalities. Those are the responses and some of them were validated with civic info to be other self-reported.
Right. Which we sell for.
Yeah. Oh. I mean, I feel like some of them. I did a quick just a look and smithers. For example, it's very close to our population. There's.
Sophie report does list all of their positions with the wages.
The jobs. Sort of an aid. This was trouble. This statement of financial information. For example, if you look at my salary. For example, the last two years.
Thank you.
Okay. Thank you.
It's so the issue is.
We're ready to make this motion today.
We want to defer another meeting to we want more information.
If there's a get. I do have.
And we are getting to a budget time, where we are already tying up part of our budget with this, which is, again, it's fair to do.
But I'll be ready to do that.
And that's my question.
I could ask for a mover and a seconder.
And if we get it, we can then discuss the actual motion.
So I will do that. I'll read the motion help.
The motion is that the report title and boy compensation review of 2025 data.
Not 12 or 14. It's 2025 from the CAOB received.
Then Council approves the inclusion of this.
Actually, two 168 or seven.
Correct.
That's the revised number.
It says that.
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a bit more than a landing, the update factor to much, we'll see you soon.
MPI for deliberation, that allowed coming meeting of council, that council directs the chief and administrative officer to engage exact staff on considering non-monetary recognition to assist reducing future compensation increases, and further that council directs the chief and administrative officer to communicate the upcoming policy amendments and budget constraints to exact staff.
Do we have a more, will by council or do this? Second, if I'm councilor Baldwin, discussion on the motion.
Councilor Hudson.
I think for myself, I'm a bit concerned about moving forward with the existing motion the way it is.
I personally feel that there is value in getting our employees all to that 20th or 60th percent algorithm, recognizing sure that some employees have been moved up from other roles.
And so there's salary, maybe, didn't quite increase as much as to the new role, but I, I'm just concerned that, you know, we're potentially looking at sitting in 2029 if the will says that we're all sitting at this table.
Looking at another chunk of employees sitting at the 60th percent, how that need to be moved up.
And so seeing a plan that just gets, let's start there, and then has regular salary increases yearly along with merit-based increases, which can, you know, keep certain plays, meaning or exceeding expectations.
It seems like a better way to manage this from a tax purpose, it's more stable.
I don't feel like this is stable.
But I also feel like it's really important that we get our employees to that 60th percent algorithm.
I think this initial increase is really important to do, but we need to have a plan that doesn't keep seeing us dropping and having to do these big chunks of money.
To get our employees up there really quickly over and over.
Yeah, I'm just wondering if this is something that can be done closer to budget time when we are looking at our next, like, your expenses.
And so then when we look at that one, wait, for some tax increase, we can compare it with the other things that are happening that will also be like we don't know quite a few other things that will be coming up.
I think that's exactly exactly that.
I'm just wondering if we have all the information at the table, or are you close to that?
That's really, it's not.
Yeah.
That's what we're doing.
Yeah, I agree.
The answer is, in this motion, it's saying this will come back to us for budget.
And so then we can look at our full budget at that time.
And it also is saying it's going to come back to us for deliberation in an upcoming council meeting.
And so I'm happy to continue on with as as red with staff hearing the concerns.
And bring to the more information to help us out into deliberating this forward.
I'll turn it over.
I think the thing for me that Chuck out was that it, it wraps everything into a large number that he's daunting.
But if we were able to try to figure out either on a median or an average, what this actually means on a per employee.
I mean, if it's next year every employee on average is going to get $5,000 on it.
And the year after that they're going to get $5,000 on it.
That is actually a chunk that we can wrap our heads around.
But I can't, I mean, you know, when you're looking at 277,000 dollars over the three-year paper period, that's going to go up.
You don't know whether or not that's realistic reasonable on a personal level on an employee level basis.
But I mean, if it was, it's going to go up 5,000 next year, 5,000 year after that.
And a couple of thousand dollars per employee after that.
It's more defensible.
But right now, the people who live in town, who are making $20 dollars now are looking at holy crow.
This is a whole lot of money.
It's a quarter million dollars over the next three years that it's going to go up by.
That seems like a lot.
And also being packed on taxes.
So if we see this again, perhaps that context would be a little bit more powerful.
It might be easier to understand.
Because right now, for just saying, it's going to go up by a quarter million dollars over three years that's.
It seems a little bit out of touch, a little tone of or the current market where we're talking with sessions, some of the other stuff.
