REGULAR AGENDA 3/2017/R

The Corporation of the Village of Cumberland

Regular Council Meeting January 23, 2017 at 5:30 p.m.

Village Council Chambers 1. Approval of Agenda

1.1 Agenda for regular Council meeting, January 23, 2017 Recommend THAT Council approve the agenda for the regular Council meeting, January 23, 2017.

2. Adoption of Minutes

2.1 Minutes of the Council meeting held January 9, 2017 1 Recommend THAT Council approve the minutes of the Council meeting held January 9, 2017.

2.2 Receipt of Committee/Commissions Minutes: 7 Recommend THAT Council receive the minutes of the:

Heritage Commission, November 7, 2016

Homelessness and Affordable Housing Select Committee, November 21, 2016

3. Delegations 3.1 Tim Ennis, Executive Director, Comox Valley Land Trust 11

Eco-Asset Symposium Sponsorship Request Recommend THAT Council receive the delegation of Tim Ennis, Executive Director, Comox Valley Land Trust Re: Eco-Asset Symposium Sponsorship Request.

4. Unfinished Business 5. Correspondence

5.1 Katie A.H. Bell, Coordinator, Coastal Douglas-fir Conservation 16 Partnership

Invitation to join the Coastal Douglas-fir Conservation Partnership (CDFCP)

Village of Cumberland Regular Council Meeting -2- January 23, 2017

Recommend THAT Council receive the correspondence from Katie A.H. Bell, Coordinator, Coastal Douglas-fir Conservation Partnership Re: Invitation to join the Coastal Douglas-fir Conservation Partnership (CDFCP).

5.2 Anna Rambow, Outreach Coordinator, Cumberland Museum & 21 Archives

Invitation for Village Representative to Join the Ginger Goodwin - 100 Year Anniversary Committee

Recommend THAT Council receive the correspondence from Anna Rambow, Outreach Coordinator, Cumberland Museum & Archives Re: Invitation for Village Representative to Join the Ginger Goodwin – 100 Year Anniversary Committee.

5.3 Anna Rambow, Outreach Coordinator, Cumberland Museum 23 & Archives

Letter of Support Request Recommend THAT Council receive the correspondence from Anna Rambow, Outreach Coordinator, Cumberland Museum & Archives Re: Letter of Support Request.

5.4 Jacqueline Dawes, Deputy Minister, Ministry of Community, Sport 25 and Cultural Development and Responsible for TransLink

Feedback Invitation for Rural Education Strategy Recommend THAT Council receive the correspondence from Jacqueline Dawes, Deputy Minister, Ministry of Community, Sport and Cultural Development and Responsible for TransLink Re: Feedback Invitation for Rural Education Strategy.

6. Reports

6.1 LWMP Update & TetraTech proposal for Engineering Services for 30 WWTP Project Prepared by Paul Nash, Project Coordinator, Liquid Waste Management Planning i) Recommend THAT Council receive the LWMP Update &

TetraTech proposal for Owner’s Engineer Services for WWTP Project report.

ii) Recommend THAT Council accept the TetraTech proposal for Early Engineering Works and authorize staff to enter into a contract with TetraTech for a value not to exceed $100,000;

Village of Cumberland Regular Council Meeting -3- January 23, 2017

iii) AND Recommend THAT Council acknowledges that if the Village is successful in acquiring Clean Water and Wastewater Funding for the Wastewater Treatment Project, that the Village will be in a position whereby sole sourcing the Owner’s Engineering and Project Management work to TetraTech Inc. is the only viable option for completing the project on time;

iv) AND Recommend THAT sole sourcing to TetraTech Inc. is an allowed option under the current Village of Cumberland Purchasing Management Services Policy, under Section 5.9 (x), and that, upon confirmation of funding for the Wastewater Treatment Project, staff will bring forward a contract for Council consideration for the sole sourcing of Owner’s Engineering and Project Management for the entire project, with the terms and conditions and dollar value to be confirmed upon confirmation of required grant funding.

6.2 Requested Changes to the Coal Valley Estates Comprehensive 141 Development Agreement Prepared by Joanne Rees, Planner

i) Recommend THAT Council receive the “Requested Changes to the Coal Valley Estates Comprehensive Development Agreement” report dated January 18, 2017.

ii) Recommend THAT Council refers the Requested Changes to the Coal Valley Estates Comprehensive Development Agreement” report to the next meeting of the Advisory Planning Commission.

6.3 Comox Valley Regional District (CVRD) Referral Report: TUP 2C 15 – 149

Courtenay and District Fish and Game Protective Association Prepared by Judith Walker, Senior Planner

i) Recommend THAT Council receive the CVRD Referral Report: TUP 2C 15 - Courtenay and District Fish and Game Protective Association for information.

ii) Recommend THAT Council direct staff to provide the following comments to the CVRD on TUP 2C 15 - Courtenay District Fish and Game Protective Association:

Due to the existing developed condition of the area proposed for new campsites, the Village encourages the retention of any existing vegetation between the Boom Town proposed campsites and the Village of Cumberland municipal boundary, to provide a small vegetated buffer

Village of Cumberland Regular Council Meeting -4- January 23, 2017

between the proposed use and the potential active forestry taking place within the Village. The adjacent property is privately owned by Hancock Forest Management Inc.

6.4 Alternative Approval Process Update 161 Prepared by Adriana Proton, Deputy Corporate Officer Recommend THAT Council receive the Alternative Approval

Process report. 6.5 2017 Lantern Festival, Temporary Street Closure 163 Prepared by Adriana Proton, Deputy Corporate Officer

i) Recommend THAT Council receive the 2017 Lantern Festival, Temporary Road Closure report.

ii) Recommend THAT Council approve the closure of Dunsmuir Avenue between Third Street and Sixth Street on February 18, 2016 from 6 pm to 7 pm for the Lantern Parade.

