Good afternoon, everyone. And I'd like to call the regular council meeting of April 7th, 2026 to order and begin by
recognizing that this meeting is taking place on the traditional lands of the Silk Oak Noggin people.
And do we have any laid items here? No, no laid items, so I need a motion to adopt the
generous presented move, seconded, all in favour. And there's unanimous, thank you. And I need a motion
to recess to the committee, the all meeting move, seconded, all in favour, unanimous. Thank you. And I need
a motion to adopt the agenda of the committee, the whole move, seconded, all in favour, unanimous. Thank you again.
Just moving straight into the committee of the whole delegations. And the first delegation, 4.3.1,
is the dream society reopening life, music venue in front street and I'd like to welcome Richard
Kenning, and came in light burner from the dream society.
Well, I'll just jump right in, because I've got five minutes.
So good afternoon, yes, my name is Richard Kennings, and I'm presenting here on behalf of the dream society,
a new nonprofit working to open this October, a sustainable purpose-built performing arts venue at 67
front street. And you'll all recognize that this was the location of the dream cafe, which closed its
doors last fall. We want to reopen those doors with a new venue that will provide excellent
live music as the dream cafe did, but also provide community benefits beyond that.
And joining me today, our Kim Limerner, our president, Michael Mazz, our treasurer,
and we're here to brief you on what we're building and why it matters and to make three requests at the end.
But I want to start by recognizing Pierre Couture and Deborah Rice, the original owners of the dream cafe,
for building a national treasurer on front street. Their passion for live music carried on by the co-op
that ran the venue for the past decade is really the reason we are here today.
So the dream that we envision and are building, as I speak, is a 125-seat
acoustically designed listening room. We will have three or four concerts per week as the dream cafe did,
but we will be open seven days a week to serve the music and performing arts community.
So it's not just concerts. It's a home for festival like Ignite the Arts and Snakefight,
a recital stage for groups like Pamda, a rehearsal facility for local performers,
and a hands-on learning space for the next generation of sound and light technicians.
The dream society is structured to last. We are a community governed non-profit society.
Our charitable status application was submitted to CRA last week.
We're pursuing a liquor primary license to give us more flexibility in what we can offer on the food and beverage side.
Our board combines Canada Council for the Arts Experience, Public Governance, Business and Technology Leadership
and Decades of Performing Arts Experience right here in Pentectin.
We know what worked at the dream cafe and we're building an organization and a venue that can sustain
what the dream cafe proved was possible.
Now we want to give you a clear picture of where things stand. We've signed an 18-year lease with the landlords
and here I'd like to thank Ron and Prima Harris for their tremendous support for this venture.
On the fundraising side, we're just getting started, but the numbers are worth noting.
For example, $68,000 from 29 individuals, that's an average commitment of over $2,000 per person.
Building permit has been requested. It's in process and it's the critical path item for our progress this summer.
And it directly relates to what we will ask in a moment.
So we have a clear path to open the doors in October this year.
But the liquor license timeline is still our main concern.
It was just sent off to the province, so we simply asked that the city expedite their part of the process.
Considering there has been a venue with a liquor license set this site for the last 25 years or so.
So we're building this venue right now. The lease is signed, the work is underway.
But there are three things the city can do.
First, when we reach construction milestones and request inspections, please prioritize our file.
We're not asking to skip the queue. We're asking the queue to keep moving.
And I have to say city staff have been wonderful up to this point.
I'm not saying there's been any problems at all. I just would hope that that would continue.
So that's that's what we're seeing.
Secondly, we will be submitting a permissive tax exemption application in May.
We're exactly exactly the kind of organization that this program exists to support a non-profit society using their property for cultural purposes.
And so we are hoping for the city's favorable consideration.
And third, and finally a letter of strong support from the city would send a clear signal to donors, to grantors, and to the arts community as a whole.
So thank you very much. And if you have any questions, we'd be happy to answer them. If we need any more information, we'd be happy to provide it.
Thank you. And yes, we have some questions. Councillor Stewart and Councillor Gilbert.
Thank you, Chair. Appreciate your information.
And that you guys are taking this on. It's been incredibly invaluable.
Resource for our community for a significant number of years. And it needs to continue to breathe there and see life.
I struggle a little bit with the sort of juxtaposition of being a non-profit, but also appearing as a for-profit selling alcohol and food.
Those types of things. So I just wanted to clarify. I was hoping you'd clarify how you see utilizing any profit.
And other than investing back into the society, obviously, and I know it was super challenging in order just to meet the financial requirements of bringing in the acts that you had previously, and all of those things.
But, but recognizing that there's potential for it to be in conflict with other businesses in town that don't receive the same considerations.
Potentially, although just so you're aware, they very much support this and support you there.
Other live music venues that I've spoken with are 100% behind your successes, but it's just hoping you could flesh that a little bit, so I could wrap my head around it.
Okay, there's several things there. One, first of all, you have all the like venues we've talked to have been very much supportive.
And so we're really happy to, in fact, it's been a really people are so glad to hear that we are moving ahead with this.
Second of all, if we are a non-profit society, so we aren't allowed to build up profits and just get a bigger and bigger bank account, we will be, of course, investing some of those profits back into the venue, of course, as needs to be.
But there, you know, if in the future, we're going through a period now where we have a lot of costs that we're incurring, but in the future, hopefully we will be making a profit.
This will be a real successful venture, and that will give us, I think, the opportunity to provide some funding for other arts and performing arts groups in the city.
You know, we might be able to be doing that right now, our focus is on getting this thing going, and we think we have a business model that will be sustainable, you know, the former dream society.
First of all, was, you know, a private business, and then it was a co-op, both of them for profit enterprises, both of them struggled in the end to survive.
And we think that the non-profit model gives us some flexibility, a new liquor license gives us more flexibility that we can get through those difficult times.
Follow up, okay?
Sorry, that's a question. Are there, I'm just going to do the differences with regard to the existing or the previous liquor license and the one that you would hold under a nonprofit? I think there are, but I don't quite remember the details.
It's not the fact that we're non-profit, it's the previous liquor license was a food primary license, it was basically a restaurant liquor license, and we want to be more flexible with what we can offer for food and beverages.
And also it gives you the opportunity to allow people to dance, for instance. You can't dance in a food primary liquor license area for some reason, it's because it's British Columbia.
So that's, we want to have more flexibility in what we can offer the public.
We are renovating this space to make it more flexible, we'll be able to move tables and chairs out of the way to provide a dance floor if need be.
For instance, we have two stages, one small for single acoustic performers and a big one for the regular groups that come. So we think that flexibility is the key to success.
If I may, I'd like to add to the fact that although financially we're hoping to be able to share the proceeds of our efforts once we're up in really fully running and gunning, we're going to open those stages up for free to community groups.
So if we aren't actually giving them cash, we are at least facilitating their activities with no overhead for them.
Yes, we're good. Yeah, I think through the challenges to just comment some, you know, I didn't know that, you know, I did talk to your treasure a couple of weeks ago and excited to see what the new plans and the layout was going to be.
But also super excited to see that, you know, there's that that whole change of more inviting the community into the space as well, which I'm really super excited for and I think brings in new energy into that space and for the community as a whole with with hearts.
I'm really hoping that, yeah, this model that you're presenting today and yeah, and that the city will, you know, send a letter to support to push for, you know, what the dream society is is turning into and I think it's good for our community and glad that I still going to be continuing in the city of Pentectin and looking forward to the first show in October.
Thank you.
Okay, thanks for the grant. Yes, thank you to chair and I appreciate Mr. Canning's discussing the liquor license because that was going to be my question about grandfather and end, but there are some crazy rules between a food primary and a liquor primary, so I appreciate you bringing that up.
Most of my comments will come a committee later tonight or today. Your asks are absolutely acceptable in my opinion. I appreciate the fact that you've taken on this endeavor yourself in your board and in my humble opinion while I sit here, you'll always have my support. So again, I appreciate it. I'll have some more comments after today. Thank you.
Thank you.
And yes, speaking personally, I'm in the dream cafe as always, you know, it's been a favorite hunt of mine over the years and I think it's been an absolute jewel on the landscape of Pentectin and I'm more than delighted to see you continue.
And as you're aware of process in these meetings, motions surrounding your presentation will be dealt with in business arising later on in the meeting. If there are any. Thank you very much.
Thank you. Thank you for coming today. Thank you.
And moving to the next delegation, 4.3.2 is an update on Okinawan College in Pentectin. And I'd like to welcome Dr. Neil Fassina, President and Jen Goodwin, VP and Romant and College Relations from Okinawan College.
Good afternoon, everyone. Regrettably, Jen is an Ontario, so you have to suffer through me for the next couple of minutes.
Your worship council, pleasure is always to be back in front of you.
I had a chance to chat with a number of you one on one as well as in groups whether or not here or at some of the conferences that we all end up at.
Just wanted to grow at an update today and I'll for you an opportunity to ask any questions as you might have as it pertains to Okinawan College. So with that, let me just get into it.
Some of the basics many of you were already familiar with.
We're the largest college outside of the BC mainland. We're the second largest trade trading provider in BC, which is really kind of cool. We do about 11% of skilled trades in BC.
We see about 17,000 learners a year. Regrettably, that number is going to fall and I'll explain to you why here momentarily.
But what's really cool is that over 68% of our students both full and part time are actually local, which is the important part, right?
We want our students to be local, be able to study local, and as a result, be able to create economic growth locally.
A couple of things that are facing the post-secondary environment today. Many of you will have seen the news on the international student policy changes that were introduced in 2024. This is going to result in about a 13% drop for open-organ college. That translates into about 1,800 students. As you would imagine, when you see that kind of a fall in your student body, we are regrettably having to go through the process right now of contracting our organization to match that student body. Underneath that, though, there is a whole lot of very cool and fun stuff.
It is a bit of a mixed message environment right now. I will also see changes in our domestic environment, expanding student expectations, labor market pressures as well as economic and industry demands being put on the college for state-of-the-art and updated programming, and need us to say we are not immune to the rising costs that society is dealing with.
And so we see expanding costs to be able to deliver. In the end, though, we are an economic engine. We seek to deliver the programming that the community needs in order to raise the economic, the social and cultural fabric of the communities that we serve. I will be able to highlight that in the slides to come.
An interesting tidbit for you, within the job market over the next 10 years, we are looking over a million job openings in BC, of no about 61% of those jobs require a post-secondary education. Of that 61%, 64% of those, so the vast majority of the jobs that need higher education actually need a college education.
The twist is that 60% of students in BC are enrolled in a university. What that means is that we are going to end up in a skills mismatch environment. People are going to be educated and trained for careers that they are not entering.
We believe that we have got an opportunity for exceptional growth because the major industry groups by job openings in BC are actually those areas in which we focus our education and our training.
A couple of those, as skilled trades, extended to be able to announce that the BC government has dedicated $241 million into the skilled trades environment. This is good news for the entire system, as well as for open-off and college.
In your one and what it's going to mean is an injection of funds to be able to get us up back to a break even point on our skilled trades delivery.
So it means that we're not going to have to supplement funding from other places.
In your one and in your two it's going to allow us to expand. So we have as an organization been asking skilled trades BC for further expansion opportunities in all four of our locations to meet the demands of the skilled trades environments throughout the valley.
Up until this funding opportunity, that opportunity was not forthcoming. So we're thrilled to be able to say that we're going to be able to start expanding in.
As an example, one of the things you may have seen is the very important foundation from KF Aerospace stepping up to build a $21 million purpose built aircraft maintenance engineering training facility at the Clone Airport.
That's going to allow us to double our craft maintenance engineering training environment.
We're looking to be able to do that partnering with other community groups.
I'm in Pentectin Vernon and Simon arm as well to figure out how we can continue to expand in that skilled trade spaces fastest we can.
Another exciting space is in the entrepreneurial environment. Again, good news for open-off and college.
The whole family foundation has come forward and donated $10 million for us to be able to create the whole school of business and entrepreneurship.
What this is going to do is allow us to build an entire ecosystem around an applied degree in entrepreneurship. So start thinking much more short courses.
Thinking seed grants for students that are looking to actually launch the business and actually placing entrepreneurs, support networks around those individuals,
against throughout the valley because the whole school of business and entrepreneurship is located all for our primary campuses.
Many of you will be familiar with our food beverage and tourism environment.
So right now we are at final stages of concrete on the $61 million food beverage and tourism integrated building on the Colonocampus.
This is again the real estate centerpiece for an entire play within the wine food and beverage environment.
So again, you may have seen that we've partnered with Niagara College.
Sort of if you can't beat them partner with them. So Niagara can take the east. We'll take the west and truly become that western hub of food beverage and tourism to create kind of a Canadian epicenter.
Other broad spaces that we're still pushing through health sciences, looking very much to move down the allied health space.
While I can't disclose the details of it now, we've actually got some very cool information coming out here in the next number of months around allied health.
As well as really pushing into engineering technologies knowing where the growth demand is.
So as an example, we train engineering technologists.
So when you think about what is an engineering technologist do, for every engineer there are two engineering technologists.
So there are the people that are in behind working with the engineers to be able to create the designs and drawings that are required.
Also continuing forward on our short course in certificate environment really moving into the environment of making sure that all community members have the learning that they need.
Whether or not it is a four-year degree or an afternoon of learning.
We want to be able to fill that full spectrum.
Last thing I'm going to highlight for you just before I turn it over to you for questions is if you've driven along the highway.
You've seen the the nearing complete student housing.
We are accepting applications for that student housing already.
It will be turned over to us here in the summer and we will be putting students into it for the fall of 26.
Whether or not we see full occupancy in the first semester we don't know just for for a second knowledge.
It takes us a while to get the reputation out that we have student housing on every campus.
And so we anticipated kind of ramping up to to full occupancy in the near future.
And working with community groups highly integrated with the school district 67 and taught in his team to make sure that we are working to fill the classrooms in our environment.
And also with the so-though school districts as well to make sure that recognizing that they're within our catchment area.
And now we've got student housing to be able to host them whether or not they live in caramuse or further south to that.
With that your worship I will happily turn it over to you to answer any questions.
Thank you very much. Council. Councillor Gilbert.
Yeah, I think if you drive I have two questions in the first one I have is in regards to the student housing.
You know how is that going to change the you know the campus and the programming in Pentecden.
One of the one of the big things is a lot of like for the apprenticeships people do two years here and then they got to go to Colona for the other the last two years.
So when we see a change in our trade program or any programs with that new student housing in the.
Yeah, like coming here into Pentecden.
So Councillor, it's it's the answer is a yes.
Because what's in your bear with me.
So with 101 beds on campus we actually become a residential campus rather than a commuter campus, right.
So when you've got people living full time in that location what it offers us the opportunity to do is to offer potential programming that might not have been possible.
In a commuter environment what I mean by that is if we do have students coming from south though that don't want to make a drive on a on a daily basis to come to the Pentecden campus.
But would rather live here which would allow us to go from maybe an unviable class of six to a viable class of 15.
Then that's a potential for the skilled trades themselves what we have to be able to work with is both local demand as well as frankly it's a cost of labs.
So when we go to set up a shop within the skilled trades it's not an in consequential.
Push into that laboratory space.
So as an example right now and investigating the both the demand and opportunity around offering auto service technician down here.
We know the demand is here we know auto service technician is one of the compulsory first wave trades.
But we've also got to figure out how to set up a shop with multiple hoists.
And whether or not we have to do that on our own or whether or not we can partner with community groups to be able to pull that off.
So it's a yes and answer to your question.
Yeah, thank you through the chair and I'm going to leave my comments and regards to transit and getting to the colleges back for the next section in the what you call a committee the whole.
I guess my last question for it and I you know I'm wondering if there's I'm really glad to hear that you're working with Todd at the school district and I was wondering if there's a possibility of you know.
You know, strengthening the partnership between the city and maybe someone like you know the chamber and the downtown businesses a permanent association for like those what you said like the shorter skills.
I was I had the opportunity to take one of the future skill grants programs and it was thoroughly enjoyable and so glad that we had that.
But it's very hard to find out about it and it's not I would say very well advertised you know in regards to it.
I kind of stumbled upon it.
I was like you know creating that partnership not just with students coming into the school but also looking at you know businesses that you know someone who's been in that career for a while but wants to upgrade.
You know to have that opportunity that it could be that the chamber can disperse that information a little bit more to workplaces so that their.
Workers and even business owners can look at maybe taking a future skill grant because you know you have that opportunity it is there.
You only get at one time but yeah just to kind of do that and have that opportunity to be able to bolster you know classes at the open on college.
Yeah one hundred percent.
So yes.
I'm trying to figure out how to answer without airing dirty laundry.
We have become much more coordinated and much more sophisticated in our recruiting approach over the last number of years.
Yes.
The primary I'll say the early primary relationships have been with the school districts knowing that that is a pathway for learning that most people are familiar with you know.
I do my K to 12 and then I've got the opportunity to move into post secondary.
The second channel that we're actually pushing really hard through now is actually that 25 to 55 year old category that are looking to up skill and reskill.
For us to that means that we need to offer a different product that's not an entry to practice.
But it also means that we have to do our recruiting in a very different way so working much more integratively with the chambers and then moving beyond even the chambers membership to make sure that even you know businesses that are in in the regions that aren't necessarily connected to with the chamber.
Do you know that we are a source of that type of learning so my answer would be hold with me it's coming.
Yeah, thank you.
It is just the comment and I thank for that and I guess the one comment is I'm super excited to see what's going to happen on the pentixon campus you know one of the things you know to love is have that more four season you know type of.
You know happening here in pentixon and having a bullshit of a hundred and possibly a hundred and one students being housed in the pentixon you know is going to allow for those students to also come from out of the area and be able to live and.
You know be able to support the businesses in a time when businesses you know we have an ex this of tourists so it is nice to see that type of housing comments.
So thank you.
Absolutely and it's I mean when you consider the catchment area of pentixon this so there's no reason that that campus shouldn't be bustling.
It just means that it's going to be bustling differently when we start thinking about the different programming that we can put on the campus.
Thank you.
Appreciate your information and presentation.
I've got a fun connection and history with the college having taken courses or myself and having family members.
Take part in some of the more innovative programming the sustainable construction management program I had.
I remember as the inaugural class there and and the quality of education is above part certainly.
You guys are moving and heading in such diverse directions capitalizing on the needs of what's actually presenting in community is is super valuable.
With regard to the dorms I'm curious around whether there's an eye to being able to offset or utilize them in non instructional times.
For additional tours I know like when we go to the coast we often look at you know staying in dorms on that you'd be seeing something like that and it's a really affordable for tourists.
I know it's jumping in the gun a bit because you guys aren't even open yet but it's exciting to think that that's just one more out of a new opportunity for community.
For sure so counselor it's not jumping in the gun at all.
It's replicating a model that we're already using so we opened up our of the new wave of housing.
KLO opened up first in Colona then Vernon seminar and now Pentecton and what we've done is we've actually created almost just sort of a replicable model as we continue to open them that we actually seek and so we will come back to council at some point in time for hotelning status.