I don't want to be in all of the year to be.
But I agree.
I'm really, really, really here.
That was just the worst case scenario if you got everybody up.
That some wasn't tied in months to talk to people to general with the actual cost as so I appreciate.
You know, that concern is is it's not going to be everybody's gapped up to that 60% type.
I've got every individual.
Yeah.
That's their own circumstance.
So it will be less than that number.
It's just it's really when I put this together.
And because we're heading to the budget, I need that direction that.
I can put that together.
I still don't want to stop even if it.
It has three quarters of that number.
That's something.
It's still going to be surprised.
I'm going to shock everybody.
So this is the sticker shop thing.
That's all.
But we did have sticker shop in 2022 as well.
Did we not?
Was there not a big number?
There was a big number.
But again, we didn't actually fill that gap.
So if I went back and showed you exactly what that gap.
We probably didn't even cut half of that.
Because the individuals that were involved, you know, there was reason to teach them that certain wage scales versus going through the 70%
Where it fell apart and it grew more was just quite simply.
Not having that ability to move people up as they gain experience.
So if somebody's brand new and that 80% off, or that 85% range.
And we have no money to give them the marriage and it pretty soon.
We only give them 75% of CPI.
They're following that much farther behind us.
The market keeps going.
So.
I wanted to just be very clear.
We did not gap up on anyone thousand last time.
Not even close.
And I don't suspect that we'd be gapping about the whole entire number.
And so for example, that 60,000 number for building contingency.
Like I said, that would be based taking the entire payroll and getting everybody 3% increase.
Probably not very realistic.
Right, so again, but I needed to present something to be able to put context to where to run.
But I do think her employees expect a bit of an increase rate of in salary each year.
Well, they're on for the update.
Which is, yes, the CPI.
They're the folder.
So maybe 5% of it.
It's 70% it's it's the marriage increase.
So if you're an 85% and you're a new employee in that physician.
Only getting the update factor will never leave you closer to 100% rate.
And that's the bite.
That's the budget piece we get budget for to be able to keep you.
That's not your safe car.
So I could call the question on this.
Or we could ask for an amendment to the motion.
We've got to call the question.
I can just call the question.
No problem, question.
I'll in favor.
I can't.
Three.
That motion is carry.
Right back.
Back.
And none of us are moving to a few row.
It sounds bad.
No.
Yeah.
I think it may have some influence on our budget deliberation.
When we say you hold another.
And think we may have to decide not to do.
But I am in favor of our employees being fairly compensated.
Yeah.
And there's certainly the methodology here.
Yes.
That's no question.
Who finds training?
And I do see a group going to tell us how much money we have.
I'm not sure.
I'm as you got.
It can find.
He doesn't know yet.
He's gone here.
So let's move on to financing.
The press for decision from the CA or regarding the third meeting.
And adoption of permissive tax exception by law.
Just I don't know if I'm going to come back.
Cool.
So I think that well, this is just for the reports literally just for the adoption.
Third reading and adoption of the purpose of that exemption.
So you had this previous meeting.
You did two readings of it.
There's been no changes to the dialogue.
It's just presented.
It's considered a herd of reading and adoption.
Yep.
That's a lot.
And I just asked a quick question.
It talks about you qualified for up to 10 years.
Are we at any of these listed entities that are tax exempt that are hitting their 10 years?
And what happens to them?
And then I hit 10 years.
Third answer question is, is that the legislation allows you to provide a tax exemption for
not actually 10 years in one by law.
Yeah.
So you can forever.
Yeah.
But you can't do any more.
You can't do a single decision on the exemption that it seems 10 years.
Well, we do a three year by law.
So it's every three years.
Okay.
But we don't track how long a person's a day.
We don't.
Time out into.
No.
That's it.
Only one.
You can only have a by law for a British attack.
That's it.
Okay.
Good question.
Okay.
Which.
Motion is that the report title.
Mr. Taxes.
Motion by number two.
Zero four.
Two zero or two.
Twenty twenty five.
Data on total 14.
Twenty twenty five.
You can see.
You'll be received.
And further.
That permission.
That exemption by law.
Two zero or two.
Twenty.
Three zero.
Fifteen.
One score.
Twenty.
Five.
Twenty.
One score.
Twenty.
A seven minus.
A seven, a seven.
Four.
I see.
Two.
So it amounts.
shock.
Thirty.
Number.
motion to adopt the protection by the number 204 to motion to
fems of areas, second and third and third.
Baldwin on the favor, which means carry will move on to
community services request for decision to move
to community services regarding building applications
service level policy should be building permit for building
application.
We've invested with the development application
policy which is to not be using with the
development of applications,
course on the very interest.
So what we have here is in order to remember
reasons why we need service level policies.
Essentially to define our processing timelines for building
permit applications as well as to set a level of,
you know, we're going to respond to you within this
period of time as far as infections go.
The manager building in by one, I worked through a
service level policy which essentially gives 20 days
business days to get a building permit.
It's like a little bit.
And the three days for building inspections to
community back these coming up.
If you recall the one that I brought forward last year for
development, it's a very close year of that just
that building.
So our regulation is to adopt it.
I'm sorry.
I have a quick question.
So like there can be reasons why there's delays.
And often that's because the application isn't
clearly enough conceited.
So do we.
Is there strategy for people submitting
applications to make sure they're fully submitting
all the information so that they're not
perceiving that there are great big delays
in getting their application approved.
Yes.
So I mean, and that's part of where we know we are working on
our, I did our building by the, for example.
So having a very clearly outlined them once
expected is certainly helps with that.
There's times that we might think that an
application has everything it needs to and we don't find
and we don't really get into it.
That's always saying this piece or that piece.
So there there are always going to be surprises in looking
through any or could burn this so we work with.
So but I think it's just the communication piece and make sure
that our building by the laws and policies are clear.
Now the 20 days certainly builds in the buffer
with lawful in takes.
But if it's easy, you might get up to that level.
But if it's, you know, standard, you might be at a couple of weeks.
And it's just really nothing else coming on.
You know, you can have your program for a week.
So it's really the high end level.
And so if we start slipping below that, you know,
that's going to start having conversations with both the staff.
And then, you know, and continues with council rights.
And look at the service levels.
Is this something to bash for?
Go there too.
Okay.
I guess I can read the motion.
And at the report title on all of the SCRs,
as Sharon zero, five dash zero zero, two building applications.
So this level data level 1425 from the Director of Community Service will be
received.
And further, that council adopts that same.
But not a policy.
I'm sure I'm holding.
Section cultural area.
Please, discussion, all in favor. We should be carried. And actually, we have a request for a decision regarding official community plan amendment, file off.
I want to spend too much sun getting into this one. You were, it was last meeting on the one before.
I would put this into detail. But essentially, bill 44, the provincial housing statutes, several 31sts, our deadline for OCP.
Visual community plan changes to meet the targets that they set out and meet our housing goals as in our housing units report.
You know, the good news, which was we indicated you for is that we're, you know, well situated as far as available land that is selling for housing.
In our residential areas, it's three or four times higher than what we actually are required to have by the province.
So really the OCP amendments focused around just enabling that that atmosphere or that providing enabling policies for the community to proceed in that direction.
So we had the dwelling unit projections that were included on our map, designations, new to the base.
And, yeah, new policies specifically are on affordable rentals, special needs and scenarios and housing, your transportation and homelessness.
And now the production.
And it's, we're on to our person second ratings and that is.
It'll have to go to public hearing. So that'll come next.
The question.
I know will you ask something on this and it's some housing policies that are best of quality.
We have a list there including homelessness and risk of homelessness.
And all it says that we can, we give our policies. It doesn't say what, so it says what are your policies.
We could say, well, the Bible enables us to develop the policies. That's basically practically the point is that our policy on the right, the social housing.
Side of things is do encourage nonprofit development of these things.
As opposed to.
There's not so.
It came up with a coffee talk as well.
The language in there is not precise.
It's not intentional in a way where we need a plan.
Because you don't want to let yourself to a specific direction.
You want to maintain us as the organization.
The ability to be flexible.
If you're timing an execution of policies.
Which is why, for example, you do all this work on land use designations.
And then you still have the zoning by that goes into greater detail.
So it's a overarching framework.
And then you know, find the best fit with the OCP to other policies in violence.
The motion is accounts and receives the October 14, 2025 request for decision.
I will OCP amendment by line number two zero or one twenty twenty five first and second meetings with the grant of community services.
And further that official community plan amendment by line number two zero or one.
Twenty twenty five.
You read the first time by title second time by content.
Motion two.
Traduce.
Second council volume discussion on favor.
That motion is carried.
Moving on.
You.
Question for.