I'm sorry whatever the I'm not the expert but the ability to actually lease it out on an individual basis we also lease out to partners as well so as an example partnering with the BC Lions this summer.
We're going to be the home of the BC Lions while they're doing their two games in Colona.
You know because we've got downtime we're able to do that kind of thing but number one priority is always students and as long as there's not student demand on it then we will make sure that the buildings are full.
Yes thank you to chair and so I give Pudos to you Mr. Fesina and my first term as a counselor here public safety in housing has been taught priorities and we've.
You know push very hard for housing and not a lot has been built and I just want to give you Kudos and the board for actually not only sticking with this and building it and adding 101 beds.
So thank you for that and if there's anything else this council can do you just let us know thank you.
I appreciate that council and for for the record it was actually part of council that was really leaning in that helped bring the province to the table to get us across that finish line so Kudos goes both ways.
And yeah and I think that given that given that day and age that we're in now there's probably there hasn't been such a challenging period for second post second re-education this there is today with the changes in.
Legislation the changes in immigration rules changes in operations and the operational costs.
And you know all those factors I know making it a very very challenging climate for post second re-education and when you.
Look at the news, it's not hard to find stories of how colleges are having to restructure and universities as well.
So it's good to get this update, it's good to hear that you're feeling very positive about the future.
I think that the addition of the dorms gives you the flexibility or the ability to be flexible, because what you need in difficult times is the ability to be flexible.
To, you know, to survive. And so I good host you for the forward planning and thinking, and I would look forward to hearing more about how the future is going to develop.
All right, well I appreciate the time council today and as if you take away the one message, well it is a very court and court interesting time in post-secondary.
The future is unbelievably bright for open-on college, so looking forward to being able to come back to council and and give you more and more good news as the years go on.
Thank you very much. Thank you.
And moving on to our next delegation, 4.3.3.3, and this is the presentation via Zoom.
And it is for a fair review kickoff with BC Transit.
And we are going to be joined via Zoom by Midhath Malik, a business development advisor and part warmman, government relations manager, and I see the screen lighting up.
All right, good afternoon. Can everybody hear us?
Hi, and who is that about?
Yes, this is Bart Walman, I'm a BC Transit manager of government relations for the Open Auditing region.
I'm joined here today by Midhath Malik, our business development advisor at our internal expert on fair reviews and she is going to take you through.
I'm joined here today by Midhath Malik, our business development advisor at Midhath is our internal expert on fair reviews and she is going to take you through a brief presentation about the process that we're going to undertake.
The nerds will look at transit fairs and transit fair policy in the South Open Auditing. So with that, I will punch it over to Midhath.
Thanks, Bart. I don't know if you can see me either, but I will just continue my presentation. So today we are here to talk about fair reviews.
So we do a, we typically conduct fair reviews at BC Transit every three to five years to evaluate fair structures to make sure that they're well considered and align with the needs of each of the transit systems.
And when we conduct fair reviews, we're hoping to optimize revenue, maintain affordability for both the local transit system and ultimately the our passengers and attract and retain ridership for the people that rely on transit.
So we haven't been conducting fair reviews for a number of years during the pandemic time because of our state research funding, which limited our ability to do fair reviews for a while, but now that.
The stipulations for increasing or changing fairs has been removed as the last year around this time, we're now on a flurry of day fair reviews across province, so we're just beginning here for the South Open Auditing.
Just as a reminder, transit is funded with a partnership with both local and provincial government and all fair revenues contribute to the local portion of costs.
So when we conduct our fair reviews, we look at each of the different local systems as well and the priorities could be different for each of the local systems.
So we'd love to hear today your feedback on some of the objectives that you're wanting us to consider but throughout the presentation today.
I'll share kind of the things that we typically look at and what we'll be considering as part of this for you.
So one thing specifically is equity between both the local transit system and the custom transit system, which is our handy to our system to want to consider.
In sharing that our fairs are equitable across both the systems, we have some features with the remote now our electronic fair collection system.
So we would be looking to see if it makes sense to utilize some of these new features in the transit system and then see if we can adjust our structure to maximize its use to ultimately increase ridership and ease of use.
Also considering new revenue opportunities, if it makes sense in the areas, so we have a few prepaid fair programs that we offer in other regions, so we could look to consider if it if we should introduce them here in Pentecta.
So with that, be timeline is on the screen here, so this is kind of what we think might be good where we initiate the fair, we process now, we'll be digging into the data and connect in analysis looking at options working with a local government staff.
Around the region that support this open login small commune and then coming back to you with our recommendations in a few months in June.
So and then we think that it might make sense to do an implementation of the fair change next year in April and we do like a full marketing campaign in advance of that to make sure that the riders are aware of what's changing and what's new.
So if you have any feedback for the timeline later, we'd love to hear that too.
So one of the considerations is of the fair structure is our BC transit fair guidelines. So we look at our fair guidelines and over so you can see that on the second column on the screen overlay with our the fair.
So our guidelines always suggest that we have our single ride as our base fair and with that the day pass would is recommended to be two times the base fair.
In so open login that is aligned with our.
Adult 30 day pass we recommend that it is anything between 20 to 30 times the base fair with and so the login that is aligned for our concession 30 day pass which is for students and seniors that's recommended to be a 15% discount.
And this discount is based on industry standards across transit and across like discounts for students and seniors.
So right now we're seeing a 22% discount so it is a little bit greater than what is recommended so we would consider if it makes sense to adjust that.
And then last of the single ride fair for.
Handed art which is our custom service and on request is which is available in someone Princeton is 225 which is the same as for conventional service with but to.
If we're making any adjustments for the single ride fair to.
And how to carry on the custom.
With this transit system we also have original fairs and.
Uh, buses going across different cities.
So here we see that like just along both the baseline.
We've got the day pass as aligned.
We've got our results 30.
which is 15 times civil rights fair, which is lower than what we recommend to be
a typical multiplier. And then our concession 30 day passes again at a greater discount than
is typically recommended. So it's something that we will look at based on ridership and kind of data
now that we have the electronic fare collection system. We're able to deal a little bit more analysis
on usage and how things like how people are traveling. So we'll consider the fair adjustment
here as well. And then lastly, you guys have another fair structure just for the regional fair
to go to Colona. That one is higher than the other regional fairs in the area. And they while
don't have a day pass, there are 10 rides available, which is a line. 10 rides is a product that
offers nine times. The single ride fair with one free. And then the adult 30 days pass here
is within the recommended range. And the concession 30 day passes a line to a 15 percent discount. So
this is kind of our like the most aligned structure. So we have three structures to play with in this
overview. Another thing we look at is cost recovery. So this is a metric in our KPIs where we
see how much of our fair revenue actually covers the total operating costs of the transit system. So here
I have the portion of revenues and costs for the city of Pentectin. And you'll see that over the
years without adjustment we will see continue decline of the cost recovery. So it's something that
we consider when we look at the options. Another thing that we look at is our transfer policy. So
in a lot of our transit systems we have been seeing disputes with drivers for like with our 90
90 minute policy not there is like an opportunity for conflict. So with that we have been facing
out the 90 minute transfer policy and many of our systems in exchange for a day pass like an automatic
day pass. But currently in this system it's a little bit more complicated than other systems because
there is the regional routes and the local routes. And so we have transfers available when you're
connecting between two local routes but then when you're going from a local route to a regional route
the transfer isn't available you have to pay a top up but if you're going from a regional route to a local
route the transfers are available but if you're traveling between two regional routes the transfers are
available. So and then there are no transfers to get to the 70 kilo nitric contact in route. So there
are a lot of fair policy rules in the system. And so we just like look at a holistic sense to see
how we can consider simplifying to make it easier for our passengers. Another thing that we wanted to
mention is that our affordability programs that are funded by the BC government that are available
in the system and all systems across BC. So the BC bus passes a really cool program that offers
low income seniors and anyone on disability assistance to get very discounted transit passes and that
provides additional revenue for the transit system. And like it doesn't affect like if there are
price changes for people who are really in need of relying on transit and then to support young people
and taking transit and adopting transit. We have the free transit for 12 and under program where there is
transit is available to be boarded for anyone under 12 but in city of Pentectin there is additionally a program
that allows free transit for youth 13 to 24. So that will also encourage more ridership and that is
something that we remember when we looked at our fair structure and who is paying and who is making
like what products we're offering in our fair structure. So here is a new prepaid for fair program that
we're considering introducing into this transit system. So this is a propass program and this is
a partnership agreement between BC transit and employers. Something that is now more easy to administer
now that we have humo our electronic fair collection system because we're able to provide access code
and some like on board and off board people way easier. And so with this we'd offer a 15% discount
off the adult 30 day pass in exchange for a commitment from someone who assigns up for a 12 month
term and this would just be something that's facilitated through payroll and that supports more people
and being able to take transit and pay for transit without thinking about it and making a decision every time
and support employers reduce parking demands and costs and it's like a good employee benefit.
So this is a program that has seen lots of success in other transit systems. So it could see
if it makes sense here. Another program that we consider introducing this is a newer program to BC
transit but it has been successful is a bulk purchase discount program for organizations that wants
to invest in transit in exchange for something. So in the district of Sandwich for example in
the Victoria Regional Transit System developers have really been taking advantage of it to support
transit use within their buildings that are on transit oriented corridors in exchange for like parking
variants in their buildings. And we've seen the city of Kelana also just adopt a similar policy to
support more transit investments. So this could be something that might be interesting.
So this is the last thing that we this is an opportunity with Umo is like a fair capping policy or an
automatic day pass. So instead of like transfers.
An automatic day pass policy could allow just like if a person is paying two times in a single day, they would be able to be
capped for that day where they don't have to pay more, which would encourage them to potentially take transit more. I use it more rely on it more as part of their regular transit use.
And this would like create more dedicated regular writers.
And it provides a lot of value and reduces that conflict between transit operators.
It also makes things a bit more simple with the removal of transfers, or with the removal of the top up fair and the nine demon expiration.
And there is also the consideration that there are regional rates in the system, so we'd want to see if the automatic day pass fair capping and the technology limitations.
Because there are so many researchers in the system, if it would make sense, but it is something that we are looking into.
And would love your feedback on if you have anything.
And with that.
We'd love to take any questions.
Thank you.
Thank you to chair.
I got some questions in regards to the cost recovery that was shown.
In the chart, were you looking at the expenses is that both municipal and the provincial expense is at the whole expenses for operating the system, or just the share that the municipality.
Yeah, thank you for that question, so.
It is specifically the total operating costs for the transit system.
But it's not like the total amount that the municipality pays.
It's just with because the South Okinawans and the local main is funded with both.
Pentedton and Summerland and Princeton stuff.
So we have like.
A split between the revenue and expenses.
So this would be just the proportion of expenses that are extra muted to.
Pentedton and the province.
So.
Okay, you know, thank you very much.
I just wanted that clarification.
And I guess like for me, I think this is really good and I appreciate this being brought forward.
And I think our fair structure review is good, especially with some of the other ones with the pro pass and the equal pass.
And I'm wondering if those ones are going to be just penticked in or they also going to be regional because a lot of our.
You know, for example, or big employers that might take that on, you know, well,
who knows if the provincial government will pay for anything these days.
But, you know, a lot of employees at those at big companies, you know,
have people who live in Caledin and Ok Falls and Summerland.
So will those pro pass and equal passes be available to, you know,
to those employees that are coming in from from out of town or is it just going to be for people who live in the city of penticked in.
Thank you for that question. So this is a transit system review for the transit system, which is for a regular rider.
They consider that the South Okanagan transit system, which includes penticked in roots,
Princeton roots, Okanagan Falls and all of that.
So the pro pass program would be available if passed by all of the councils.
For the entire transit system.
And I want to add some more.
Thanks for that.
And I appreciate that.
I think having that original approach is good.
And the only other comment I have in regards to the.
The transfers.
I don't know if you need to transfer when you're scanning your remote card, but it would be would be great if.
If once you scan your Umo card and you get off the bus and you scan your Umo card again on another bus,
you don't have to worry about a paper transfer anything like that.
It's on your account. They know that you have 90 minutes of transfer on to another local bus just to make it easier for.
For people transferring from one bus to another.
Instead of having to ask the bus driver for a pass.
I can scan the Umo card on the next bus and be able to move along.
If I may.
So just the transfers.
The transfer policy that's existing right now.
With Umo the transfer is automatically applied to your account.
So if you were paying cash, you would use the physical transfer.
But if you are using your Umo card or your Umo app, the 90 minute transfers already.
Being applied.
Really.
Bart, did you want to jump in.
Yes. Thank you.
I just wanted to clarify some of this scope in terms of the discussion here today and the decisions that we're going to be looking for from.
It can counsel specifically. So as we had noted.
It is a.
Transsystem that operates as a whole. We've got four little government partners.
The city of Antikton regional district of the open out in Smilkameen, Somerland.
And Princeton, who all operate various routes, fund and govern those routes.
We're going to be performing this transit fair review looking at the system as a whole.
Ensuring that fair policy.
The products and passes that we have in the cost of the system.
Lines and meets our partners best in the ins.
But the city of Antikton specifically will be asked to kind of endorse and provide input into.
Fairs and fair policy on the local routes that we have.
The district of Somerland will be asked for the summer land route 30 and it's in town service and and so forth.
So what we're trying to do is ensure that.
Questions like you know, will propass be available in between jurisdictions get flagged early and that's something that we can take to all of our other.
Partners staff and council's to discuss further.
Thank you.
Council's to it.
Thank you to the chair just a point of clarification around the propass.
It's specific to just employees of specific organizations or employees and their families as well.
I wasn't quite clear about that.
Thank you for that question.
In some.
So this is an agreement that we make with different employers and so if it makes sense.
If the employers are willing to add on their families, they can and lots of our employers.
We do offer it to their spouses as well.
So any employer can sign up for the propass program if it is available in transit system as long as there are five.
Employees that are willing to sign up for 12 month commitment.
So that's our only requirement that you need five people.
But yeah, their partners or definitely able to as well.
Okay.
Thank you.
Thanks so much.
I just given that.
And some of the outline areas are smaller communities with a smaller employee.
contingent than they're opening up to their families with us though maybe encourage better use of this just one more question.
I my mama heart stopped when I saw that there was six to 12 year olds that six year olds can ride the buses on a company.
Does that what your current policy is.
That is the free transit for 12 and under program that.
So like there is a requirement that anyone 12 and over a company anyone under five but in some areas.
It is possible for someone over five to ride the bus without the guardian.
Not to say that.
Like every parent makes their decisions instead.
That that is the provincial.
Program.
Thanks.
I say with this very shaky voice.
So freaks me up.
Councillor Gilbert.
Yeah, thank you.
If you do the chair and just the comment on that.
If you want more information on that, I would actually talk to your local MLA because she dealt with this issue a few years ago as a lawyer.
In regards to kids riding the bus in Vancouver.
So thank you.
Talk to her about that.
A little tip at the.
Thank you very much and I think that concludes time of busy transit.
Thank you for your presentation.
I look forward to seeing you again in June with your recommendations.
Thank you.
Moving on.
Before we go into our next.
Presentation, which is the organ region library overview.
Councillor Gilbert.
Yeah, I think you do the chair.
So just because of what other items coming on here.
We remove myself as a conflict of interest for the overall presentation.
Because my wife works at the Pintichten library.
Thank you.
So 4.3.4.
The organ region of library overview.
I'd like to welcome Danielle Hubbard.
I'll have it to see you for organ organ regional library.
All right.
Good afternoon, everyone.
Can you all hear me okay?
Yep.
That sounds like it.
Okay.
So this is who I am.
I'm Danielle.
My sponsor.
Not up yet.
This is who I am.
I'll get my slide to appear.
There we go.
Okay.
So my name is Danielle Hubbard.
I'm going to the CEO of the Oconog and Regional Library.
I was going to be a company by Tasha de Silva, our board chair.
But she was unavailable today for personal reasons.
Her contact information is included on my final slide though.
So all of those of you on council are welcome to reach out to her directly as well.
And also once we get to the question period at the end,
I'm going to be accompanied by Jeremy R.C.FO.
And more card director public services who are sitting at the back.
So if there's any questions that I don't know the answer to,
they'll help me answer.
And if there's questions that none of us know the answer to,
I brought two pens to write everything down and get back to you.
Because I'm paranoid that I don't want to miss anything.
But actually before I launch into my overview of the Oconog and Regional Library,
I just wanted to make a few recognitions here.
And one of them is I really want to recognize the fantastic work of my colleagues at the
Pentectin Public Library.
So there are many folks here today from Pentectin Public,
both staff and board members.
And I just want to say whatever the decision ends up being,
whether there will be a referendum or not,
whatever the result of the referendum is,
I do not see this as any slight on the fantastic work of my colleagues here in Pentectin.
So I really wanted to say that up front and I also wanted to say,
it is of course up to all of you as Council,
whether this matter of a URL membership is brought to referendum or not.
And then it's of course up to the voters of Pentectin to say,
whether they would like to be part of our system or not.
So I'm really just here to provide information to help with informed decision making.
That's probably all going to be reiterated when the staff give their report,
but I just wanted to say that up front.
So to kick off, these are our vision and mission statements
for the Oconog and Regional Library.
So our vision is to be a vital community space for learning,
connecting and exploring, and our mission, of course,
is that we foster imagination and creativity,
inspire lifelong learning and build community.
And these are all words that inform why I personally work in public libraries.
So I've worked in public libraries since I was a teenager.
I've worked at four systems before the Oconog and I love what I do,
and I care about what I do, and I would say based on the level of public engagement
that I've seen over social media over the weekend about library services in Pentectin.
I can tell that Pentectin is a community that also cares very much about its library services.
So that's another recognition I want to make that I think is actually very positive.
It shows that whatever happens here over the next few months,
really matters to many, many people.
So just to give you an overview of who we are as an organization,
the Oconog and Regional Library is population-based-wise,
the fourth largest library system in DC.
I spoke with the Pentectin Library board a few weeks ago,
and I think at that point I said that we were the fifth largest,
but new animal data just came out,
and I think the Oconog and in Samil Camine and Columbia shoe swaps now have a larger population
than the Vancouver Island Regional System there.
So we're now the fourth largest on population and the 15th largest in Canada.
So we are a large public library system.
We serve four regional districts, so in addition to the RDOS,
we also provide service to the RDCO, so based in Cologne, of course,
the RDNO and the CSRD.
So we have branches all the way up in Rubble, Stoken Golden,
and then down in Princeton and a Soyuz,
and I come to Pentectin regularly,
because I speak with the RDOS board,
and I drive through Pentectin to visit our southern branches.
And our total service population is a little over 450,000.
So there's lots of us that we serve.
We have 30 branches right now.
We will have 32 by the end of next year,
because we're building two new little community branches in Cologne.
So an area that, of course, is very important to everyone's hearts.
Everyone who cares about libraries cares about two significant areas of service,
which are collections and programs.
So I understand from conversations I've had with Pentectin staff
and also from conversations I've seen happening publicly.