I'm.
I'm working sponsorship for how we music event.
So this is the one to the party in the park that we had earlier.
It's spring here.
St. gentlemen.
And he says came for council sponsorship and amount of $1.00 dollars.
We'll take the report of booking fees.
He's posting a.
All the way to music event.
All the way like five to nine.
And free admission and all that.
They do all the way up and everything out to us to.
So.
Yeah.
Our recommendation is to go for but I don't know what's in your sponsorship.
Yeah.
That's about $700 in the advertising.
I'm getting the year and.
Yeah.
And so the motion is a council received this report.
Kind of an open.
That park.
Okay.
Sponsorship request for information.
The further the council authorized the sponsorship.
But the Halloween party in the amount of.
One hundred dollars to be allocated from the council advertising.
Okay.
You moved to council.
So.
esque.
Please.
We call you up to the council for ballroom and second by council hallinal.
that question or favor.
motion is carried and that wasn't clear there if we.
You have the ability to just Do weight the hundred.
Our feet.
Do you do not have the ability to weight it's.
None of my topic.
things in your service or your right way but you can include specific things as
exceptions in your use in your service but no it'd be hard for you to release something
yes yeah it's true but it could be that you could have more exceptions than that
than you do right we cost less just to donate a hundred oh my god they were there this request
footage from the director of community services regarding well chp is only one of the
fileness of the event was very early on but 60 20 put rolled in 16 20 hello this is the
spawn and and and and and and and the
biggest is it's everything property so this is this is presenting the
the by a lot of package for this is final proof the official community plan and by a lot of
design by a lot of sort of their option at first point use in the both number of times and
bill of variance permit referencing the the covenant which is now registered on title
yeah so I think the important thing is that this development permit for the bill of variance permit
varies the worst in service as a by-law to allow for a fire flow for the commercial value from 150
liters a second as it is now to be 82 liters per second as it is a suitable system and the
covenant limits the development to them was appropriate with those fire flows maybe into this one
provides some time you I think we're familiar enough now to make the next take the next step here
and that's that the total 14 20 25 report title 16 20 what rolled by laws adoption and dvp approval
from the director of community service and we've received and further that the official community plan
amendment by a lot of the two zero three seven 20 25 be adopted usual two by counselor often second
counselor Holland discussion all those in favor or should is carrying and next is the amendment by
number two zero three eight twenty twenty five four is option but she's not the same by-law is there
city different what's this for now this is a different by-law from all your discipline yep we didn't know
what it was so no no that's no information with it that was the way that I was questioned
it's just
like it was a little hit that's what we just don't know
again and I can tell you exactly but it's near yes it's one off of the law I mean you're just
sort of giving them it if you don't have it in your day so the amendments are too
exclusively abings on and that to the reason the proper even 16 20 the road from
as a job in our department commercial with it and it's a virtual neighborhood zone and
to amend the principal uses of that zone to include indoor recreation and retail specific to the
property located at 16 20-hood road located at the description
I wouldn't want to hurt actually I was just about to back in some of the way that the only amendment by
number two zero three eight twenty twenty five be adopted an ocean by counselor in part in second
and by counselor it was John and I'll favor that was you but I'm about to adopt it and do this again
and is this one also so see you in the next one is it is it is
I mean the director of community services regard I'm getting I'm getting
version. Yeah, it just has a weird being approved. But we should know that quite a number.
It is listed in the original option of the first document.
It is.
Yes, I'm going to answer it.
I'm going to answer it.
Okay.
There's a long way to go with that, but I think that is.
There's no, there's no this. If you're worshiped, you just need to build your
research.
Yeah.
Well, we'll make the motion that you've opened.
Very, very primitive.
I'm going to divide that shell to be approved.
Because it has had to be this reading.
Yeah.
Then I see.
Okay.
It's the adopted group.
It's a second group.
This is also the group.
Okay.
Yes.
Well, we can do this all the time.
Oh, yeah.
You added a text to your report.
So we go on that.
Yeah.
Okay.
So the year.
Okay.
The year motion for the only amendment.
I was already there.
Got that.
So yeah.
I just wanted a seconder.
Mm-hmm.
I'll serve all the second, like, down to the bottom of the fair.
Yeah.
What was your news carried?
So now that should put the bed.
I'd rather.
I don't know.
I get.
I'm embarrassed for you.
We sit down.
I don't know.
You'll go there.
Yeah.
These do.
Uh, they don't use that well.
Are you using it?
So you can sit it run away.
You know.
It's a little bit.
Yeah.
You press for decision regarding the press and value.
Our court run away and extension.
That's from the director of community services as well.
I believe.
No.
Pat the baton.
It's already.
Just work for all the general.
So I'll try to keep the really, really brief.
It's hopefully not as complicated as the report.
So it needs to sound.
But.
So long and short of it is that.
Um.
We did the airport master.
I identified in there was the need to extend the runway.
Um.
You know, and that was in the 10 year horizon.
Well, within the next 10 years.
Um.
One of the things though is that the.
Contractor for Carson or the contract for BC.
Is operating their plan needs under operating to a larger plane that can't land or exist from so while we don't know the timeframe that that will entirely take place I'm going to assume that's going to take place over that year or two with three.
Um, but you don't want to wait until they replaced other planes.
They just don't land things.
So.
Um.
only thing that we have that we can apply for annually is the B.C. Air Access Program.
It opens every November to December.
So what we're going to be able to do is get that in for grants,
consideration as a shovel ready project to do that.
We need to get engineering, engineering and costing time.
We don't have time between now,
but to get that done, to seek the approval from the regional district or work out.
I still have to get an agreement with the regional district for the service,
funding and asset management.
They go whole big piece that has to be done.
But not to delay this.
What we're suggesting is that we just guaranteed that we're going to fund the $40,000
that's our asset.
I will work at trying to get the money cost recovered from the shared service.
There's also an opportunity to apply for a grant to the community
directed funds, which we can get some of the money back through the regional
electric outlet.
But just on the short period of time that we have,
we need to get HMRA working on the engineering,
it's impossible.
So really the report is really the simplicity of it is.
We just need council to approve the $40,000.
Yes, there's a risk we may not get that money back.
We can capture that within our capital and operate much of this year.
Under budget for some of the savings we've had through the year.
So $40,000, if we didn't recover it, it's not like we're going to be able to
budget or something.
But we won't be able to access the air access fund,
which is saying that no, we need to be able to apply for it.
First week, it opens.
First week in November closed has been December.
We need this engineering.
But I miss something in terms of it.
Yeah, we need this to apply for it.
That's it.
Yeah.
I didn't accept.
I can't read the motion.
Then the report title funding.
The engineering cost of runway extension data.
So 14.25 on the CA will be received.
That council authorizes staff to engage in HMRA.
We provide preliminary engineering design and cost that to meeting services for the extension.
Runway 15.
33.
And preparation on turning base that the runway at runway 15.
33 thresholds.
For the estimated cost of $40,000 in $50.
And further that council direct staff to request cost recovery.
In the regional district of central put the service to 40.
They're part best in areas B and C in area A.
For the preliminary engineering design and cost-nastimating services.
Motion to come to Holland.
That can come to Baldwin.
Scussion on favor.
Motion is carried.
And if we don't do it, there's things that's taken view.
Turned out.
That was good to hear.
So that's a good one.
Thank you, Services. We've got forward decision regarding UBCM, community, emergency preparedness, fund,
yes, that's a quick and training recommendation.
Yeah, so we are in partnership with the regional district for yes-ass, which is emergency support services.
So they provide services to individuals that may have experienced a disaster. It can be a house fire,
so they're displaced, it could be a flood, it could be a number of things. And so this program is volunteer-based,
and it does require some, you know, it made work and some bigger ship and some management to it.
And so the regional district is just asking for support, you know, applying for a grant,
to be able to, you know, hire a part-time coordinator, you know, and just engage more in the communities
with recruitment and retention and just to make the program more robust across the region.
Well, that's it.
Thank you. Any questions?
Hearing none, I will read the motion that council approves,
we'll use a different set for committee.
To apply forward, we see a big message to UBCM, community emergency preparedness,
fund, ESS, equipment, training grant, funding, and behalf of the council.
Or should do council areas, second, the council of dualists, discussion,
non-favorite, or should be scary, and it's able to through recommendations to the committee in the home.
And the recommendation number one and two, the regular committee at the home held on September
60, 2020, 25 be adopted as follows. Number one that council receives is September 16, 2025 council
direction request panel, OCP, and total amendments, which are legislative requirements from the
director of community services for information. The council direct staff to proceed with public consultation
and referrals is outlined in the report data September 16, 2025 from the director of community services.