That, of course, understandably there's concern about
if Pentectin were to rejoin the URL,
what would that mean for collections and services?
And although there's a lot of things I don't know yet at this point,
but I can guarantee my vision as CEO would absolutely not
to be reduced any services that currently exist.
I think it's fantastic the work that happens here,
and it's in no one's best interest to reduce that.
So the URL, we have what's called a floating collection.
So again, we have 30 branches.
Those on our collection travels between all 30 locations. You may have seen our delivery trucks passing through the main street of Fintickdale on our way farther south. So we have a physical collection of somewhere over 800,000 items and so people can place holds on them at any location. They get picked up at any location, return to whatever location, and then we move them around through the system.
So even if you live in a smaller community, like narrow mad or collied in, there's fresh material on the shelves every week.
And then we also offer a wide array, whoop, pardon me, I'm getting too excited.
I have online resources, so same with the Pintickdale Library. One of our most popular online resources is Libby, so it provides access to e-books and e- audiobooks.
I have on my slide here 36 online resources, so those are our externally provided ones, and then we have another array of online resources that are staff curate, bringing us up to, I think there's 54 different links to online resources on our website.
And then the image on this screen here is a program we called the Maker Tour, so this was from a couple years ago, because we had all the photography wavers for all the kids in this picture, but this is that our narrow mad or branch.
We had a team of staff who traveled around each of our branches and did STEM programming, so really interactive science, technology, engineering, math programming.
Which many of our staff are fantastic at doing that themselves, but also if you had a little tiny branch and you may not have that expertise, then we have staff that will travel around and do it, and we're going to do another run of the Maker Tour this summer as well.
So I think one of the themes I wanted to hit on this slide, and I'll come back to it at the end, is that we're a large system, so there's some services and systems that we deliver system wide.
So we have a summer reading club program where kids can sign up at any branch, get prizes at any branch, come to programs at any branch.
But on the day-to-day level of planning and delivering programs, I as CEO and virtually unenvolved in that.
So I might come down to a branch if there's a really big splashy program, but I want to show my support.
But my senior leadership team and I are not getting our fingers in the day-to-day services of local branches, because, again, I don't think that's to anyone's best interest.
So this is just a snapshot of some of our stats.
I'm not positive that everyone can read them from various distances, but this is available online too, so I won't read every single one of them I suppose.
But the top number in pink is the number of circuits as we call them in library lands, so number of times people check out materials.
And then we also count our active card holders, so we have almost 120,000 active card holders last year.
Number of patients who walk through the door, total number of programs offered, total attendance at programs, and then total check out of e-books and e- audiobooks.
So I'm afraid that if I read those long numbers out loud, I'll fumble and then you'll lose all respect for me, but you have them in front of you.
And I know there is potential confusion about also what joining the Oconog and Regional Library could look like governance-wise, because the Pentectin Public Library is a municipal library.
So I think you probably know this already, of course, but the Pentectin Library has one representative from City Council on the board, and then the other board members are citizen representatives, some of whom are here today.
So the Oconog and Regional Library, because we're a regional system, this is all legislated in the BC Library Act, that ISEO report to a board of 24 elected officials.
So there's one appointed elected official from each of the local government councils that we serve, which I would say when I took on this role four years ago, that sounded scary.
Because I was like, oh my god, 24 elected officials, but I would say it's fantastic in many ways, one thing, because everyone comes to that table looking at with a regional perspective of what would really be best for library services.
And then also every year, I participate in Silga and in UBCM.
So I speak if I have an opportunity to, or at least I go and attend and participate in those conversations, and I find it very helpful that we have this backing of 24 informed and engaged political figures, who are there also, who know what library services like and kind of speak with one voice.
So a few other snapshots of info on this page here, right now our annual budget is 24 million, give or take.
And so that's per capita levies from each of our communities.
We follow what we call in our policies and equity model, which means that the amount of tax revenue that we receive from each community matches up to how much we put into library services in that community.
Because, of course, our service area spans, you know, large communities like Clona, Pentecden would be the third largest community, and then down to, you know, the niramadas and okay falls and all of us in the middle.
So it's part of my role in Jeremy as CFO to make sure that that all comes out as fair as we can possibly make it to make sure people aren't subsidizing each other services.
And then I think I spoke to this already, board of 24 elected officials and then similar with other libraries or with local governments, the CEO is the single employee of the board and then the rest of operations flow through my role.
So there's a picture of our board, last spring we did a new website and got everyone to dress pretty and get their pictures taken.
People mostly cooperated.
So another area.
Mark didn't know this picture of him was in my slide deck.
So I wanted to speak to staffing also because that is near and dear to everyone's hearts in this room, I think.
So I as an employer care very, very much about the well-being of the staff at the URL and I'm positive that that's true here in Pentecden and that the PPL board to for our library staff here in Pentecden.
Just to give us an app shot right now we have a little over 330 staff.
Some of them are most of them in fact are represented by QP local 1123 and then our professional librarians are represented by the professional employees association.
There's about 2 dozen to 30 of them give or take each year and then I work with a small senior leadership team who are exempt of course and so this is Mark our director of public services.
One of the features that I think is positive about the URL is that our staff have the opportunity to work between locations.
So we have many full-time jobs that are just in one location but especially in smaller locations or places where people might hold part-time positions.
They can also either go on call or pick up permanent part-time roles at other locations.
So we certainly have staff who work between like Peach Lands, Summerland, West Colona, it's kind of up to individual staff to decide what distances they have an appetite for driving or commuting.
And then we have centralized supports at our administrative center which is in the suburbs of Colona and so that's where our more specialized roles are typically performed.
And then again this has local branch autonomy as my final point here because I wanted to remember to speak to this again that there is a lot of autonomous decision making power housed in our branch leaders.
So they're either branch heads or community librarians or the two titles they have in our system and they are planning their programming, they're planning the orientation of their space.
Some branches I hear from often because they're going through challenges that they need some more support on and other branches are just they're ticking along doing their thing I visit them a few times a year and they're kind of they're doing their thing.
So that brings me to the end of this I just want to speak to this slide super briefly maybe Mark and Jeremy want to come up to help me with difficult questions.
For really for anyone in this room so especially council but including members of the public if there are questions about the URL we would welcome them.
So there's a generic questions email at the top of this screen here if you know that you specifically want to get my attention my emails on there as well.
And then Tasha to Sylva is our board chair she's a counselor from West Kelona who was going to come today but wasn't able to.
But certainly if there are like governance board related questions she said you're more than welcome to reach out to her as well.
And that's it for me.
Thank you and council any questions.
Not hearing council Stewart.
Thanks I honestly not challenging questions about I don't think you're going to need backup but I just to highlight our sort of synthesize some of the concerns that I've seen or has a bit privy to through communication there's.
Some of them you've addressed in some that you haven't concerns around ongoing.
Local decision making versus that being removed impacts on the support for local authors is has been questioned to some degree.
A suggestion that it would mean an increase in wait times are we less for patrons and there being some concern about that.
And so those are just to the more business one to whatever the one aspect that I saw referenced was that currently people doesn't have any kind of a marketing team and that's something that you guys would be brain to the table.
So so potentially you could actually augment or increase.
Membership or readership or whatever that is.
And and that you seem to offer a really sort of in depth professional specific leadership with a lot of experience in their areas of expertise that we as a smaller branch might not hold.
Yeah, I don't none of those are specific questions just sort of highlighting what some of the concerns are from the community and there's been lots of I think maybe misinformed or uninformed.
Elevated levels of concern but I appreciate you coming to the table and helping to sort of for oil on top of the water is a little bit and yeah down from the fears thank you.
Yeah, do you mind if I respond to that briefly.
Yeah, okay, and then I might ask Mark if he wants to respond to because I dragged him out here and made him stand at the podium.
And I put his picture up.
In terms of the support for local authors, the URL has a program called regional reads so if an author from anywhere in our service area.
I want to have their book in our collection which of course we would very much like to have their book in our collection.
Then there's a place on our website where they can submit the title of their book and their name and that will expedite the process of getting it into the collection so rather than like.
Most of our books of course we purchase from established vendors but that way it's like yeah we'll buy it straight from you and we'll make sure it gets in and gets acknowledged.
So that's an area that I believe we do support local authors and then in terms of like say I'm an author myself so this matters a lot to me.
So say if there's a local author who wants to do a reading or do a launch that's most often coordinated at the branch level.
So Mark and I are rarely involved in that if there's an author that I'm a big fan of I might go down and participate in the program.
But yeah that would really be done by someone local would reach out to the staff at their branch and they find a time that works if it's a good fit.
So there's that point.
One of the programs that I actually just learned last week when I was meeting with Pentech in public library staff a service that's offered here that we don't offer as robustly as homebound delivery.
And we were having a conversation about this my team and I on our drive out that we're like oh yeah we would not want that to be lost to Pentechton.
Like I'm sure that if this process were to all happen who knows if it will or not I'm sure we will find details where details where the URL is stronger details were Pentechton public was stronger and it would not be my vision to take those things away.
I think it would be either they remain here in Pentechton or we learn from what's happening here and we start introducing it at more of our other branches would be my thought.
Mark do you want to speak to any of that?
Sure.
Just to reiterate what Danielle said there is a great amount about Tommy.
A couple of the big programs the summary club is the huge backbone.
And as a system we provide funding for tour and entertainer to go and hit all the branches.
But beyond that those branches are making up their own programs and this goes to the bigger idea behind this is that our goal wouldn't be to take away our goal would be to add to.
So you mentioned having a marketing department we would be able to add to help get the great resources and great programs at the Pentechton folks are already doing.
We would be able to get a broader awareness and then maybe we got folks from somewhere land and air mad and those other places coming in and helping take advantage of the services here as well.
Thank you.
And I think that most of us around the council table here we sit at the regional district table as well.
So we are actually obviously quite familiar with the URL working model.
But I think your presentation is immensely useful for the general public that will listening in and that are here.
So that they can get a better understanding of the differences in the operations or the similarities.
And so I think your time here has been very useful in that regard.
Even though there may be a lack of questions from council, but like I say, we all sit at the regional district board at director's table, so we fairly familiar with those similarities and differences.
But having said that or any more questions from council, and hearing none, thank you very much.
I thank you for your presentation. Thank you.
And yes, and I think that before we reconvene to the regular council meeting, we'll take a short break and we will return in a few minutes and reconvene to the regular council meeting. Thank you.
Thank you.
And so I need a motion to adjourn the committee, the whole meeting, move seconded all in favour.
And that is unanimous. Thank you.
And we will now reconvene to the April 7th, 2022 regular council meeting.
And so 6.1, the adoption of the minutes of March 17th, 2026.
And need a mover, seconder, one in favour, and that's unanimous.
And the consent agenda, which covers the February 26 May Council remuneration task force meeting minutes and March 9th, 2026 May Council remuneration task force meeting minutes.
And March 17th, 2026 of the hearing minutes.
I need a motion to adopt the consent agenda, move seconded all in favour.
And that is unanimous. Thank you.
Moving straight into staff reports and Councillor Gilbert, I believe you are going to tell us something again.
Thank you. The chair I'll be removing myself again from the meeting as a conflict of injury.
So 8.1 is the review of library service delivery models.
And so Ms. Johnson and Ms. Campbell, please.
Good afternoon, Mayor Council.
So, per the library act, there are two library operating models available to deliver public library services to communities.
These models are the municipal library model, which is the current model of public library operates under.
And the regional district library model, which is the model of the Okanada regional district library operates under.
The goal of the preliminary analysis that was done to determine which library service was done, was to determine which library service could provide the best value to the citizen's victims.
We reviewed four key areas. This was public services, internal services, human resources and community involvement.
So, before we delve into those key areas, we'll show the distinct governance and organizational structures under each model.
The Pintichten library is governed by a library board that is appointed by Council.
The board consists of 5 to 11 members. It's composed of one member of Council and the others being residents of the municipality.
The Oral is governed by a board of management that consists of representatives from each of the respective municipalities comprised in the regional library district.
Each Council appoints one of its members as its representative.
Weighted votes are conducted for the approval of the annual budget, ratification of employee group salaries and changes to weighted vote motions.
Matters pertaining to policy are not subject to weighted voting.
On the organizational structure, simply due to the size and scale of the Oral,
the structure of the organization provides broader depth and specialization of staffing than what exists within the Pintichten library.
These org charts show how the senior leadership structure for each operating model would relate to the board and Pintichten library branch staff.
So, over the next few slides, we'll show the findings of our preliminary analysis.
Before I do, I just want to clarify some points around the process.
So, in order to change operating models, the library act does require a sense of the electors.
So, with the general election coming on October this year, we have an opportunity to ask our residents how they want library services delivered in Pintichten.
Today, staff have conducted this preliminary review to determine if considering this opportunity has merit.
And we're now sharing these findings with Council seeking directions to proceed with continuing to explore the opportunity with more detailed analysis and community engagement.
So, one of the significant areas we focused on was a review and analysis of the services provided directly to the community.
The Oral provides similar services to that of the Pintichten library.
However, when we look at each of the individual service areas, it was noted that in most cases the Oral does provide enhanced or further options and currently available.
For example, the major spaces are well established in the Oral branches and there is availability to book these online.
We expect the existing equipment will stay within the branch and there is opportunity for Oral to continue to invest in these makers spaces.
I'll note here that Oral card holders have access to all branches, so should Pintichten join the Oral.
The Pintichten branch makers space would become available to all card holders.
In turn, though, Pintichten residents would be able to access other equipment across the regional system.
So, an example of this would be the West Side Learning Lab, which has a recording studio, green screen for filming and other technology.
As for collections, the Oral is able to refresh and circulate and share collections across all branches and has a greater buying power due to the regional scale, whereas collections with the PPL is limited to the local availability and limited buying power to refresh these.
Both libraries offer very similar platforms for e-books and other digital content, both these Libby, although it's noted there are additional offerings for the Oral's database.
However, Pintichten Public Library does supplement Libby with Hoopla, which is also offers digital content along with the ability to stream movies.
The Oral offers these through the DVD.
So, it was noted that the Oral due to size and scale just has greater buying power to acquire more collections.
However, this would serve a larger population, so we were curious as to how that would translate to wait times.
Staff of the PPL details of the five of the New York Times festive 2025 titles and charted the available copies in various formats versus holds across the Pintichten Public Library and Oral.
So, the Oral holds often look longer, but because they are typically more copies available, the physical collections can flow between branches, the holds list moves faster.
So, what you see on the screen here is the number of copies versus the number of holds and how that would translate to the number of days waiting based on a 21-day borrowing cycle.
So, the formula here is holds divided by copies times 21.
So, this is obviously just a sample and waiting times would vary for individual items in different areas as well.
So, children's collections may be more popular with one than the other, but this was just a sample and anyone can look to do that themselves as well.
Should they be interested?
On the other services, so with online services, the Oral has about 10 additional resources listed and includes unique tools like ancestry, botanical library and code combat.
Both branches offer library of things with the Oral, this is distributed from the main location to the individual branches.
And then one of the larger concerns previously identified with a regional model was around the ability to tailor programming and advance to the local community.
Through discussion with the Oral and what you've saw today at the presentation, it was clear that the individual branches continue to have autonomy over programming and advance and they are able to respond to local resident demands.
And lastly, access is a significant enhancement with the Oral as all cardholder cardholders have access across all branches along with the amenities be each provide.
And then just on the locations piece where the branches are, this was a common theme that has emerged through discussions.
Where right many team members of the Oral as well as residents that we've interacted with over the years have made a comment about why isn't Pintix in a part of the Oral.
It's everywhere but Pintix and so we just wanted to note that we are the the sole branch in the valley and it does come up through through various engagements.
So this is the question we wanted to look to answer ourselves.
I'll pass it to Ms. Campbell to review more of the internal service findings.
So next we did take a look at the internal services and this really evaluated each model's capacity and ability to deliver service to the community.
The Oral has a dedicated team of marketing and communication staff including graphic designers led by the director of marketing and communications and they support all of their 30 branches.
They have a program called Oral Plus where branches can request materials and they have a one week turnaround for creation of products including posters, bookmarks and other materials that are tailored to each branch.
They create all of their own customized products in house and ship directly out to each location at no additional cost is part of the communication service.
Activity guys are produced four times a year which are also produced in house and provided to each branch.
They also have a supply of communication supplies such as tenths, tables and other decorative items that can be booked and used by any location.
Due to the limitations of the funding of the municipal operating model, the Pintix library does not have a dedicated marketing and communications team.
All of the marketing and communications that are conducted through the public through the Pintix library are done using their existing staff who, although they might not specialise in that area, they are capable of providing that service and they also use external contractors and businesses.
The Oral's HR department is led by their director of human resources and they provide support for hiring and labor management issues as well as their collective bargaining.
They do have four employee groups, exempting on Union, QB and Professional Librarian.
They provide support to all their employees and have a great response time in dealing with their team or branch issues.
They also have a dedicated occupational health and safety position that visits all their locations and addresses any of their safety issues.
The focus of the HR team at the Oral is to ensure their staff focus on the community that they serve.
They have an extensive onboarding program that includes all staff spending one week of training in Kalona to ensure consistency among all team members
and that sufficient time and resources are spent with each employee.
This process also allows staff members to make connections with employees from other branches that are starting at the same time.
The Pintix library does not have a dedicated position to HR or occupational health and safety as such the majority of these responsibilities do fall to the chief librarian with significant support from the city's HR team in certain areas.
But currently the city's HR department leads collective bargaining process as payroll and provides support for labor management and claims as needed.
So the local leadership under the Oral, the Pintix and Branch would be overseen by a regional manager who regularly visits between sites and provides support to all branch managers.
When an issue arises, they support immediately and strongly believe in face time between branches to maintain strong connections.
With IT, the IT department consists of 17 members who support all the branches in person and also remotely.
They provide cybersecurity support as well as day-to-day services. They travel weekly to off-site locations and an emergency or generally on-site within hours if needed.
Facilities with this area, the Oral has an established facilities team that supports each branch location through a ticketing system similar to the cities.
The ticketing system also includes an opportunity to flag accessibility issues which is a key area focus for the Oral.
They do annual call-ups for furniture or department needs through their budgeting process to ensure each location has what it needs to serve service to the community.
And again, when comparing this to the Pintix and Public Library, a lot of these services are currently supplemented by the city of Pintix and departments, specifically IT and facilities.
Also, just note that there will be some capital considerations and changes in responsibilities there. We'll speak to that in the Finance area.
As a publicly funded service, it's absolutely crucial to ensure that the local community has influence involvement in the delivery of the services that they're provided with.
So with the Pintix and Public Library, this is achieved through the Library Board, which consists of five to 11 community members appointed by Council.
The Library Board has a fiduciary responsibility for the delivery of the Library Services to the community and is responsible for developing policy, service strategy, providing financial oversight and managing the chief librarian, their sole employee.
As noted earlier, the Oral Board is composed of a Council representative from each of the respective municipalities comprised of the regional library district.
So there is no opportunity specifically for a citizen to be involved at the governance board level.
However, the Oral supports branches in having local committees such as Friends the Library.
These groups do not have any legal responsibility for the services and are able to focus on the needs of the community, promoting and supporting their local library as well as providing volunteering and fundraising for library needs.
There is no prescribed member limit to the Friends of the Library groups.
And so for example, the Shushwap Samanarm comprises of over 130 members, which provides more access for community involvement.
So a conclusion from the preliminary findings is that a regional model could offer enhanced services to our community.
More development opportunities for the employees and potentially reduce some of the financial burden to the city's taxpayers, while still maintaining the autonomy at the branch level to run the programs.
and services that the community wants.
The goal of engagement for this initiative would be to support an informed electorate by providing clear accessible and balanced information regarding the possible change to the Library Services model.
The strategy is designed for the General Boating Public with additional tailored engagement for Pinticked and Public Library Board and staff.
The focus of fees 1 is...
To build broad awareness of the issue, provide foundational information, and gather meaningful public feedback. The communication strategies for this fate include dedicated shape your city webpage and project information, public engagement survey, social media education, promotions along with media opportunities, as well as the city's newsletter, an information session and targeted engagement with staff and partners. Insights collected during this phase would be presented back to Council in June in order to meet with statutory timelines should the project proceed.
Should Council confirm in June with proceeding to referendum, the city would shift to a comprehensive education campaign to ensure residents clearly understand what they are voting on.
This would include ongoing public facing communications and targeted outreach to ensure the community has adequate information prior to the election.
Communication tactics for the space will include an awareness campaign so that residents are fully aware of the project, the referendum question and we'll have the information required to vote on the matter in the upcoming election.
In terms of financial implications, switching to a regional model would change how the city contributes to the library's operations.
There would be a reduction to the city's expenses and therefore a reduction in required taxation revenues.
However, this would be replaced with the requisition from the ORL, similar to how the regional district collects through the city.
The overall impact of the community will be similar in terms of dollars collected but broken out separately on the tax notice.
City staff worked with the finance team at the ORL to review the potential implications of moving to a regional model.
Preliminary forecasts based on 2026 budget figures show an estimated savings of approximately 200,000, including estimated cost of staff resources and additional lease revenues.
While the city would remain responsible for the exterior capital costs of the building, the ORL would be taking on capital improvements to the interior.
According to the 2026-2030 financial plan, there are approximately 200,000 of upcoming capital items in 27-29 that would transition to the ORL and not require city funding.
As a potential transition to the ORL model would not take place until at least 2027, cost would be recalculated based on that budget year.
So it does bring us to the staff recommendation which is that Council direct staff to continue investigating shifting to a regional library service delivery and picked in with the open organ regional library.
And that Council direct staff to engage with the library board library employees and the public on the impact and opportunities of a regional library model as outlined in the report dated April 7th, 2026.
Miss Johnson and I are happy to take any questions Council might have.
Thank you for the presentation and Councillor Grant.
Yes, thank you to the chair.
I want to thank the CEO of the ORL for being here and staff as well as our city's chief librarians and staff and the board members are here today.
I'd like to actually move the alternative recommendation. I'll speak to it if it's second. Thank you.
We have a second. Please continue. Councillor Grant.
Yeah, thank you very much. This is a very important decision and certainly one that is a heavy one.
And for that we want to make sure that we have real engagement and certainly this community as a whole will have a discussion on that.
So I'm bringing forward the alternative recommendation that Council direct staff to engage a third party to review the library service delivery in Pentectin.
And shifting to a regional model with the Okanagan Regional Library at an estimated cost of 15,000 to be funded by General Surplus.
And that Council direct staff to engage the library board, library employees and the public on the impact and opportunities of the regional library model as outlined in the report April 7th, 2026.
Thank you.
Thank you, Councillor Watt.
Thank you, the chair. It was going to make the same recommendation, but I would like to point out.
You have face to as engagement starting in June and we are very getting very close to that.
So I'm hoping that we can get a consultant or whatever the third party is to come and do this as quickly as possible so that we can start being engaged as possible.
Please continue.
Yes, through the chair. So I can confirm we actually have had a initial conversation with a potential consultant to do the work and they are ready to proceed and deliver a report by June.
Good.
That was going to be my question as well. So thank you, Councillor Watt.
Councillor Stewart.
Thank you to the chair. I'm just curious.
I acknowledge this power. I'm always about seeking additional information and resources.
I just don't know that in this particular case we're going to uncover anything new or different.
It seems that staff and representatives from Council have done a really full-sum job of uncovering all of the positive and potentially negative aspects.
This feels like it's largely more an emotional issue than it is lack of information.
I just don't know what it is specifically that we'd be looking for through that consultation process and if it's going to help move this forward.
I think that the resistance is still going to be the resistance because it's coming from a different place rather than a lack of information.
But happy that.
Yeah, that's why.
I think Councillor Grant has grabbed an answer for you that.
Yes, thank you, the chair and the word of the day was neutrality.
And so this recommendation is for third party hands away.
You absolutely nailed it. There's a lot of passion behind this.
And so certainly for us we want to make sure we have all of our ducks in a row.
And so the third party review is very much that we're going to take the URL.
Put them this side. Take our PPL. Put them this side.
And we will let this consultant do their due diligence and then come back forward with what they find.
Thank you.
Thank you. Any further questions and comments?
And personally, I'm in favor of this motion.
I think it's important that when you have a substantial change to a vital service that's provided by the city to the public,
then it needs to be an impartial review.
It's definitely something that is needed as part of the process.
I'll be in favor of it as well. So, Councillor Stewart, did you have something there?
So, I just want to clarify so then the steps would be an impartial review then to move depending on the information provided into potentially public consultation
and still the decision in order to inform people that when they go to the polls in October,
if it's included as a referendum, they still make the decision.
Is that correct?
Yes, but all that stuff to confirm that.
Through the chair.
Through the chair. So, how we see this rolling out is we can do a concurrent project plan here.
So, we will proceed with the phase one of the public engagement, which is informing and gathering feedback right now,
while we do the third party review and continue to investigate this and uncover more information.
And then in June, we will culminate all of that information.
So, what we've heard to date on the opportunity, the third party review, additional information.
We will bring that all back to Council in June.
And at that point in time, the decision can be made to proceed with considering this as part of the assent voting at the general election.
Any further questions? Comments?
Here, none. I'll call the question all in favour.
And that is unanimous. Thank you. Thank you.
And now, 8.2 Council of Immuneration and Experts File on Number 2026-17.
Ms Campbell, please.
Thank you, Your Worship.
Today, we will be presenting Council of Immuneration and Expense File on Number 2026-17 for Council's consideration.
Based on previous direction from Council.
This presentation includes the recommendations from the Council of Immuneration Task Force,
of which our manager of HR and OHS, Mr. Castley and myself were the co-chairs.
By way of background, when the current Council of Immuneration and Expense File on 2019-27 was drafted,
it included updated rates for meals and prettyems.
However, there was an existing policy, the meal and travel reimbursement rates policy,
that also outlined those areas that should have been rescinded at that time,
as such that motion forms part of this report.
At the January 2026 council meeting, city staff brought forward an analysis and recommendation
to council for future remuneration.
Council direction at that time was to use an external task force to provide an arms-length third-party recommendation.
At the February 3rd Council meeting, Council endorsed the terms of reference for that task force.
On February 26, the task force had its inaugural meeting and received into the record the UBC Immuneration Guidelines,
as well as comparative analysis from other jurisdictions on elected official compensation.
During that meeting, the task force recommended that staff bring back further analysis,
including data from additional communities, updated remuneration for 2025,
and information on Council workload.
Subsequently, at the March 9 meeting, the members provided final direction to staff on their recommendation
for 2027 elected official remuneration, which will be detailed through this presentation.
Based on the task force direction, staff provides the comparative analysis to include the 2024 expenses for each organization,
as well as updated census data for income, including both the median and average employment income
from full-time individuals from 2021, and remuneration based on 2025 figures.
Remuneration for summerland, Asuia's Oliver and Squamish were provided, however due to the large discrepancy between comparative measures,
they were not included in any of the comparative medians.
Upon review of the data, the task force requested to remove Park Phil from the original comparable group,
and add West Colona as a more meaningful comparator in terms of population and geographical location.
In addition to Pentecden, the final selected communities for the comparable group is comprised of West Colona,
City of North Cowich and Mission, Campbell River, Courtney and Vernon.
Additionally, the data that was previously prepared was based on 2024 remuneration and estimated future CPIs,
which was prior to the 2025 CPI being available.
Updating these figures has shifted the difference between the 2025 median and remuneration for the mayor's position to 9% and 26% for council.
As a result, the 2026 remuneration has been updated to reflect a slight reduction as CPI was 0.1% less than was estimated at the time of the former analysis.
Now that 2026 remuneration has been set for mayor and council, it's also been included as seen in the table on this slide.
The task force generally noted that mayor and council remuneration was below the medians,
and they were aligned and that there should be increases to reflect the discrepancy in the market.
They also agreed that increase in salary on an annual basis by BCCPI was an acceptable approach,
therefore it was recommended that compensation be adjusted annually accordingly.
The approach to sitting mayor versus councillor remuneration was separated during their discussions and will go through both in detail through the upcoming slides.
Through lengthy discussion, the task force determined that any proposed methodology for the mayor should take into account the census data for individual full time employment income,
as that metric would tie compensation for elected officials directly to the economy of the community being served.
Although several options to achieve this were reviewed, ultimately the task force determined that their recommendation would be to align the mayor's salary with the comparable group mayor median salary,
adjusted by the ratio of the Pentecden median employment income to the comparable group median employment income.
Now although that might sound fairly complicated, it can really be simplified down into the data in the table on this slide.
The percentage of median for the similar comparators shows that the city of Pentecden is at 94% of the census median employment income for a full time individual,
while the mayor's 2025 compensation shows the mayor's salary over the median at 92.1%.
Using this data and using 2025 as an example, the mayor's salary would be as follows.
The median salary of the mayor from all the comparative communities of 96,000 multiplied by the median full time employment income for Pentecden of 56,000,
over the median of the employment income for the comparable communities of 60,000.
So this would equate to just over 90,000 and estimated 2% increase on top of BCCPI.
On the counselor side, the task force generally agreed with the UBCM guidelines for this being a percentage of the mayor compensation,
and recommended using the median for the comparable group of communities.
Based on the median for the 2025 compensation from that comparable group, the task force recommended council pay be set at 39% of the mayor's pay as seen in this table.
Under the proposed methodologies from the task force, staff estimated potential impacts with assumptions made on future BCCPI.
Moving into the 2027 year, these figures would be recalculated based on the actual 2026 median of comparable groups and the use of 2026 BCCPI.
The estimated financial impact of the 2027 budget year is 39,000 using this methodology.
So that is bringing us to the staff recommendation, which is that council give 1 second and 3rd reading,
to council reuneration and expense by law, 2026-17, a by law that incorporates the following recommendations from the mayor and council reuneration task force.
In addition to BCCPI, the mayor's base salary for 2027, we adjusted to align with the comparable group median mayor's salary adjusted by the ratio of the Pentecden median employment income to the comparable group median employment income.
That the mayor and council reuneration task force recommend that the council salary be set at 39% of the base mayor's salary.
That the mayor and council reuneration task force sets 2028 and beyond pay to an increase of BCCPI.
And that council residen the male and travel reimbursement policy dated August 6, 2019.
And with that, I'm happy to take any questions council on my call.
Thank you, Ms Campbell.
I love the presentation.
Thank you.
I think only Mr. Zavino.
We'll find you crossed everything you said. And I do apologize for going this route. But if it's second, I'm going to move alternate number two, and that's be good.
On the screen here. Okay. And do you have a second of that? Seconded? Can I speak to it, Councillor Wood?
It's seconded.
Through the area. Not really much to say. To be very honest, I love what we've done here. I have said in previous times we've done this, and I've said this to start this process that I think we're at is a comfortable level. I have never thought that.
I guess I've always been very cautious that we transition from what I believe is a role, not a job. And that role comes with responsibilities. So seeing people on the street, answering emails, these are things that come with the role.
I would really hope that we don't transition from community service to encouraging career politicians. And I think that that's where we're about to go.
So I'm happy with where we are at. I think people should do this role. And should do it with community as their passion, not the dollar.
Thank you.
Okay. Thank you. And Councillor Gilbert.
Thank you. The chair. I appreciate the comments. I want to give a perspective here in regards to what that looks like for some people in the community.
I think there's a lot of people who are privileged to make this as a passion and not a career. And I don't think that adjustment would make it a career.
But I did talk to someone who has, you know, have talked to people who have ambitions to be on council, who possibly, you know, works multiple jobs.
If they were to be on this council, they would have to remove one of those jobs out of their career to be able to make a living and to be able to lead in the community as it is.
So I think it's I think what the committee committee brought forward is fair. I think it works well with the rest of the municipalities there.
And I think that we need to look at it as an equitable length. I don't own a business.
I'm not privileged enough to have like a hundred thousand dollar salary to make this a passion project. I'm here because I'm a leader.
I also want other people to be able to step into that role as being a leader. We need to look at that equitably.
Single parents are not going to be able to be on this council because of the three new variations that we currently have.
People who are working to jobs and have to take care of kids are not going to be able to be on this council.
So we're missing those voices that are in our community because of probably their new variations that we have.
So I'll be voting against this current alternative number two.
Councillor Stewart.
Thank you to the chair. This is a really challenging, obviously.
I see all sides. I agree with Councillor Watt that this is a role that involves an eye towards public service and public service is not compensated financially.
Generally in any way, shape or form, I think that most people around this table have a can recognize that it has likely cost them financially in order to serve here and provide this.
The other side of the coin is that from community there's been a conversation around well if we want qualified professional educated people to be here then we need to respect and consider what it took for them to acquire those skills and abilities and willing this to contribute and they need to be compensated for such.
The middle of the road piece is challenging. I wish that I had because we didn't have a council representative as a part of this committee, obviously, because you don't want conflict adventures, but I didn't put it together that I could actually probably observe the process or be aware of that and I would have liked to see.
I would like to see how that worked because I think the committee deserves respect to be worked very, very hard to consider outside and objective measures and avenues to come to their decision.
I don't think that there I think it was based on UBCM and based on some really adapt management and assessment of the financial picture, but given that at the end of the day it's more public service than not I think I will have to with this motion to step aside because we're already asking a lot of our taxpayers in terms of increases that everything in taxes and utility bills and such.
I don't think that it's going to be accepted or tolerated favorably even though it's not us that's necessarily going to be affected by this decision because it will be 2027.
So we're making decision for future council and I do recognize the previous comments about past councils making decisions that have landed current council and future councils in a position where they may not feel adequately compensated that my heart goes on to that piece too. So it's this is super challenging.
Yes, thank you the chair and great dialogue on both sides and like to give my own little history lesson.
This is not new. There's been many councils in this community that have brought this forward.
Rumoration is weird in municipal government. We have one employee that is the CAO. It's weird. We don't give ourselves pay increases. We have one employee to CAO. So when a process like this comes forward.
It's important to get a committee that's off hands that come up with this some numbers that weren't said is we're actually currently paid 31% less than colleagues in the interior.
Again, there's not enough money on this planet to pay me to deal with some of the stuff I've incurred myself and my family on social media and public. So again, this isn't a money thing.
But the history lesson is like this has come for many councils and it gets weird because we are on an island by herself.
So again, great dialogue and I respect where we're going with it and so certainly for the next council of mayor like this is going to come down the pipeline. So be prepared to deal with it and eventually a council in a mayor will have to finally address this. So eventually this will have to be addressed. So thank you.
Thank you to the chair. Yeah, I just want to say a little piece. I everybody's commentary here is obviously respected and I completely agree with a lot of things that all of my councilors and like have said.
My personal, you know, reflection of this is obviously a difficult one because again, I side more on the side of the people.
And well, I would say the people who are feeling the increases of just generally everything from groceries to taxes to everything else. So where I do see that and I do side with that. I'm also looking, you know, we're not even voting on it for us.
So that that's that's a huge part that councilor Graham's brought up and and again, it will have to change eventually whether or not I agree with it or not is just the way it is. So that's just my piece. Thanks.
Any more comments? Any questions? Speaking first.
Okay. Yeah, it's, this is always difficult. This, this, when we're looking at, you know, we have to, we have to decide on how we're going to get paid, which is the most difficult thing in the world when it comes to public service.
You know, staff in public service, they get, they get their pay set by the administration.
A selected officials, in this instance, you know, we, we vote on on how much we get paid and how we get paid. So to keep it as arms length as possible is the only way to go.
And, you know, there's, and when the recommendations come in from that arms length committee of citizens, I think it's worth congratulating them on or thanking them, certainly thanking them for their efforts.
And, because, you know, they've probably gone through a lot of discussion and many of the discussions, you know, from from an outside point of view, many of the discussions that we're going through now.
And many of the reasons as to why we're looking at the pay level that we have.
And I think that, you know, we've, the important things to remember with this, with the staff recommendation was that the increase in pay would be for half to the election.
So we're actually, be, holding a different rate of pay for the next council, rather than this council.
And, you know, bringing it into parity with other municipalities is not such a bad thing.
And I can remember last time we discussed this, we discussed it while I was a counsellor.
And we had a review done then, and we did the same at the regional district.
And, because that system was seen to be very efficient in the council did it.
And then we, we instigated that a system of a review of, of remuneration for the board members at the regional district.
And it was the same discussion then, it was this in a little bit the same discussion next time.
And I think the fact is that, you know, council is pay, you know, it has to stay in touch with what makes it viable for it's people want, you know, good people that want to come on to council and do the work.
And even at the levels that we're talking about, it's certainly, it's not going to, it's not going to be a game-changing event.
I don't think for anybody's, you know, abilities at home, you know, I mean, nobody's getting rich on this, no.
And so, you know, it's just about, how can we compensate the people on council in a respectful manner.
So that they will do the work that they can do to the best of their ability.
And I can tell you that certainly in the seven years now that I've, seven plus years that I've been, you know, in public service and it's an elected official.
I've seen the pressures from the public change dramatically.
And change to an effect where, you know, it almost has a detrimental effect on family members, on my family members.
And that's very difficult. It's very difficult to take. People don't understand the pressures that come with this job in that regard.
The pressures of, you know, making decisions on everyday events and everyday, you know, issues in the city.
That's what we're here for. That's okay.
But it's the personal pressures that this job brings that sometimes, you know, it just makes it very difficult to think.
So, and I think that, you know, we have to face up to that.
So I personally, in favor of the staff recommendation, but I will, I've got two hands raised. So I'll hear some more comments from council before we make a decision. Thank you.
Councillor Gilbert.
Yeah, thanks to the Chair and I appreciate the conversation has happened and my next comment is just going to be about process and how this pans out and just kind of a bit of my frustration in regards to this.
Because the councillor who brought this forward to begin with was to go to a committee is now sitting there denying it.
Let's not waste in the future staff's time and the public's time to go to a committee and then just deny it anyways.