And further that council direct staff to present a kind of official community kind of amendment by it
all, intending to address requirements of the provincial government as outlined in this report that
an upcoming council meeting, recommendation number two. The council receives this September 16, 2025
council direction request title, we municipal fund local leadership, or climate adaptation, climate
ready plans and process grant application for information. And further that council direct staff
to present a grant resolution for application to the 2026, we municipal fund local leadership
requirement adaptation, climate ready plans and process, this is grant for consideration and upcoming
council meeting. And the motion is made by everybody's still awake. Yeah, hopefully do
much. I can tell it's a lot in discussion. Well, favorite, most of it is carry. We have a little
to correspondents and we have a first of all we have a letter from Kathy Peters regarding child sex
trafficking in British Columbia. The motion is that correspondence from Kathy Peters,
we received regarding child sex trafficking in British Columbia and further that. I think there was
a letter attached. Actually, the government, I believe that's correct. I remember that on that
long ago. But the afferter is that we would support her request, I suppose.
We need to have a statement right in the frame here and ask the government to reverse the harmful policy
that fully decriminalizes hard drugs. That's number one. That's whether they ask. Yeah.
So this re-asked things. And then how would that be part of the movement and remove
to remove bones from all schools? No.
Educated over the federal protection of communities and exploited persons act.
I don't have enough information to tell you. Yeah, I think it's kind of a take where I'll
get ready to come and just want to receive it for, let's receive this post-pondentant.
I think so. Maybe we can maybe are the sexual crimes working through maybe once to remove
this letter and see if there's anything they want to action from. Please forward it to them.
I'm going to defer it to them for to bring it back as well. Not coming counsel, ladies.
Yeah. Maybe we can be talking to these other asking for this type of immobilization.
Or involve our CNP game because that's that's who they're talking about.
And we've got it done so already. So we'll be seeing the information and deferred to the RCMP over
clarification. It's kind of an explanation and return it to an upcoming counsel meeting.
Yeah, get the bill. Yeah, that does. Okay, but we're not really qualified to make any kind of
these asks. It you made the motion. We have a seconder.
I think that's what I think. And I think that's a total of all in favor.
I'd like to make decisions have it. I didn't know that's a lot of the talking games over.
You did. There's a lot of it. It's good. I'll figure it out. That's a rotary club.
Press the value regarding permission and support for the destruction of a trail.
When she occurs to be part 16th Avenue in the industry. The correspondents from the rotary club.
We received and that. Yeah, and are they asking for a better support?
They want us to build. Yeah, they go ahead part.
The mission does it out. We want us to improve them doing. So they see grants and a letter of support. Yeah.
Can you receive it for information and refer to staff. Thank you. That's what we need.
Now you read my seconder. I'll second that. Thank you. Thank you. Thank you. Thank you.
I'm so involved with all of favor. Motion is carried. The next motion is the correspondence from the
Crescent Valley Cycling Association. Requesting a letter of support for the closed window mountain bike.
The other network we received and further that the mayor's authorized to write a letter of support for the
Crescent Valley Cycling Association. Proposal to develop a little.
I'd like to create a letter of opportunity. All in second, counter,
discussion. All in favor. Motion is carried. So we'll be a letter of support for that.
The second section. The next is a correspondence from ConeonPlyman Services requesting council
proclaim a total as National Disability Employment Awareness Month. We received the
further that the mayor's authorized to proclaim October to be National Disability Employment Awareness
Month. Awareness Month in question with the Town All Building be lit up to purple and the blue colors
on the 16th. That's coming up very quickly. It's really nice to have sex with us.
Are the lights set up? It's two days. We didn't set the light. The blue light up because
they're not this a timber and it's like, oh dude, that's the blue light. You do it. I can't
buy me time. It was not for you. Those did have sex. All night, I can buy. Yeah, you're all there.
So we'll be set up. Yeah.
You also like to make the motion? Yes. I can't do that. That's good. That's good.
That's good. Can I tell you all the discussion? Oh, just one thing. Can we have numerous things in a month?
They question. They question. Yeah, there's a lot. That's good. I think the next one is also,
because it's also an auctioner. Yeah. That's good. We're not going to want to want to take in a month.
Okay, great. Yeah. I was going to change the color, but that's okay. All of the favor of the motion.
Thank you. Okay. Thank you. I'm sharing. Okay. Corrected. Next is the decor's bonus.