I think it's disingenuous to the public, the staff to go to a committee to say that you're going to see what they come up with just to deny it.
If you're going to deny it, just deny it at the beginning. Let's not waste the time of staff in the community to come together.
Councillor, what?
Thank you, the Chair and I want to also be sure that I heard next council multiple times and I suggest that's only true if the people who are voting on this aren't running in the next election.
If you're going to run the next election, you're actually part of the decision.
So let's just be clear on that one.
I'll also quality of council.
Not everybody can run for Pentecden City Council.
If the difference is because you have another job making more money, this council decides what the meetings are.
Change the meeting dates. There's ways around it.
I'm trying to avoid people who do this for a living.
We're talking about paying ourselves the equivalent of minimum wage at full time.
We don't work full time.
And I realize there's pressures.
Maybe the 20% increase.
If any other department had come to us or the 20% increase this year by the time, we would have laughed at them.
Maybe that percentage should go to something like council or an opportunity to speak to someone that can help.
Because yes, there's some definite challenges here.
But we knew them going in.
So again, I appreciate the dialogue and most of the comments.
But again, this is how I feel.
So, any further comments? Any questions? I'll call the question. We are voting on alternate
number two, which is on the screen in front of us, and all in favour. And opposed. And opposed is
Councillor Gilbert and myself, and the motion carries. And so, thank you very much. Thank you.
Moving on to 8.3, license to use agreement for renewal for coyote cruises limited partnership.
Ms. Johnson, please.
Thank you. Good afternoon. So, this report is on a five year license to use agreement with
coyote cruises limited. Coyote cruises operates on city on parkland at 215 Riverside Drive
and includes two seasonal concession buildings. So, building one includes two public washrooms
and building two is a warehouse-style storage. Coyote cruises is owned by the Pinnocks and Anium Band
and operating in partnership with the city of Pindicton at the site. Coyote cruises has overseen the primary
launch point for the River Channel floats since 2005. Although many people float independently
at the company hosts over 100,000 guests each season, providing float rentals, a shuttle service
for the seven-kilometer route and a food concession that supports local tourism and serves both
visitors and residents. Each season they employ 35 to 45 local youth prioritizing
meaningful work and skill building opportunities for a Pindicton Indian band route youth.
They also run a fleet of five buses and employ eight license drivers.
Over the past five years, coyote cruises has made several upgrades to improve safety
the condition of their facilities and environmental stewardship. This includes facility renovations,
do safety signage, strengthens stair safety through daily maintenance and work with the Pindicton
Indian band and enhanced float control measures such as a 70 foot throwback system and more
staff at the end point. To support environmental goals, they've expanded recycling and increased
garbage collection in partnership with the city and PIV.
The longstanding partnership between PIV and the city has been constructive and mutually beneficial
for more than two decades. The key elements include shared commitment to community wellbeing, leadership
employment opportunities for PIV, collaborative stewardship of bill river channel and consistent
operational coordination and communication. Under the proposed five year renewal,
coyote cruises will be responsible for all utilities day-to-day upkeep and the safety
and security the buildings with an annual license to use rate of just over 5200 plus CPI.
The city will remain responsible for major building maintenance, ground maintenance, garbage
and recycling services, building washrooms and the provision for one accessible portable
washroom during the operating season. A recent site visit confirmed that the building needs a
parcel roof replacement and upgrades to the washrooms. The washroom work will involve painting,
electrical updates, new plumbing fixtures and new countertops and these improvements are the
city's responsibility. As the land that is being used is parkland. The parkland protection
and use policy is in effect and requires new renewal of all agreements within our parkland follow
the step procedure and receive a recommendation from the parks and record advisory committee.
If directed by council, staff will present a report to the parks and record advisory committee
at their next available meeting and then will provide council with the committee's recommendation
at the next available council meeting for final direction. Now, coyote cruises provides a well-established community
service that contributes meaningfully to predict tourism sector and enhances resident
and visitor recreation. Their operations remain accessible, popular in a line with community
priorities and in recognition of the long standing use of the site council may choose to
wave the policy and direct staff to renew the agreement without referring the matter to the
parks and record advisory committee for review and comment. This option has been prepared as an
alternate for council's consideration.
With that, I have the staff recommendation on the screen which is to refer the
matter to the parks and record committee and I will take any questions.
Thank you, Mr Johnson. Council, any questions? Councilor Reiner. I'll move the staff
recommendation and seconded and comments questions. Councilor Stewart.
I'm not sure how to do this, but I was going to move the recommendation number two.
Well, you'll have to wait. Okay. Because we got a motion on the floor and now we've got to do with
this before we can go to another motion and so councilor Graham.
Yes, thank you, the chair. I really appreciate this collaboration with the PIV in the city.
A couple of questions. The asset that is the building. Is there a master plan around it like a long vision for that building right now?
Through the chair for the building itself, there's no master plan for that building.
Hello. Yeah. Okay. Thank you.
My next question would be on your slides. I appreciate staff of the county cruises.
Now implemented algae scraping off of the stairs.
In my first term three plus years, I have resummer received many emails from tourists and locals
complaining about the stairs. So I'd like to know who ultimately is responsible for the entrance and exit of
coyote cruises of the channel. Who's responsible for those stairs? Thank you.
Through the chair. So the first, the exit is actually not city of Pindicton land. So that's outside of our scope.
The stairs has been stewarded by the coyote cruises.
Ms. Dixon, is there as far as our parks involvement on the stairs?
Nothing, nothing operationally included for those stairs.
At the top within our area.
Thank you.
I'm trying to choose my words, so I don't have a motion coming out of a sudden, but thank you for that.
I understand the PIV is in control of the start of it and obviously the city is responsible for the exit.
So I'll ask some questions later, but thank you for your answers.
I'll have, can we get a point of clarity? This lessons to use agreement.
It starts with what date?
You've tricked me chair. This is Mr. Pose of the report, but I'm pinching on.
So we, this would, from what I see here, so we have a current agreement that was approved in 2020.
So this would go into it effect this year.
The dates exactly, I'm, my estimate would be unlikely, mayors?
Yeah.
This is 2016. Perfect.
2016. So my point being that, you know, times are ticking, right?
And, you know, the partnership involved, they want to know what they're going to be doing this summer, I would imagine.
And so if we, if we went to Parks and Rec and if they're, you know, in, is, you know, what's the, what's the, how long is that going to take?
And, and if there was a, if there was a request to go to an RFP, as, you know, I mean, that can, that can take a long time,
and it reads uncertainty into the operation of the year, this, you know, this operating year for that partnership.
Does it not?
So if I, if I may, we, we are confident that we can actually hit the necessary timelines.
We do have a Parks and Rec advisory committee coming up on April 22nd in order to move forward.
The, the, the real question is, is in, in the question that would be going to the advisory council would be on the actual use of the site.
So that's what they would be improving, not the actual operator.
It would be could could could this user use these two buildings at this site for this purpose.
The, the rationale for us having to come here is because it is on Parkland, but these have been long standing buildings at the, at the area.
Those buildings, although we don't have a master plan, we, they are part of our asset management.
We're going to continue to maintain them, they're, they're staying there for, for the, for the, for the foreseeable future.
So right now it's really just really considering are, are these, the Parks and Rec advisory committee would be considering the use of the site since it's Parkland.
Clarifies a few points, I think, for a few people.
So, you know, we, we've got a motion on the table that we have to vote on and so we could vote on, we can vote on that motion.
And depending on the result of that vote, we could deal with any other motion that comes up.
All right, so councilor Reina.
Thank you through the chair and thank you for the report and thank you for the clarity.
Yeah, my main concern again, it's infrastructure and that's what we're supposed to take care of and it's ours.
So we should be, that's kind of important.
So, that's where I'm out with this one.
Thank you.
Okay, and so the, we're voting on the staff recommendation, which is to go to the,
Parks and Rec committee.
And so any further questions?
I'll call a question all in favour.
And opposed.
And that is unanimously opposed.
Do you need me to read out all the names here?
Okay, thank you.
And do we have another motion?
Council's sure.
Okay, thanks.
Let me know where.
I want to propose a alternative recommendation number two.
If it's seconded.
Okay, if we have a seconder, seconded.
Any discussion?
Any questions?
And hearing none, I'll call the question all in favour.
And that is unanimous.
Thank you.
Did you have something in Miss Johnson?
I do.
Through the chair.
So, absolutely.
We just voted on the LTO.
I, I have noted, though, that the alternate recommendation limits portion of the first staff recommendation on the budget amendments to provide a total budget for the facilities work we need.
So, we would, like, we would need to put that forward as a separate motion to be voted on.
So, that's the last line there.
I'm going to take 60, 20, 30 financial plan B, and as well as the middle component there as well.
Sugar on the middle, all the budget amendments.
The budget amendment for the facility works.
So, yes, you can.
Move that?
Yeah, move it.
So, paragraph two and three.
Thank you.
On the original staff recommendation.
seconded discussion, questions, hearing none, I'll call the question all in favour.
If you're none of us, thank you Mr Johnson, I'll look to you before I call the question
in future.
Thank you.
And moving on to 8.4, a declarative crosswalk and banner policies, Mr Boykow please.
Good afternoon, Mayor and Council.
This report is seeking counsel approval of two new policies related to decorative insulation
on city right away.
These policies were developed and response to council direction to establish clear and consistent
approach for handling future requests.
The purpose is to provide transparency, promote fairness and ensure that all decorative
installations are reviewed through a standardized process that prioritizes public safety
and operational considerations.
The need for these policies originated from Council's consideration of the legions
commemorative crosswalk in October 2025, during deliberations Council recognized that
similar requests were would continue and identified the need for consistent framework
to guide future decisions.
Council formally directed staff through the resolution on the screen to return with policy options.
While policies already existed for memorials, plaques and flags, there were gaps related to
decorative crosswalks and street banners, which these proposed policies address.
Due to the unique circumstances for the two items, staff of craft established policies for each.
The proposed policies aligned Council's strategic priorities by supporting efforts to create a connected
resilient and vibrant city.
They also helped ensure public spaces remain inclusive, accessible, and safe, while allowing
for thoughtfully designed community expression.
The policies can also reinforce the city's commitment to professionalism, professionalism, transparency,
and modernization in how public realm will cross their managed.
The decorative painting on city right away policy provides a framework for artistic or non-standard
crosswalks and pedestrian area treatments.
Clear Rec requirements related to safety, accessibility, and material durability.
The decorative street banners policy establishes standard for banner installations on street
light poles, gateway for each other's city own assets.
Both policies emphasize public safety, operational compatibility, and asset protection, and they
include content restrictions to ensure city spaces remain neutral, inclusive, and free from
advertising, political, religious or corporate messaging.
There are no immediate financial impacts associated with adopting these policies under the proposed
framework.
Applicants may be required to cover costs related to design installation.
Infection, maintenance, inspection, and eventual removal. Staff review and coordination can be accommodated within existing resources.
Overall, adoption of these policies provides a consistent and transparent approach for reviewing requests while mitigating safety, financial and operational risk for the city.
And with that, the staff recommendation is that council approved both policies, and I would be happy to take any questions that council may have.
I think it was the book of council ago, but yeah, thank you to the chair of the staff recommendation.
Seconded, seconded, and then he comments questions.
Discussion, councilor Graham.
Yes, thank you to the chair and I appreciate the framing framework has been updated.
I was curious as to timeline. So if someone submits and they have all of their ducks in a row and everything,
what are the timelines this community and organization should be expecting in this respect to like the sidewalk actually getting branded and coming to fruition.
Thank you.
I think it would be very dependent on the weather and the timing and also on the resources that it would require.
And the approvals that it might have to go through, but usually if it's something for an event or something like that to support the city, we can move things pretty quickly.
Any further questions?
Councillor Stewart.
Thank you to the chair.
Just curious that the need for filling in the gaps came as a result of discussion around potentially private interest groups approaching and asking to be recognized through banner or crossings through crossings.
And at what point does that become too individual or too focused and what happens if it's in conflict with the interest of another group.
So it was around sort of equalizing or making a you know lateral process.
I'm just I'm curious as to how if there's objection to a specific proposal or the interest of one group are being considered over another.
How that suggests through this.
So I couldn't quite capture it in here. I couldn't pick out the pieces. That's why I'm hoping you can translate a better for me.
Yeah, I think through the council policies will then create our administrative procedures and technical requirements in house and through those we can kind of ensure that the process is followed that kind of speaks to what you're looking for.
The questions comments.
No, no, I'll call the question all in favour.
That is unanimous. Thank you. Thank you. Thank you.
Thank you.
8.5 memorandum of understanding between city of Pentectin, IDOS and United Way BC on behalf of hundred more homes.
Mr. check please.
Good afternoon, mayor and council. I'm pleased to present the updated a hundred more homes and will you agreement between the city, united way and the regional district of the south.
Thank you.
We also have Mr. Zamfino with us from the RDS and Naomi Woodland from United Way should there be any questions of a technical nature from council after this presentation.
So by way of background, a hundred more homes started in 2016 as a hundred homes, which is at which was at a time, a small group of agencies working together to improve housing outcomes in Pentectin.
There are initial goal of a simple to help a hundred individuals secure stable housing, something that these surpassed within 18 months, seeing 133 people housed.
Between 2016 and 2022 with support from the United Way BC, the collaboration group.
Partners from government health, nonprofit organizations and people with lived and living experience came together to strengthen services, coordinate efforts, share information and advocate for better solutions.
In April of 2022, this collaboration was formalized through a council approved MOU with the city of Pentectin.
As homelessness increased locally and nationally and across our region, a hundred more homes shifted from more of a grassroots initiative to a group of regional system planning experts.
So this initiative is supported by a shared governance structure that includes co-chairs, a steering committee comprised of social sector, executive directors, and United Way BC.
United Way access the natural or the neutral backbone of a hundred more homes providing administrative and coordination support such as organizing meetings and events, preparing agendas and tracking collective data and progress on shared initiatives.
Currently there's approximately 48 organizations that participate across multiple action tables reflecting the initiatives expanding regional reach.
Some of these tables include but are not limited to the Pentectin outreach coordination table, the shelter supportive housing and encampment safety coordination table, the lived and living experience table and youth housing to name a few.
These action tables are designed to be adaptive and evolving in response to emerging priorities identified by the collective and the evolving needs in the community.
With the RDS now joining the collective and the launch of a trilateral project involving the provincial and the federal government.
In the coming months, there will be a focus on evaluating the current tables of a hundred more homes and their structures.
This work will ensure that the collective is positioned to advance the priorities outlined in the new MOU and I will speak more to this in the upcoming slides.
In the fall of 2026, both Pentectin City Council and the RDS endorsed continued investment in a hundred more homes through their respective budget processes.
This marked a significant commitment to working together as one region on the shared issue of homelessness.
While Pentectin has historically been the hub where many people travel for central services, the shared goal of the city, the RDS and a hundred more homes, is to develop and strengthen the services in the RDS community so that residents can access support in their own communities.
Whether that be shelters, supportive housing or other needed housing types.
The collective aim is to prevent homelessness rather possible and when it does occur to ensure that it's rare, brief and non-reoccurring.
The RDS and city staff recognized that two separate party agreements would not reflect the regional collaborative response to homelessness that were looking for.
And because United Way BC provides the backbone support for a hundred more homes, they were added as the third party to this MOU to ensure that the roles are clear.
This means that United Way is responsible for delivering the outputs identified in the MOU on behalf of a hundred more homes.
This three year MOU creates a coordinated regional framework between the city of Pentectin, the RDS and the United Way to strengthen homeless prevention efforts and non-market housing solutions.
The full MOU was attached as part of the staff report. The partners described in this MOU will work collaboratively to advance the initiatives that I'm going to highlight in the upcoming slides.
So United Way provides direct oversight of the strategy coordinator, which oversees the day-to-day implementation and ensures alignment across all the areas of work.
This role works closely with city and RDS staff and provides that backbone support and facilitation across all the different action tables.
The elite data collection, analysis, reporting, public engagement and communications and coordinate social sector capacity and support of shared priorities.
As part of this new MOU, a hundred more homes will be key in supporting a multi-year provincial pilot project, which is known as the trilateral alignment project.
And this is a project that helps communities follow the same approach and standards.
Pentectin, as I've noted in previous presentations, is one of ten pilot communities working with BC Housing and Federal partners to implement this work locally.
A key benefit of this work will be stronger coordination between service providers and better shared data through HIFIS.
HIFIS is a national data system that helps communities track data around homelessness and coordinate services the same way.
It's used by shelters, outreach teams and housing providers to identify who's experiencing homelessness by name, track the services people receive, support coordinated access to housing and improve reporting and accountability.
Currently, not all service providers in Pentectin use this HIFIS system through this project, the goal is to have as many social service providers as possible using the system in a consistent way, improving alignment and overall effectiveness of the homelessness response.
Overall, this will do is reduce gaps in duplication and create more effective regional responses to homelessness.
In the meantime, a hundred more homes will continue to track interim data, which will be reported to City Council and the RDS Board twice a year.
United Way will continue to provide updates as part of these reports as this project is implemented in Pentectin.
Additionally, United Way BC and a hundred more homes will continue to support the implementation of the City's social housing infrastructure plan with a focus on housing solutions for youth and seniors, which we saw in our latest campaign, the largest growing of people experiencing homelessness in our community.
This partnership will also help advance housing and homelessness priorities that will emerge through the forthcoming community safety and well-being plan.
In addition, a hundred more homes will work closely with City staff and community organizations to coordinate emergency weather preparedness and responses, ensuring that the system can respond quickly to vulnerable populations when conditions in our weather, whether that be really cold or really hot, become unsafe.
At the regional level, a hundred more homes will lead a key homeless response activities including conducting point in time counts in every RDS community, mapping available services and gaps and identifying assets and partnerships to support future housing and homeless solutions across the region.
Finally, a key part of this ongoing work will include a focus on community engagement and partnerships and transparency.
The collaboration will support neighborhood cleanups as they've done in the past and deliver at least six community forms each year split evenly between Pentectin and the RDS community, creating regular opportunities for members of the public to learn about housing and homelessness in their respective region.
As previously noted, United Way will provide biennual updates to both City Council as well as the audio support along with key reporting on data and an annual summary report to ensure that the items that are reflected in the MOU are reported back to City Council and to the public.
In parallel, partners of a hundred more homes will work together on grant applications and shared advocacy helping align regional priorities and secure provincial and federal grant opportunities when they do become available.
This MOU is supported through shared regional investment. The City of Pentectin will contribute $120,000 annually and the RDS will contribute $80,000 annually.
The City's contribution has already been incorporated into the 2026-2035 financial plan and no additional costs are anticipated.
In addition to the financial contributions both the City and the RDS will designate some staff time to work directly with United Way BC to participate in joint governance and engage on key working groups as needed.
This combined financial and staff commitment ensures effective oversight, shared ownership and strong alignment across partners on these shared priorities.
And in conclusion, a hundred more homes has evolved from a local grassroots initiative into a regional body that reflects homelessness is experienced across communities.
This trip party MOU clarifies roles and responsibilities improves accountability and helps services work together through shared data and coordinated access.
It recognizes Pentectin's historic role as the regional service hub while also creating opportunities to better share responsibility and build capacity across our audio less communities supported by United Way BC.
Together, this shift the response from a crisis driven response to a more coordinated and long-term regional solution.
And with that, I'd like to read the staff recommendation, which is that council approved the memorandum of understanding titled memorandum of understanding 2026-2028, between the regional district of the Okanogans and Milkamine, the City of Pentectin and the United Way BC as the neutral backbone organization of a hundred more homes for the term of January 1st, 2026.
To December 31st, 2028, and that council authorized the mayor and the corporate officer to sign the memorandum of understanding on behalf of the city of Pentectin.
And with that, I welcome any questions or comments from council.
Thank you, Mr. Jack.
Councillor Gilbert.
I think you can see the chair.
I like to move the staff recommendation, and if it's seconded to like to speak to it.
Seconded, seconded, please continue.
Yeah, thank you so much for the presentation.
And I appreciate where we're at right now.
We're looking at this a reasonable approach.
And I appreciate the commitment from the RDS as well.
You know, also too to add onto this when council are known as when she was on council brought forward a recommendation that you BCM,
that the federal government, the provincial government, you know, look at not just municipalities as the hub, but as a regional model,
and not only did that go as a recommendation.
It went as an actual policy initiative within UBCM.
And I'm glad that we're taking a leadership role in that to help address and be able to work with the non-profits throughout our whole region.
You know, what we hear time and time again.
You know, through this process is that people want to stay in their communities too.
They don't always want to travel to Pentectin.
They want to have those services there as well where they can be with their networks.
They can be with their family.
We already supply what you call it.
You know, return home services when people go to the shelter.
But if they're going to go back to their home communities, they don't have the services there.
How do we, you know, how do we make sure we keep them there?
So I'm really looking forward to, you know.
I'm seeing this evolve next year and how United Way plays a role in that regional aspect to see where the numbers are at.
And I know there's a lot of discussion too on what will hopefully change as well, is the parameters of what it means to be on house,
because it's very different in a regional context towards a city and a municipality context.
So I think having that data and having our foot in the door to help do that, I think, you know, we really push the bar on ensuring that, you know, people get the resources and services they need, so they can find, you know, more stable and stable housing within the region.
Thank you for the comments and questions, Councillor Stewart.
Thank you to the chair. Just to try and clarify what my head about, one of the general sort of concerns or comments around expanded social resources is always that.
There's increasing levels of administration or administrative, and this seems somewhat to be that.
I get that United Way is operating as a backbone or a unifying force, but the group did exist prior to United Way coming in and having any functional rule at all.
So it I would like to know what the actual deliverables are that United Way is specifically facilitating and if those would not be available to the group that exists.
There are all professional organizations involved in service delivery and multiple aspects and part of their responsibilities to work collaboratively with each other, and they identified the need to eliminate silos and to eliminate duplication of service all of those things.
Things like the connection with reaching home, I think that's an amazing opportunity and increasing the use of hyphysis is going to facilitate better supports and services for the vulnerable populations, but with those things happen.
Regardless of whether United Way was it a part and parcel of that or not that's the part that's kind of confusing for me.
Thank you through the chair. Maybe I'll take the first stab at it and then I'll invite my colleague Naomi up to also add her layer.
So I would offer like where the municipalities really played a role is in the social planning components and United Way has done a great job of doing something that our nonprofits are worked tirelessly and put in situation where they have to make every dollar stretch.
And really by providing the capacity through United Way it prevents the work from having to be done off the side of different organizations desks and provides that continuity consistency and just the robust follow through really between those meetings.
Another thing that I'll note is while there's certainly a lot of administrative and facilitation support that United Way provides.
There's tangible concrete people on the other side of the action groups that are facilitated and perhaps I'll turn it over to Miss Woodland to share more around how these action these different groups roll out those services on the ground.
Thank you through the chair. Thanks for the question. I think I was the coordinator back in 2020 when this connect this collective didn't have that additional support and it was at risk of just becoming an update table just everyone meeting occasionally and kind of providing updates.
Since we had the investment with the city and that stronger partnership we were actually able to deliver on specific projects build data sets use united ways kind of marketing team and communications and and do a lot of information sharing.
And I think if it was left just to the nonprofit sector without that additional backbone support a lot of the items wouldn't get addressed.
And the nonprofit sector as well we talked a lot about fiscal constraints at this time the nonprofit sector is really feeling that and so this kind of investment helps to make sure that that nonprofit sector can do what they're mandated to do.
Then number one job in community is to provide services to vulnerable people and not necessarily the facilitation convening and the governance side of things and whilst it might sound like administrative predominantly that's really important in terms of keeping the the wheels greased if you like so if without that kind of support is really difficult to move those things forward.
The other thing I would add is that we're part of the reaching home.
Project because of the investment in that governance and neutral backbone support.
There are other communities that have homelessness alliances and different community groups that are meeting together that are very informal and not as comprehensive as 400 more homes is.
And Pentecton was selected because of what's been built here by city staff by the nonprofit organizations here.
It's something to be really proud of that we're getting federal attention to this work and hopefully with this project we can continue to advocate for increased resources from our federal partners around housing and homelessness.
Thank you.
Follow up.
Okay.
Thank you.
So to clarify the role that United Way has carved out in terms of helping support and facilitate the action and process of 100 more homes is one of those functions is to be the direct link for the reaching home initiative.
Which has rolled it out then it was it yeah it's amazing it's wonderful that we're recognizing and included and just the access to the information system that helps more for some support.
The individuals in our communities is extremely something to be proud of for sure yeah absolutely.
I'll just add one more thing the action tables that Mr. Czech referred to when we just had a part time coordinator if you like.
We were only able to really facilitate one or two tables and they were all about emergency response we were never able to get ahead of things.
We haven't housing action table which is focusing on non market and workforce housing we have a youth action table which is focused on youth housing and whilst it.
There may be some delays in getting things moving forward there's those groups are meeting in there they're connected and they're really passionate and driven to bring those things to fruition.
Yes thank you to the chair absolutely appreciate what you do and the rest of the non profits in our community and a couple words were used that I like to tie into was a reactive.
In my first term three plus years now I've always felt we've been in a reactive mode and this last year specifically this last four or five months.
It's clear now I make decisions based on data and facts and so certainly with your guys as groups through miss check making these decisions now these last few months with respect to having the data.
Having your guys as collaboration with those nonprofits it's invaluable and so for me again it's nice to finally see this social sector of being so reactive to see it's finally coming to be proactive.
And I think like you tied on it when we're getting federal recognition for something homegrown why would we not showcase that thank you.
Councillor Gilbert.
Yeah thank you to the chair and just to kind of tie off on this as well and just to appreciate the questions that Councillor Stewart was making as well I think.
You know I don't think sometimes we look at it what's appreciated is you know having that administrative support for organizations that are on the front lines dealing with people who have you know complex issues and and trying to get them services that they need and one instance all you know story that I think happened throughout.
And throughout my term on being here and I'm pretty sure it was through huntermore homes was you know the biggest the biggest question you always have to ask is non proper where is your resources going to come from and how are you going to use it.
And I think through the huntermore homes process in correct me if I'm wrong vote this was all the nonprofits getting to get together at a table looking at the resources and instead of fighting with one another over those resources.
As a group through the facilitation of a huntermore homes decided where those resources were best suited for to be able to have the biggest impact in our community.
And that is hard to do that when you put all the executive directors on a room that have to worry about you know look at the PDF CL for example they're running you know shelter support of housing other housing projects you have one sky who's helping with that to and they're running you know child child care and so forth to then you know.
It's it's the ministry of weight being taken off these organizations to be able to have a better impact in the community and for the residents of our of our city when you know we have you know a MOU like this and which now I hope you know then gets transferred over to the regional district of the.
of the SNL community as well, because then you have a better and broader network and being
able to help out communities. I know we've heard the regional district table that Princeton
has been wanting to be able to get housing and a shelter there. And we can advocate and
take in with our weight with the hunter more homes to say, hey, province, you need to do this. Screw
your requirements on, you know, the limit that you have to have to run it. People want to stay
in Princeton and be able to be with their families when they're on how to get the supports
that they need. We need to be able to, I think, having this is allowing us to be able to
to make that lobbying effort bigger towards the province to help out our surrounding community
municipalities and the people in the city of Indicten.
Councillor Stewart. Thank you, through the chair. I agree with Councillor Gilbert. Our regional
partners are starting to experience more and more challenges and difficulties all over okay
fellows, Princeton, Collieton, Kermius, are seeing evidence of broader spectrum of need.
One of the deliverables that you commented on was production and
presentation of data and in the last presentation. One presentation regarding the pit count numbers
and how actually unsuccessful they are in, they're not terribly robust and they're not
a lot to be relied or counted on. So I'm just hoping that there's some movement in the direction
of collecting better information and being able to present that. I know that the pit counts are
the provincial standard, but that doesn't make them the best. Certainly and there was lots of holes
to be poked in that. Through the chair to Councillor Stewart, perhaps Naomi, if you wouldn't mind
extrapolating on the different methodologies that could be used for the pit count. This was a question
that was brought up at the RDS Board as well and there are different methodologies that could be used
and united by taking the lead on counts in every community including Pentectin in 2027.
There is an opportunity to revisit and consider how that pit methodology is done in the next round.
So I'll turn it over to Ms. Woodland. Thanks, Ms. Check. Through the chair to Councillor Stewart.
So the United Way BC is the reaching home community entity in Couchen and the NIMO and through our
experience in those communities. We've identified a methodology called frontline provider count,
which is a count that's conducted over a month long period. It's not super labor intensive,
but it just involves bringing those frontline providers to come together and create a temporary
by-name list if you like and to then use some of that data to help inform the point in time count.
Currently, the federal and provincial methodology still requires a 24 hour count and that's not going
to change that soon. But what we found by doing the frontline provider count is it gaze,
gaze, service providers, a chance to find folks. I don't know where they were living,
kind of checking and then we could compare the frontline provider count with the folks we could find
in a 24 hour period for Couchen region. Those numbers pretty much added up to the same and what that showed
was an actual, not super keen to share, but it showed a double count, like a 100% increase
if you like in the number of folks that were precariously housed. And so what we know from that is that
there are a lot of people who are, what we would consider hidden homeless or people that when there's
a count happening, so the previous count was conducted by Bialor only, whereas this count was conducted
by peers, outreach workers, shelter providers, like people that people who are vulnerable have a
connection with and a relationship with. Well that means as a community, you have a much more realistic
understanding of what is actually happening rather than working with kind of a guess. And then you're like,
well we provided all the shelter better, how comes we've still got people outside. So by providing that
realistic data, it might be a bit of a shock in some communities, but at least you know what you're
dealing with for the board of community. Good comment there, quick question. I understand that
the provincial government and federal governments require the pick count as part of their distribution
of grant monies and funding, etc. Yeah, it's used as part of the way that they determine funding.
Yeah. Any further questions? Comments? Hang, none. I will call the question.
All in favour. And that is unanimous. Thank you. Thank you.
8.6. Module of B.C. and National Research Council, Module of Housing Initiative, Ms.
Hardestie. Please. Thank you, Mary and Council. I will be brief today. This report
actions a request from Module of B.C. for a letter of support encouraging the National Research
Council to continue their partnership advancing factory built and modular housing in B.C.
and specifically Pentectin. Module of B.C. is a nonprofit focused on growing the factory built housing
sector in B.C. They are working with the National Research Council or NRC who is a federal agency
that supports innovation, research and development in Canada to develop a more standardized
province-wide approach that is.
Students to expand BC's factory-built housing sector with a goal to deliver more affordable homes faster. As part of this work, they are exploring the creation of a manufacturing and research hub that would support housing innovation, workforce developments and industry growth.
The Oknaugun generally, but pinticked and specifically has been identified as a strong candidate for the hub initiative based on existing modular manufacturing activity and regional capacity.
The hub concept builds on local strength including workforce and trade straining and is focused on innovation and advanced manufacturing.
This work also aligns with broader efforts to deliver housing more quickly and affordably. BC modular has been engaging with Oknaugun College on this initiative as well, particularly in relation to program offerings,
which you heard about earlier from Dr. Fesina. Separately, but related, Council will recall the five acre parcel adjacent to the pinticked and campus, Oknaugun College campus.
The city is actively seeking federal participation to advance housing on this site with modular development offering and opportunity for rapid delivery.
Today's request is simply for a letter of support to the National Research Council and any future pilot or project would come back to council separately.
And without the staff recommendation, Mr. Collier is here if any technical questions, but happy to take any questions.
Councillor Gilbert. Yeah, thanks for the term with the staff recommendation.
Seconded. Any questions? Comments?
And hearing none then, I'll call the question all in favour. That is unanimous. Thank you.
And 8.7 housing target order for six month interim period. Mr. Collier, please.
Thanks, and good afternoon, Mayor and Council. This presentation outlines the city's progress on our assigned housing target order.
Back in 2023, the province implemented the housing supply act, which gave the province authority to make housing target orders and municipalities with the greatest need and the highest projected growth.
The goal is to encourage local actions to support increasing housing supply in response to identify needs.
With the province having tools to active local governments are not making sufficient progress on their targets.
The province uses its statter method to complete housing projections and sets targets at 75% of the projected need in assigned communities.
Pentectin was among nine other communities in the fourth round of housing target order announcements in spring 2025.
Pentectin's housing target order came into effect September 1st last year.
All target is for 908 net new units over five years. Net new units means the number of units completed and occupied minus the number of units demolished.
The target is further categorized into units by size, tenure and affordability with milestone targets for reporting years one to four, as you can see on the graph here.
Municipalities that are issued housing target orders need to submit progress supports to the province that include both their progress towards the target number of homes, as well as outlining all the actions the city is taking to support local housing supply.
The province measures progress on both aspects, not just whether or not the target numbers are met.
Attacks to the staff report package today is the full six month interim report prepared for submission to the province and the findings are summarized on the next few slides.
This table summarizes Pentectin's progress towards the target number of net new units.
The six month period is from September 1st, February 28th and shows strong progress so far with 126 net new units completed in that period, which is almost the entire year one target in just six months.
Looking at the categories, we also see strong progress on family size units with three or four bedrooms and market rental targets.
We're seeing limited progress so far on the target number of smaller size units and notably no below market rental units completed over this first six month period.
We're also reporting on other actions taken in the last 12 months to support housing development.
The next report on council's agenda will include a more thorough overview of actions taken on housing since council's term began, but the provincial report only seeks recent actions in the last year.
In that time, the city is streamlined the development approvals process by condensing design guidelines, delegating more variances to staff, removing the development permit requirement for new care choices and pursuing a grant opportunity for an external development services approvals process review.
The city is also advancing housing development on three city own sites, with zoning and development approval for a 60 unit apartment building on Eckert Avenue through the BC built program.
Planning approval for a 60 unit apartment on Galtav, waiting capital funding and council recently directing staff to review other city own sites for affordable home ownership development opportunities.
In the last 12 months, council also endorsed the social housing infrastructure plan completed alignment with provincial proactive planning requirements.
Made the affordable housing pre-development funding program ongoing and allowed secondary sweets and town homes as part of regular updates to the zoning by law.
The full progress report is included in council's agenda package with more details on these actions taken.
Overall, we are seeing strong early progress towards meeting and exceeding pentacting housing target order with the six month intern report showing 126 net new units for 93% of the entire year one target already.
Currently, there are about 960 new homes under construction, so if those all complete in the next four and a half years, we expect to exceed the 988 net new unit overall target.
I'll note that development decisions are often made here's prior to a project beginning construction.
Staff do keep track of housing projects in the development pipeline on the pentacting is growing webpage providing regular snapshots in time of how many units are proposed approved and under construction.
Looking back to 2023, we are seeing more units sitting in the approved category and not advancing to construction.
Meanwhile, the number proposed units has been steadily decreasing since 2023.
We're watching these trends closely and need to keep agile with our processes, policies and bylaws to support housing supply and response because while there are many units under construction today, we might see fewer in the next few years because there are less units in the pipeline than they're used to be.
We are seeing many examples where economic constraints continue to impede developments from moving into the construction face.
How's the affordability as a continuing unit petic then as well?
Below market rental housing units make up over 50% of our housing target order at a 477 units over five years.
There were zero new below market rental units during the initial six month period.
Below market rental developments rely on provincial or federal funding and a number of planned BC housing funded projects are now paused based on budget 26.
Staff do not expect to achieve the target for below market rental units unless more provincial investments occur to get these planned projects moving forward, including mixed affordability projects like Skahha assembly, Gold Avenue and other opportunities from the social housing infrastructure plan that are currently in the pre development stage.
Moving forward, staff will continue to monitor housing target order progress throughout coming annual reports in the fall.
Staff will continue to investigate tools within the municipalities toolbox to enable more housing development in response to petic tins housing supply and affordability needs.
With that, I'll present this down for recommendation.
The council received this report into the record and the council direct staff to publish the report included as the attachment A on the city's website and send a copy of the report to the province as required by the housing supply act.
I'm happy to answer any questions.
Thank you.
Yeah, thank you.
The chair is going to be a question and I want to make a comment first and then ask us a question of what we can put on our city website because I'm all for the province taking the necessary steps to try to get all municipalities and the province to address housing in, you know, in this province right now.
And I think it was key out of this is, you know, that we're not having a lot of movement on below market and who's responsible for that is the BC government.
And to sit there and cut projects right now when people need those housing, especially people who are trying to transition out of being unhoused to go into it.
I think it's pretty unfair that this province is willing to constantly push policy and regulation on the municipalities and yet don't bring any resources to the communities to build more non, non market and below market housing.
I think that the city of Pentichten has done a big up leadership job by opening up our OCP, changing it to make it easier for development.
You know, going along with what the province is like I have nothing, you know, wrong with when it comes to given us targets and achievements.
But I think the province really needs to reflect on themselves what are you achieving by mixing projects of a below market.
So I guess the question is can we also put on that city website, you know, what we've successfully done and also put on where the province has failed.
This city by mixing projects and how many units will not be coming to this, you know, city in the near future because of their lack of foresight and understanding that, you know, people need affordable housing in the city of Pentichten and they're not delivering those projects.
And that's why we're not having non market housing in the city of Pentichten.
Through the chair to councilor Gilbert, good points noted and definitely elements that we're noting in the report as well, especially the fact that over 50% of our provincial housing target order is for below market rental units.
The report as attached would be as video on the website, but it's definitely within council purview if they choose to pursue continued advocacy on that issue through a separate resolution.
We just don't have that as part of the staff recommendation today.
I think as we're six months into a five year plan, it's probably a little premature to be throwing daggers around.
It's, you know, especially if we're relying on market housing, nobody really controls the market certainly not municipal governments.
Maybe federal governments and provincial governments do slightly, but, but yes, when it comes to non market housing, I certainly take councilor Gilbert's points and agree with them for this first six months, but like I say, we're six months into a five year plan, so.