We will be this chair. I'm children and family development. We're requesting a
collaboration for foster family month. We receive and further that the mayor's authorized
cheaper claim. The month of October to be fostered. Family month is fast again. We're going
to go into it all, because it was good. It was good. No, no. No. Okay. That was really sexy.
That was very, very. I'm very sorry. That is delicious. That's good. Very good.
It's a very important question.
And we have a lot of questions.
Yes, sir.
It's up to you in five motions to go.
Yes.
A pressing, no horizon, senior,
Society of the Guarding,
Support of the Royal Press,
Building the correspondents.
We're addressing support in maintaining the Royal
Press for all as a community facility
if you receive and then they're asking for
and further that.
But I think,
rather than further,
it's been referred back to RDCK.
So I think we will reflect.
Right.
You've heard this.
Back to RDCK.
Yeah.
That's okay.
Thank you.
We'd like us to forward the letter to them.
Would you like us to forward the letter to them?
I believe they have it.
I'm sure they have it.
But we wouldn't heard it.
We forward it.
Yeah.
I'm sure they have it.
But we wouldn't heard it.
We forward it.
Yeah.
Well, let's have a little should here.
First of all.
It comes to Baldwin.
Second comes with Holland.
On my favorite.
Which is scary.
Next at the Onands.
Regarding Street Biding and the sidewalk along
First Avenue on West.
The Corps of Finance.
From the Onands.
Regarding the consideration of additional street biding.
And sidewalk along First Avenue.
And working.
West.
Quest and we received.
Further that.
The be different staff for further information.
Yeah.
Okay.
Yes.
Have some wellness.
That can come from the bottom.
On favorite.
Should this carry.
Next is a correspondence from Dr. Sunland with the Canada requesting a donation to their
annual fundraising bank that we received and further that Council will prove the donation
of one town of Crest and Duffel Bay.
One had three golf shirts to Dr. Sunland with Canada to assist with fundraising for their
annual bank fund.
One of the two councilors do is I can get council areas on favorite or should carry it.
And again, that's live at the time I think was so frightened that it was public, isn't
it?
And next is Crestland and Belly then Society that discretionary grant application from principal
identity society you receive and they're asking for $1,500 so I'm asking here for the
more of it to suggest than about it.
We only have $600, $500, $1,500, $1,500 in the discretionary fund.
Okay.
That's.
How would say five, $1,500?
You know I'll deal a little bit back because we're still have this I'm would be gonna have
an ass from the volleyball this year and how, why once the cut off again and over here, December.
December, December.
Okay.
I mean it's kind of the argument they dominated our coffee top table but the point was that they
have expenses, 10 times of that, about $1,500, so in other words, they're on fumes,
with no other place send, it's feeding people and stuff like that. I think it's, as compared
to something wrong, so because matter, I think, I would be going, I would be going the $1,500,
and I don't think I'm going to. I think, as the what that's known we want, if we can't resolve
anything else, in that time, this is more than a token amount. I'm purely politics.
I would, yours would be 500, so that's the motion you're making, so if somebody seconds that
send out, I'll defer until we've all done that. I'm pushing between, that's it, woo.
Yeah, we have no motion yet. Yeah, motion, that'd be a second.
You can re-word your motion if you'd like. Honestly, I support $1,500, because they are going to run
out of money and they provide a very valuable service center community, and if we're going to stretch anything,
I recommend you stretch this one. What if that, that's what?
That's what? That's what I don't know nothing. That's what it's called. It's always paid, oh, that's it. Yeah,
and tell this number. They're the first. I do make a motion that we do $500, and then come and
in here, make, make an ugly decision. Or like that. I like that. I'd like to
pay you up to a residment or what they have. They could make a motion again and request a
December for more funding. You could have done that. You could refer it to an end of December.
You could make the motion for $500, and also refer the balance to a December meeting for reconsideration.
Okay. I like that. I like that. I like that. I don't think, man, I don't
what they're concerned with. They're like, why would we put it all to them? They just want to
just in case other people ask for them. You mentioned the quality of all team comes in. I'm a bit worried
about the December those young kids sports teams that come in and ask for funding or if you'd be here,
would the expectation always receive it? That's right. We don't have any. But, but, I also, I know,
this isn't pretty pretty good. I don't, I don't like the idea of deferring a personal commitment,
is very tentative. There's nothing else to actually say. It's what they didn't pay for clients.