It's probably prudent to let's see how the first couple of years go before we start.
Who start arguing about it.
Thank you, councilor Gilbert.
I think of you.
I'll take that advice and I want to put some information out there as well in regards to this, because I saw a really good church.
Unfortunately, I was not able to attend the UDI meeting that happened up in Colona by saw a really good chart in regards to, you know, seeing the success that Colona has with their 6% vacancy rate up there.
You know, that's great, and I think I want to tie that chart to, you know, what was presented at UDI in the chart that you showed when it comes to proposed builds is that yes, they might have 6% right now, but what we saw historically is that it go really high as a high percentage of vacancy rate and then skyrocketed right down when people moved into it, and then there's nothing being built in those in the years following to be able to keep up with that.
And that's where we really need non-market, you know, affordable housing to also keep up with that to keep our vacancy rate at, you know, 3% in above because that does affect the market.
It does allow for more competition within the rental, the purpose for build rentals to be able to, you know, compete with the pricing.
And so when we don't have that with non-market housing being built, then we're just going to keep going through this cycle of, you know, boom and bust.
It's going to, we're going to have a lot of building and then there's going to be none for a long time as what our charts that showed we don't have a lot of proposed builds coming in just because of the market, but that could have been easily, you know, brought up by, you know, the provincial government's stepping up and providing housing to people, which they said is their mandate in the responsibility.
You feel the comments, and do we have a motion or move in the motion? Seconded.
And you further discussion questions.
You know, I'll call the question all in favour.
And that is unanimous. Thank you, Mr. Collier.
8.8 housing action review. Mr. Collier, please.
Thank you, Mayor. This next presentation is a review of Council's housing actions over there's term.
After the 2022 election, Council developed its strategic priorities and a major focus area was around housing.
At this time, there was significant population growth.
More focus on housing from higher levels of government and increasing costs impacting affordability and pentactin.
One of Council's priorities throughout this term has been on creating a more livable and accessible community by promoting housing developments across the entire
housing spectrum and integrating supports for youth seniors and on-house residents and policies, ensuring that new developments meet community needs.
It's 2023. Council launched the official community plan housing task force.
A group of 13 community members with a range of expertise in housing reviewed the OCP and made recommendations to address trends at the time.
The group met 12 times over 2023 and made 18 recommendations to Council at the end of that year.
The recommendations included making policy changes, exploring housing incentives and taking other actions to meet housing needs identified through housing needs assessment completed at that time.
Council endorsed the task force recommendations and directed staff to incorporate their recommendations.
Around the same time, the province passed provincial legislation to implement their homes for people action plan.
This included significant changes to how local governments plan for housing and growth, including the need for pentactin to change its official community plan and zoning by-law to allow more homes per lot.
More homes per lot, more homes near transit exchanges and process changes, the legislation prohibited public hearings for residential rezoning applications aligned with the official community plan.
The emphasis was on shifting to a more more pre- zoning and proactive planning approach based on standardized housing needs reports, helping to reduce the barriers to new housing.
Local governments had to implement this legislation within certain deadlines.
The city was spotted by exceeding the minimum provincial requirements, thus needing a third transit oriented.
A few slides outlined the range of actions taken on housing in the last three years. Starting with local housing policy changes, council enabled more supply and supported affordability, by first piloting the affordable housing pre-development fund, and then making it an ongoing program.
This program supports new nom and market housing projects at the early pre-development stage.
Council updated the permissive tax exemption policy to allow 10-year agreements on market housing, supporting new developments and acquisitions of existing buildings by non-profit providers like 688A Avenue East in 2025.
Council recognized the need to mitigate housing instability from redevelopments of larger rental sites by recently adopting the tenant protection by law, setting enhanced minimum standards for compassionate redevelopment and easing tenant transitions.
Council also adopted updated updates to the zoning by law among other changes, including allowing secondary speeds and town homes following the building code updates and enabling more units in different built forms going forward.
We have three housing needs reports over this term to support data informed decisions with the key finding summarized on the table here.
First to 2023 housing needs assessment helped inform the review and recommendations from the OCP housing task force projecting a range of 240 to 380 new homes needed each year to meet demands.
The province then required housing needs reports as part of their legislative requirements and for those reports to be completed per their standard method.
Petic things 2024 housing needs report projected a need for 315 new homes per year to meet demand within the range of the 2023 assessment.
These two reports were focused on housing supply rather than affordability, so as part of creating the social housing and infrastructure plan, the city completed its tailored social housing needs report to inform the plan with the focus on non-market housing needs.
The report identified a need for about 87 new non-market housing units each year for 20 years to address the significant housing affordability gap in Petic.
Local government approval processes are often cited as delaying housing developments and making projects more expensive to build.
While Petic didn't already has a very efficient approval processes recognized province wide.
Over the last few years, Council has refined the OCP design guidelines from 169 to 119 and removed the development permit requirement for new care choices.
Over the years, more types of minor variances have been delegated to staff for approval.
Our team is also applied for grant funding to complete a third party external, divisional assessment to further improve Petic's development approval processes and keep our reputation as one of the best in BC.
Taking direct action on housing supply and affordability, Council passed several resolutions over their term to utilize city-owned land for housing development.
In 2024, Council endorsed three city-owned sites on Eckert Avenue, Golf Avenue and Hellestreet for social housing geared towards seniors workers and youth.
These sites were incorporated into the social housing and infrastructure plan in 2025 along with 12 other opportunities sites in community.
Council's approved development plans on two of the three sites with one deferred for further planning process.
In addition, Council recently directed staff to review city-owned sites for affordable home ownership development opportunities.
These are direct actions to cities taking to build housing with capital funding from higher levels of government.
Specifically on housing affordability, Council endorsed the social housing infrastructure plan to follow through on an OCP housing task course recommendation.
The ship was developed in partnership with community organizations to recover 15 opportunities sites in total in Pentectin and align partners with sites and make end needs to make progress on new affordable housing projects together.
What Council endorsed the ship, they directed advocacy for both capital homes and investment in Pentectin recognizing it has a new federal funding stream which could also leverage the local manufactured housing industry.
Council played a lead role with community partners on opening and continuing the temporary winter shelter for residents in need.
And Council just renewed the MOU with a hundred more homes to support collective impact of community groups in Pentectin and soon to be the wider RDS region.
Over the last couple years, staff have presented these actions and more at several national and provincial conferences highlighting the city's current work in housing and partnerships and elevating the city's reputation as a municipal housing leader.
Housing supply and affordability are also priorities of the provincial and federal government's leading to several funding opportunities being available over the last couple years.
The city applied twice to the housing accelerator fund with the housing action plan that is still being action where possible despite not being successful with receiving funding.
The city applied to the community housing fund for capital funding on the Gulf Avenue site in 2023 and to the Canada housing infrastructure fund to support wastewater upgrades to meet Pentectin's future growth needs.
The city was successful with the complete communities program in 2024 which supported the design guideline review and streamlining and we're currently waiting on the outcome of the development approvals program to support that external divisional review of our approval processes.
Councils reviewed and approved many major housing developments over this term including zoning for the innovation district and scaja assembly projects which together consists of up to 2000 units.
Other major approvals include sokana on Riverside Drive with 234 units a 200 bed long term care home plus 40 units staff apartment on green avenue.
A new rental development behind Canadian tire on Timming Street with almost 200 units and four downtown developments with over 170 units combined plus the Oak Dog and college residents which is near and completion.
For 2023 to 2025 inclusive there were 950 new housing starts and average of 316 per year which is right on track with what are 2023 to 2024 housing needs assessments said we needed.
Looking at our progress on the OCP housing task force recommendations 15 of the 18 have been fully implemented into the official community plan zoning by law and other city policies.
More details on how each recommendation has been carried out is included in the entouched implementation trackers sheet to this report.
The three recommendations not completed are to exceed energy efficiency requirements as council is directed local requirements to remain in step with provincial requirements.
Investigating housing incentive policies which is challenging due to financial constraints lack of grant funding and current economic conditions and lastly funding options for additional amenities as a city grows because we're cautious of adding more fees and charges on new development at this time and many projects are renewals and not solely growth driven.
The actions taken on housing over this term have helped lead to key progress indicators with most OCP housing task force recommendations implemented.
Detecting has seen 950 new housing starts over 2023 to the end of 2025 keeping up with the needs outline and reset housing needs reports.
As was presented earlier we're seeing strong early progress on our housing target order with 126 net new units from September 1 to February 28 meaning we've almost achieved the entire year one target already.
On housing availability council has improved 1400 new rental homes since 2023 with many recently completed and the cities vacancy rate now exceeding 2% for the first time since 2013.
It reached 2.6% in fall 2025 moving towards a healthy range of 3 to 5% for a balanced rental housing market.
One of council's main priorities this term was for a more livable and accessible activity.
This report highlights the actions taken on housing over council's term to proactively plan for deliberate growth to promote housing developments across the entire spectrum.
Regular monitoring and review of our housing policies funding and partnership opportunities will help continue progressing on pentecting on going housing needs.
With that, I'll present the staff recommendation which is the council received this report into the record and I'm happy to answer any questions council might have.
Thank you.
Thank you Mr. Colley.
I can't say a little bit.
I'll move to staff recommendation.
Seconded.
And any questions?
Comments.
Here in no, no.
Cool.
Question all in favour.
And that is unanimous.
Thank you Mr. Colley.
Yeah.
8.9.
Zoning management.
By loan number 2026-18-98.
Duncan Avenue East.
Mr. Tangy please.
Thank you.
Good afternoon.
I will try to be brief.
I have three to go through with you and I know it's a long afternoon.
So this item is for proposed zoning by our amendment at 988.
Duncan Avenue East.
The property is located on the south side of Duncan Avenue.
Currently contains a single detached dwelling.
The applicant would like to operate a food truck under property.
A zoning by our amendment is required to allow this commercial use in a residential zone property.
So the property is on R4L.
So this is a multi unit residential large law in the zoning by law.
It is designated load density residential on the OCP.
Food trucks or as we define it as mobile, landing units in the zoning by law.
Or currently only permitted on city owned land, but also on all commercial zone properties.
So the OCP designation is a load density allows for limited retail or services.
The expectation is to include uses that are small in scale in compatible with load density residential land use.
So again the property is on R4L which allows for up to 4 units home occupations are also permitted.
But with restrictions such as it cannot really impact the residential character.
No more than two customers visit at any given time.
So home occupations are typically located within the single family dwelling like an accountant, a hairdresser.
Food trucks are not permitted in residential zones and would potentially impact the residential character.
And create more customer visits than a home occupation.
Despite not being permitted in residential zones, food trucks are permitted elsewhere in the city.
The city has a mobile landing program that allows vendors to operate at various locations on city owned land.
Food trucks are also permitted on commercial zone private property.
For example, there's often a food truck on the Canadian tire site in the downtown area.
Some commercial zone properties.
So given that there's a conflict with residential zoning and availability of alternative locations in the city for food truck as well as the possibility of precedent setting.
For allowing food trucks in residential area, staff recommend that council after hearing from the applicant.
Then I, the zoning application.
I have also prepared an alternative recommendation for council to consider after hearing from the applicant.
So if council wish to move the application forward, they can bring the pilot to public hearing on April 31st.
And that concludes this presentation.
And I believe the applicant is here to speak to the application as well.
Thank you.
And yes.
And because the staff presentation or the staff recommendation is to deny.
And the applicant does have the opportunity to speak to council at this point.
Is the applicant here?
And would you like to speak to council?
So please come up to the podium.
And just stage a name.
And.
Thank you everyone.
My name is Mandy Situ and I'm talking on behalf of Agvinda Taliwal because of the language barriers.
So we can communicate better.
So today I'm presenting about his house food truck situation.
So she's my friend and she would like to continue her business from her home.
So that's why she just actually made her food truck.
So she was thinking if she can operate it from home and she actually personally went to all the neighbors and signed all the.
piece of people work from that that they have no objection for her to running the food truck.
So she actually went to do door and they all signed the piece of paper for her.
So we are just wondering what was the next option for her if she wants to do that.
Hey, well the next option is for council to decide which direction they want to go in and if we.
If we want to take the staff recommendation or we do the alternate recommendation.
So if we go to the alternate and then that means we go to public hearing.
Where all the neighbors get a chance to speak to it as well.
And I see all the public do as well.
So I'll take councilor.
Rainen and councilor.
Sorry.
Okay, please cancel the rent.
Thank you.
To the chair.
Have you tried to go through the steps of like having the food truck somewhere else before?
No, it's her first time.
She's actually came here before to talk to a city where she can park the truck and then she thought she couldn't use her own land to park the truck to operate it.
So but she never go through the other options yet.
But if there is a little option and what is the way or if in a future if she wants to run it from the home.
What are the options available for her?
Yeah.
Councilor Grant.
Yes.
Thank you.
The chair to the applicant.
Does the food.
Food truck or mobile vendor is it currently infected by interior health for food safe and have all up to date inspections.
So the truck is coming from the interior so it's actually built under all the requirement which is actually asked by the BC government or the interior health.
Once the truck is here we will send the truck to the interior for the proper inspections and also go through the fire inspections as well.
But right now the truck is actually made by all the codes which we already took it from the cities.
So we are building a truck from the scratch actually.
Can't solicit.
Thank you for the chair.
I'm just curious.
This is the property that's sort of facing the street that goes right in front of the church, right at the bottom of Dunkin' Hill.
No, it's just beside the A&W. You know, there's a new driveway for the A&W, so the A&W driving and the house property kind of sheer the same wall. So it's just side by side.
Yeah, thanks for clarifying, because when I got a time obviously map challenged and I would have been concerned about the traffic.
Yeah, there's a nearby stop right there and there's no other neighbors who's just her house and the A&W. So it's a proper one block, so there's no house between.
Has there been an assessment of the impact on traffic flow in that area? Do you know, I have no clue about that.
If it's not in the staff presentation and I'm sure that the traffic flow study hasn't been opened.
Through the church, the council is steward. This is not something that we've looked at at this point and the staff recommendation is to deny the zoning.
At this point, based on, as I mentioned, set it in the presence, the location, you know, as well.
But at this point, we don't have a plan and that's something we could require further if the application is being moved forward for public hearing.
Most likely the staff recommendation would be to require a plan showing all the parking, the layout.
At this point, we're looking at the line news change.
Yeah, thank you for the chair. Just at a curiosity, like, what is the, like, are you planning to, is the plan to serve the food out of that location or is the plan to make the food and that location serve it elsewhere?
So we actually going to cook the food into the truck, so people can actually, so she's thinking to pork the truck on her property.
So people can come and they can order the food and by meal time, they have a 4 to 5 parking slot available where they can bathe in the car.
So she can make a food ready in the truck. So she just want to park the truck on her own property instead of parking somewhere else.
So that's what she's planning for.
Yeah, thank you. Good chair. And it's the plan to park.
Is it behind the property so people would be accessing it through the laneway or in front of the property?
Just front of the property.
Because there's a plenty of parking available and it's like a kind of storefront and just beside the end of the blue.
So a lot of people can just actually see her truck all the time, why they are just going through the end of the blue.
So that's why she was thinking if she can just park right there.
And for the questions.
And we need some direction from.
These are just questions for the applicants.
Do we have any questions for any more questions for staff?
Councillor Grant.
Yes, thank you, the chair.
How many mobile food vendor applications do we get a year on people with personal residents?
Through the chair to Councillor Graham.
I have to move for the staff city owned property but currently as I mentioned before,
mobile funding are not allowed on residential properties.
So I wouldn't know exactly how many mobile funding we have on commercial zone properties.
We have to have the owners approval to be there but I wouldn't have that number.
But like I mentioned before, they would have to be commercially zone in order to have the food truck located there.
Did you specify residential?
I get it.
Councillor, thank you, chair.
Are we at a point you'd like to direction?
I think as a moment, the applicants if you can take a seat please and then Councillor going to discuss it.
We'll call you back up if we have any more questions.
And so get some direction from Councillor.
Thank you, chair.
And let the answer have to have the staff or pretend I know the actual answer but my concern to answer
Councillor Graham's question is whatever that application number was,
would increase by a couple thousand percent if we allow this.
I don't like saying no, I don't want people to be discouraged but I also hope that you have the ability to work with our staff to find other avenues for the truck.
But to have it on your personal property just opens the door to way too many problems for other properties because we've allowed for you.
We have to allow for everyone.
Unfortunately, that just doesn't work everywhere.
So I'm apologizing but I would move the staff recommendation.
Seconded.
Okay.
And then you have Councillor Graham?
Yeah, thank you, chair.
Again, I really appreciate the entrepreneurial ship and trying to neutralize that property as much as you can.
I just can't support it right today because far too many variables.
Certainly, Councillor Watt.
I think hit a right on the head.
I mean, we approve this today.
I have next.
I know we have a thousand applicants tomorrow from everyone, every community at part of this community again,
I want food or mobile, whatever you want to call it.
So again, I do appreciate it and I think a little bit more work can be done and I think we could figure something out.
But today, I just can't support it.
Thank you.
And then first off, the mobile food trucks that you see around on public property, they get a license to operate,
do we know what that license costs on average?
Through the chair.
I don't have the answer to the question.
I'm not sure if.
It's Johnson.
I knew Miss Johnson would have the answer.
That's a stretch chair.
Thank you.
So I'm looking at the mobile vending application that we have posted on our website.
And it shows that the mobile food vending license fee is $2,275 plus GST per season.
And there's a set number of locations that I've part of this program.
So there is specifically prescribed locations.
Okay.
And so I had council.
Yeah.
Thank you.
Chair.
I'm going to support the recommendation as the head.
As councilor.
And councilor Graham have indicated.
I have a question.
And this might go start going down the weeds here in.
And so forth.
But, you know, if for example,
the the vending was used to make food on site.
And then delivered somewhere else.
And then they have the farmers market.
It is is that an allowable use if it was, you know, in the backyard.
And someone was using that mobile vending to cook food.
And then, you know, brought to an area where they can sell it.
And in a place that is appropriate and allowed.
Out of curiosity.
To the chair to councilor Gilbert.
I discuss also the the idea around the home occupation.
So you see that, you know, some people if they have a commercial.
You know, a kitchen approved interior house.
They will, you know, do certain things deliver.
You know, have a business out of it.
There is, you know, sometimes you can also do the home occupation in an accessory building in certain areas.
So if they were to go that route, they would get, you know,
they would need some other allowance to allow them to to use, you know,
or to cook within that in the food truck and not within the house or an accessory building.
Yeah, thanks for the chair and I appreciate that clarification too, because, you know, you see a lot of it.
I remember reading about the gray market in regards to the food and being sold on Facebook and other social media
Saves that are not in approved interior health locations.
And this person is, he's going through the process of to ensure that they're,
you know, have a commercial kitchen technically on wheels, but are able to serve food in a way that, you know,
it hears to interior health, you know, regulations.
And it just be, yeah, if they can have that kind of flexibility to be able to cook the food on site,
you know, I think it's, I think that there's an opportunity there as well.