It's now. I don't need to be advocating on their behalf directly, but $500 is just kind of like a
look, warm response from her. And they've got enough reason to hate her saying this.
Is it $1,500 asking? Sorry. Yeah. Yeah. $1,500 asking. Yeah. I'm sorry.
You're worried for their sports stuff. They're still a little bit. I don't know. I mean, I always
defer the sports team's request for a month because we could say we can, and we can actually grant you
consider your request in a month. Is there, do we have any other revenue streams available for those
sports teams and things like that? That would normally happen. That's our decision.
I've said it. That's all for community needs. It restarts. Yeah. I mean, I would say that
over, down probably leads it more and over to the ground. 1568. So, it's not.
It is. And we have 500 life in our oven. I was enticing. We've got our six cents.
It says we spent 100 or 100, 100, right? Or it is 600. That's six hundred. That's six hundred.
That's six hundred. That's one hundred hours. That's one hundred hours. I think. Yeah.
It's 16 to six feet. So, we're going to have. So, it's good. And you can, you can tell.
We can move your body around in your budget. Yeah, that's what I'm wondering.
It's a way to further worry about, you know, sports team coming in, if you have 500 hours in our time.
Yes.
You know, that helps.
They tend to ask for it right around Christmas time, right?
It's something that we speak to men.
It doesn't feel January.
Thank you.
That's fine too.
If that's all we're worried about, you know,
it's those requests for $250,000.
Yeah.
That's set up.
Yeah.
I think it's not a good problem.
We'll help find helping out budget too.
Okay.
Was my motion seconded?
No.
We're the motion.
I was just going to do the friendly amendment.
If it was seconded.
Seconded.
Then I make the motion that we do the $1,500.
Seconded.
Dr. Baldwin.
Any further discussion?
All in favor?
Motion is carried.
And although the taxes are helping and establishing a shelter,
they haven't really come just for money.
So that's it.
That's it.
Actually, very pleased.
Thank you for that.
Right.
So that's it.
Of course, Juan's from Mr. Fierke.
That.
Regarding speed limits in Eric's street.
You received the further that it would be deferred to staff.
Imagine.
This is.
Eric's.
And it's actually out of our direction.
Fiction was it.
Eric's at home.
So that's it.
Half a minute.
No.
It's not that middle.
It's it's owned by the ministry.
It's owned entirely owned by the minister.
We traded the.
Our side of the road for another vote.
How.
Australia.
It was.
Yeah.
Now, sure.
So we can receive information.
Now.
Good corporate officer to told them that it was also time.
So.
Okay.
It was the expected response of it.
Okay.
So we can just receive it.
Yeah.
Post your two.
After one minute.
Second counts are hot and all in favor.
You shouldn't carry.
It's.
And of course,
Juan's been a minister of housing.
He was supposed to go to the fair.
He's called.
Oh, he's called.
Yeah.
He's.
Or he know.
And I think we've let this.
I think all this perceived it done.
Yeah, I believe we have.
I believe we have.
I believe.
That.
Believe.
partners from Canadian Pacific Cancer City Railway, advising that the holiday train will be returned
to the rest of the year. On December 15th, you will see that most of the two counts are hollow,
so that kind of counts are bottomed, all in favour, which is just carried.
We will make a release around this train.
What is it that you know about the holiday train?
Make a release, make a release, make a release for the holiday train.
Work and donations, but at least it is not important to be presented at the holiday train.
It has District 2 World Bank Uber regarding provincial directors with respect to land use and community
planning. That, of course, will be received.
We should too, Councilor.
Thank you. Thanks. I'm also involved in that with favour.
Thank you very much. Next is the course bonus for Mr. Phil O'Paris.
Regarding accountability and policing in senior government,
BBC Moshton. Two of the second counts are areas on the favour,
which is carried. That surgeon in particular, I have a not least council action list in part
in October 14th, BBC Moshton.
Councilor Hopkins, seconded counts are at Holland or at favour.
Moshton is very, absolutely.
We have the active mayor schedule in our agenda.
We are open for the party. We are involved. We are all involved here. Any questions?
Gold star.
We have a few change on the chair.
I would then request a motion that we recessed and reconvened.
We have pursued with him in the 90s of one seat.
We have relations and relations, but that's like the action of the two areas.
Second count total.
We are going to take a brief recess.
We are all in the motion.
I'm not going to take a quick.
Thanks.
I'm going to take a quick.