But yeah, I do agree that having a location where people drive it in an out of dunk in,
I agree with not moving ahead with this.
To add to that, you know, I, again, the idea of a home occupation is the number of clients at the time.
So it's too client, so it doesn't interfere with the residential character.
With the food truck, always, and you can have nobody, but you could have, you know, ten customers coming at the same time.
And then, although there are some areas to, to park the vehicle, then it just creates an impact,
greater impact than what was anticipated in the, in the, you know, residential area.
And then the prime department has met with the applicant and offers some other suggestion.
But they decided to come forward with, with their application, which here in title tool.
And this is why we are here today.
Thank you, any further questions?
I can't slow what, sorry.
That's okay.
Thank you, sir.
And it's not necessarily a question.
It's just a, a hope that we collectively can work with the applicants to make sure that we can help pave the way for them to be an operating food truck on a location.
And, and again, hopefully the applicant is understanding this is not a personal thing.
So, good luck to you.
Yeah.
And, no further questions.
I will, a comment.
I will call the question all in favour.
And that is unanimous.
Thank you.
And 8.10 agricultural land reserve, not adhering residential use.
Thank you, please.
Okay.
So, this item relates to a non adhering residential use application in the agricultural land reserve for 12.10, 7.7.
The staff recommendation is to authorize the application to proceed to the agricultural land commission with support.
So, by way of background, this properties within the provincial agricultural land reserve, which was established in the 1970s to preserve agricultural land in the province.
So, what an application is made to the L.C.
It is first referred to the local government and a council resolution must be passed for it to proceed to the L.C. for consideration.
So, the properties located at 12.10 events is currently contained in the single detached dwelling in New York.
The owner would like to build a second home on the property shown in red, the existing home at the front of the property would remain.
Only one principal residence is permitted in the L.R.
As such a property has applied to the L.C. for what is called on adhering residential use application.
The L.C. has referred this application to the city and it may only proceed for to the L.C. if authorized by council.
So, the properties designated agriculture in the L.C.P. which permits agricultural buildings and detached houses up to one to two units per parcel.
The properties also zone a agricultural which only permits one single detached dwelling.
Constructing a second single detached dwelling on the property does not conflict with the agriculture designation that permits to units per parcel and aligns with policies in the L.C.P. as no negative impacts to the agricultural lands are expected.
So, should the L.C. grant the non adhering residential use?
So, this is where we're at today. A future zoning bottle amendment application will be required to permit two single detached dwellings.
Basically the first step is the L.C. approval, then they would need to come back to us for site specific zoning.
And if granted, then they could apply for a building permit.
I can now present the staff recommendation, which is that council authorized the application to proceed to the L.C. with support.
I can answer any questions that council may have.
Councillor Reiner, thank you to the chair. I've moved the staff recommendation.
Okay, we have a second of the second.
Any questions, comments?
And I would just like to say that the properties somewhere in the 11 acres in total. Is that correct?
It's a little bit over.
A little bit over. I said somewhere around.
Yeah, which is a fairly sizable parcel of land.
So, probably fall into line with most of the properties around there that are five acre parcels.
Yeah, and the size of the house that is being proposed.
I don't really have any issues with this application.
So, they have to see if they go to the L.C. and see what they say.
Councillor SIR.
The size specific doesn't always, you know, we debate how we deal with it.
When it comes back for a size specific application, but from an L.C.
point of view, there are entity onto themselves, what they decide.
Any further questions, comments?
No, no, no, I'll call a question on favor.
And that's unanimous. Thank you.
And 8.11, developments, variance permit, L.C.
25-10127-276, Abbott Street, Ms. Tangdy, please.
So, my last item today is for a variance application.
276 Abbott Street.
The properties on the east side of Abbott Street, westerns through Avenue East to the north.
And I'm more of a new located to the south. The application, the applicant intends to construct a carriage house at the rear of the property. They're seeking two variances, one, two, allow a deck above the ground level. And the second one is to allow two point one, three meters screen for privacy.
So currently the property is on arm two, so low density, multiple housing is designated high density in the OCP. So this area contains like a mix of different high low density residential and close proximity to the downtown area.
And head of to this council meeting, hundred and ninety notices were mailed out. No letters were received.
So they're proposing to construct a dock. Getting tired here.
And on the south side of the carriage house, there's only about a does not permit tax balconies or rooftop paddles on carriage houses.
This is really typically to mitigate any negative impacts on the neighboring property for overlook.
So to mitigate potential impacts associated with the balcony, they've have incorporated privacy wall to reduce that overlook.
And the deck has been oriented towards the line way, so minimizing again potential overlook into the adjacent east and west properties.
They're also proposing to construct a two point one three meter screen for privacy.
Resolving bottle has a maximum height of one point eight meter.
Again, staff have reviewed the proposal and considered the increase in height to be appropriate.
This is really well integrated within the design. It doesn't have a significant impact on the adjacent eastern property.
And council may also recall that a similar variance was supported on hills avenue at the March third meeting.
I can now present this staff recommendation, which is to approve the development variance permit to allow a deck and then the screen at two point one three meter in height and that council that accepts the issue to permit.
I can answer any question that council may have. Thank you.
Council Stewart. I'll move the staff recommendation.
Okay. Secondly council, we run into do you have any questions comments? Any questions? And any comments?
And hearing no, no, no, no, no, no, no, no, no, no, no.
And that is unanimous. Thank you.
9.1, by-laws and permits, zoning amendment by-law number 2026-04, Ms. Collison, please.
Thank you, Your Worship. Following public hearing that was held on March 17, Council gave
2nd the reading to the by-law. M-O-T-T approval has been received and a staff recommendation
is to adopt.
Thank you. And moved, seconded any questions and comments, and now I'll call a question
all in favour. That is unanimous. Thank you. And notice is a motion. Councillor Stewart.
Thank you for the chair. I will make a motion that Council requests the province of British
Columbia to commission a follow-up report from the 2022 original report. That is an independent
third party audit of all BC housing funded shelters and low barrier supportive housing facilities
in Pentectin, including Bredak House Fairhaven Support of Housing, Campus Court, Dawson Avenue
Shelter and some Poutington Healing House. And that purpose of the audit be to provide updated
comparative results to the April 14th, 2022 Pentectin Support of Housing Review, as well as include metrics
reflecting, evaluation of program delivery and overall operational effectiveness, assessment
of compliance with contractual service and performance requirements specifically around a sound
business plan and robust safety and security strategy, identification of opportunities for improvement
within each facility, examination of the broader impacts of these facilities on surrounding
neighborhoods, informed to your engagement with nearby residents and identification of shared
response plans and recommendations for actionable steps for the province and BC housing to address
any issues identified through the audit. Thank you. So that will be up for debate
to the next committee. Any other notes to the motion? Okay. Before we move on, if this is in,
notice the motion? Yes. Sorry. Councillor Graham. No problem. Thank you through the chair.
I'll be bringing an notice of motion forward at the next council meeting for our CAO and the regional CAO
to start a dialogue with Ebus. It's an essential service that has left this community a long
time ago with the closing of Greyhound. The communities surrounding Pentectin and Pentectin itself
deserve this essential service. A gentleman I met a few months back, John Cohen has a petition
started and I'll be submitting that petition as well at the next council meeting. Thank you. Thank you.
Any further notices a motion? Okay. So before we move on, if there's anyone watching the live stream
on our website and would like to ask council a question related to today's agenda, please begin to take
the steps to enter the Zoom webinar now and if you're ready in the Zoom webinar, please use the
raise hand feature and you'll be given the ability to turn your camera and microphone on and ask council
a question. Now we go into business arising, Councillor Gilbert. I think the chair I'd like to
make a motion in regards to the community to the role with the dream society to have a letter of support
for their society and their operation and reopening in October. Okay. So that's you notice you're making
a motion to provide the letter of support. Yeah, I think through the chair, yeah, the letter of
support that they're looking for in their presentation for the whole. Because the other two points will
become and probably back to us, the permissive of tax between the Napoli. Yeah, they actually have four of us
in August to exit. Oh, okay. It's good I'd like to process for a little instance. I'm not sure. I've been willing
to ask what I've said as well. And so without the inspection process, I'm not sure council can do that either,
but a letter of support we can do tax exemption for the property. CIO, do you have some comments
on that? Yeah, through the chair. Well, as they noted in the presentation, they'll come forward with a
permissive tax request, Starlayer and the yeah. And following the due court. Correct. Yes. Good. Thank you.
So second it. Okay, for the letter. Yes. It's part of the process for becoming a non-profits society.
And any, so we've got a person seconded any discussion, any questions and hearing none. I'll call
a question all in favour. And that is unanimous. Thank you.
And now public question period. Now is the time to ask council questions with respect to items that are
on today's agenda. Each question must be limited to two minutes for the total of 15 minutes.
Public question period. And do you have any questions from the gallery? If you'd like to come up to the
podium and stage a name in the street you live on, and then ask a question please.
Yeah, my name is Celeste Scooge, and I live on Westminster Ave. And I have a question about the
council pay remuneration. And what I was wondering is, you tell me if this is accurate or not,
did you have about roughly 30 meetings in 2025, like two scheduled about six others?
Is that accurate? First of all, the, that was voted down. That could also increase was voted down
by this today. Okay, I couldn't be here earlier. So I was voted down. Yeah. And instead we just voted for a pay increase
or an increase on our remuneration to follow the CPI consumer price index. Oh, okay.
Is that, there's to be honest, I've always wondered why remuneration isn't tied to what the city
workers get. Like I think they last contract, I think I was 12% divided by either three or four years.
Yeah. Well, we don't have employment contracts. We have remuneration and stipend. Yeah. So we don't get
way, we don't get benefits, we don't get medical, we don't get, we don't get, we don't get, we don't get, we don't get,
we don't get all the money, we, you know, we get what we get. Yeah. And so, and we don't get, we don't get pensions.
Municipal elected officials don't get pensions either. So, but yeah, that was, that was voted down
this afternoon. So that may answer your questions right there. Okay, thanks. Because I just, I guess I,
I've always been a little bit suspicious when Tom Dias did that 35% thing in Kelona. And I found
up and they said the survey there, two of the cities were Ottawa, a federal government hub, and
Edmonton, and they don't really need to clone at all. And I just, I was always suspicious,
there might be a piggyback effort here, you know. Well, Edmonton and Ottawa are not like Pentecton,
either, and they were not used in the comparable, see them. Okay, because that's very old news.
By the, by the citizens advisory or citizens committee, the comparable cities were of an equal size
in BC, like West Kelona, say West Kelona, Campbell River, somewhere else, something something like that.
But yeah, yeah. Okay, because that's really encouraging that it's a lot more transparent than what we still
voted against it. So yeah. Okay, because I mean, just, you know, I'm kind of a numbers guy, and I just
hear these numbers like $30,000, $30 meetings, roughly $1,000 a meeting, six hours, roughly.
You know, I think this a lot more goes into it than just these meetings. Yeah, I know, but you know,
those are the facts. And I'm just thinking, oh, the facts are, this a lot more goes into it than just
these meetings. Yeah. Like, I was a university student, like most of you guys too, and I know he is a lot of
backward, but that's part of a deal, right? And anyways, thank you. So it's voted down for now.
Okay. What's voted down, and that'll be for years. Okay. Yes. And then your raises will be directly
tied to the CPI. Correct. Okay. Thank you, sir. Thanks very much. Thank you.
Do we have any questions on Zoom, any hands raised on Zoom? Yes, we've got our hand raised in Zoom. Oh,
they're good at it. I hope would you guess that to be Mayor Bloomfield, British camp that
weren't having U.S. I have a couple of questions, but I also wanted to make a comment about that last
speaker there. I, I, I would equate your work as council members.
Like a nice perk. We can see the top part, and that's your council meetings. And the rest of the
work is underneath that we don't see it and, and it's mounds and council the Graham, you kind of alluded to
some of the comments, you know, that you, you have experience through social media. So there is much more
to our city council than just what we see sitting around that table there. So thank you everybody.
My first question is 8.6. It's sort of related to that because I know this as a city you
strongly with the United Way of B.C. And especially these, the Central South Oak and Arkansas
United Way. So my question is related to the United Way, but not to that issue. But I'd like to know
who of you sitting around that table staff and council members, who of you will, I see tomorrow morning
at the United Way drive through breakfast. I'd like to see those hands. We've got a few hands raised.
Wonderful. Yeah. There'll be, there'll be a few of us there.
And you may be asked to volunteer, I expect. I expect I will. I mean, yeah.
There's an add add up to that question is, because there won't be another council meeting until in
31st. So I'd like to see some hands, who I will see at the opening of the Pentechian Promise
Market of Saturday the 18th at 830. Of course, there's a lot of obliged to come.
There's this, there's some hands raised around the table as well. And so you'll see, you'll see
some of us at the opening of the Promise Market. Okay. Wonderful. So moving on to 8.7
and the housing targets. I mean, I think the city's been doing a great job. But
if the city had proceeded with the tiny houses at the Oats, would that have been added to the
housing targets for the city? I don't think so, because they're not permanent housing, but
yeah, and I'm getting a note from a CAO there. So yeah, they're not permanent houses.
So they would not have been in, they would not have been put into the housing mix.
You might know that I do volunteer at the Pentechian Senior Center with the Canada Rev in
your free income tax clinic. And I do know that Council Ghibli, you talked about
below market rent, and I am astonished at how the seniors in our community can afford to live
when they're paying 15 to 17 unfit dollars a month. On their income pension income, maybe 20,000.
That means that whether it's gas or food, we have too many seniors living here in extreme poverty.
So I just wanted to spend to that. And I know you're well aware of all of these facts.
So I had a question about-
Now, I know you've rejected the staff recommendation, but between that House at 98 and the
A&W, there's the empty lot, and you'll have to forgive my recall. I know there was a proposal to
build something on that property behind the A&W, and I think it was related to the A&W. So that
would have been conflict with what was proposed, but rejected for 98. So I presume there
would be some way that how would you look at this total picture? What is this? I think that property
was absorbed into the A&W property and used this part of their access and parking. So it's nothing
more than just that. Okay. Thank you. That's my questions. Thank you.
Okay. Do we have any further questions from the gallery?
I think else you'll feel straight. Wow. I'll try and keep this brief. It's been a long
meeting. In terms of the remuneration, I had expenses. I'm pleased with the direction it
went. I know you may not be. I'm somebody that's running for council. I feel I'm a qualified
and intelligent council candidate, but my strongest reason is for public service, and I really
appreciate council rate and especially talking about that. I don't know how many of you think that
you qualify as professional people that deserve a lot bigger race, but think about that for yourself.
The other one was, I don't know how I can even read the same word. Oh, the 100 marks of homes in
the United Way. I worked for many years for soins, which is one of the original community groups
involved in getting this all started. And the initial meeting between five of the
executive directors of the different things was like, soins and access and the other
was five of them. And I actually made the introduction to those E.D.s when soins got a new E.D. and
I introduced Debbie Scarborough to that group, and that was sort of the seed of how this all came
about and the cooperation. So I'm really pleased to see where they're at. The one thing I would like
from United Way as a hand advocacy is I think the thing that Ms. Kemp mentioned, the small homes,
tiny homes, and I think the biggest problem there was BC housing, and I personally have had a lot of
challenges for them getting on board and being part of this solution. And I think that's one of the
things we need to look at is if we're doing this together, is BC housing going to be part of the solution,
or are they going to be part of the purple because believe they can be? So thank you very much. Thank you
for all the stuff that staff has done. And I know that on 8.9, I know that staff will work
with that proponent to see what other things we can do to help her with her business.
That's about it, I think. I thank you all for your support. And I'm sorry, I'm really not very
focused lately. I lost my mum and just had her service last week, so I'm still sort of in that position,
but I do appreciate the support that I've had. So thank you very much.
Keep up the good work, but remember, I Councilor Watt again, thank you for talking about public service,
and that's where you're at, and that's where you need to be at. I have been coming to these council meetings
for 17 years. I don't get a penny. Thank you. Thank you, and do we have any further questions?
Next, silver, baseball drive. Through your worship, this question is for the councilors that voted
against the proposed remuneration increase for Councilor Mayor, Unable Stocks Shelves at Superstore.
They're a single parent, clearly living, on a shoestring budget. One night around supper time,
they knock on your door and ask you the following. I want to become your next city councilor. I see
first hand, the issues are community is facing, and I think I can make things better not just for me,
but everyone in Pentectin. If you contribute $1.58, I will be able to afford to dedicate the time
needed to serve you and our community, to the best of my ability, take care of my family, and pay my
bills. Will you support my goal participating in our democratic process? If your answer would be
yes to your neighbor, why would you vote no today? If your answer to both is no, what other measures
are you going to bring forward to remove the financial barriers that exist for many residents to become
decision makers in our local government? I appreciate the question. If that same neighbor said,
because I just gave you a raise, I couldn't afford to take the bus to work today. You have to
see that both sides of this has a cost to someone. I don't believe personally, and it sounds like you're
suggesting we don't have quality candidates. I certainly would take that personally because I think
there's six quality people here. I think we have over 20 applicants during the last two campaigns.
We've had multiple candidates for the last two bilections, including yourself. I believe
we've had two of our last successful candidates move on to represent our community provincially and
federally. I don't think we have a shortage of quality candidates. I apologize if somebody can't
run because they need this to be their job, but I also don't want someone else to have to pay for it. That
stands for your question. Anybody else want to? Thank you. Do you have any other members of the
public with questions? Are there any other callers on Zoom with a hand raised? There are no raise
hands in Zoom, you were shocked here. There was sort of an attack on a council or no name to
was given, but sending this to committee and when they were going to vote no anyway,
quite frankly sending it to committee was the most important and intelligent thing that got done
so that we could get all the answers. Thank you. That's not a question. Thank you.
Any further questions from the public? And I'll call this public question for you to an end.
Council, roundtable. Councillor Graham.
Yes, thank you through the chair. Our dear friend Miss Bridget just brought up.
14th annual United Way Breakfast starts tomorrow at 6.30 till 9 a.m. It's down at the Lakeside Resort.
All funds raise go to local food services for our community schools and so make sure you come through and
support. Round two of the V start Friday. I want to wish luck to the V's and I also want to congratulate
Fred Harpinson on being a nominated as a candidate for coach of the year and executive of the year.
I'd also like to wish local boy Carter Rigby who was the Prince George assistant coach. Good luck.
Not a whole lot, but a little. And thank you so much.
Councillor anybody else? Got any comments from what's coming up and I think that
V's story continues to be a wonderful success. That game on Friday night was spectacular atmosphere in the arena.
And I've had people commenting on it stopping me in the streets saying what a great event it was and how happy they are that the
V's are doing what they're doing and I'm sure that while the mood out there is certainly buoyant
and I hope that they carry the team all the way through. So yeah and so that any further
comments from council are the roundtable. I need a motion to recess to a closed meeting of council.
The year into sections 91, E, I and K and 92, B, I, point three of the community charter.
The move seconded all in favour? Thank you. Thank you.
Thank you.