6.6 Electronic Funds and Cheque Register November and December 2016 166 Recommend THAT Council receive the Electronic Funds and Cheque Register November and December 2016.

6.7 Outstanding Action Items 175 Recommend THAT Council receive the Outstanding Action Items

Report.

7. Bylaws 7.1 Municipal Ticket Information Bylaw No. 1053, 2017 184 Prepared by Adriana Proton, Deputy Corporate Officer

i) Recommend THAT Council receive the Municipal Ticket Information Bylaw report.

ii) Recommend THAT Council give first three readings to “Municipal Ticket Information Bylaw No. 1053, 2017”.

7.2 2016-2020 Financial Plan Amendment Bylaw No. 1054, 2017 216

Prepared by Michelle Mason, Financial Officer i) Recommend THAT Council receive the Financial Plan

Amendment Bylaw report for information. ii) Recommend THAT Council give first, second and third reading

to the “2016-2020 Financial Plan Amendment Bylaw No. 1054, 2017”.

Village of Cumberland Regular Council Meeting -5- January 23, 2017

8. Consent Calendar All matters listed here are considered to be routine and non-controversial and will be received by one motion. There will be no separate discussion of these items unless a member so requests, in which case the item will be removed from the Consent Calendar and considered immediately after the adoption of the Consent Calendar. 8.1 Heritage BC Re: Heritage Update - Tax Credit Call to Action; 226 8.2 Gary Fribance, President, Third Crossing Society Re: AVICC 232 Resolution/Third Crossing Society Project; 8.3 Jennifer Steel, Manager of Corporate Communications, Comox 235 Valley Regional District Re: CVRD News - Get Notified by the CVRD about Emergencies; 8.4 Charmaine Enns, Medical Health Officer, and Shelley McClure, Leader, 237 Operations Tobacco & Vapour Prevention and Control Program, Island

Health Re: Recommendations – Local Government Smoke-Free Bylaws. Recommend THAT Council receive the consent calendar.

9. New Business 10. Notices, Motions and Announcements

Matters considered here may include notices or motions to hold a meeting of the Committee of the Whole, a Village Hall meeting, a public hearing, and notices of motion introduced by a council member.

Heritage Commission meeting February 6, 2017 at 5:45 p.m. in Council Chambers

Village Hall Meeting February 6, 2017 at 7:00 p.m. in Council Chambers

Submit your feedback about Yard Waste Fires in the online survey, open until January 31. Search “outdoor burning” at cumberland.ca

11. Question Period 12. Closed Portion

THAT pursuant to Section 90 (1) of the Community Charter Council close the meeting to the public to consider:

Personal information about an identifiable individual who holds or is being considered for a position as an officer, employee or agent of the municipality or another position appointed by the municipality;

Litigation or potential litigation affecting the municipality. 13. Adjournment

REGULAR MINUTES 1/2017/R

The Corporation of the Village of Cumberland

Regular Council Meeting January 9, 2017 at 5:30 p.m.

Village Council Chambers Council Present: Staff Present: Mayor Leslie Baird Sundance Topham, Chief Administrative Officer Councillor Jesse Ketler Rob Crisfield, Manager of Operations Councillor Roger Kishi Adriana Proton, Deputy Corporate Officer Councillor Gwyn Sproule Michelle Mason, Financial Officer Councillor Sean Sullivan Leah Knutson, Manager of Recreation Judith Walker, Senior Planner James Abrams, Bylaw Enforcement Officer

Kevin McPhedran, Parks and Outdoor Recreation Coordinator

Mayor Baird called the meeting to order at 5:30 p.m. 1. Approval of Agenda

1.1 Agenda for regular Council meeting, January 9, 2017 Motion 17-1

Ketler/Sullivan THAT Council approve the agenda for the regular Council meeting,

January 9, 2017. Carried Unanimously

2. Adoption of Minutes

2.1 Minutes of the Council meeting held December 12, 2016 Motion 17-2

Sproule/Ketler THAT Council approve the minutes of the Council meeting held

December 12, 2016. Carried Unanimously

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Village of Cumberland Regular Council Meeting -2- January 9, 2017

3. Delegations 4. Unfinished Business 5. Correspondence 6. Reports 6.1 Cumberland Lake Park 2017-2021 Operations Agreement: Contract Award

Prepared by Kevin McPhedran, Parks and Outdoor Recreation Coordinator

Motion 17-3 Sproule/Ketler

THAT Council receive the Cumberland Lake Park Operations Agreement: Contract Award report for information.

Carried Unanimously

Motion 17-4 Sproule/Kishi

THAT Council enter into the Cumberland Lake Park: 2017-2021 Park Operations Agreement with Cumberland Lake Wilderness Society for the management of Cumberland Lake Park from January 1 2017 to December 31 2021 and authorize the Mayor and Chief Administrative Officer to execute the agreement.

Carried Unanimously

6.2 Stops of Interest Sign Recommendations Prepared by Judith Walker, Senior Planner Motion 17-5

Sullivan/Sproule THAT Council receive the Stops of Interest Sign Recommendations report. Carried Unanimously

Motion 17-6

Sproule/Sullivan THAT Council direct staff to forward the submission to the Province of BC

for potential inclusion into the BC Stops of Interest new sign program. Carried Unanimously

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Village of Cumberland Regular Council Meeting -3- January 9, 2017

6.3 Community Grant Program Guidelines Prepared by Sundance Topham, Chief Administrative Officer Motion 17-7

Ketler/Sproule THAT Council receive the Community Grant Program Guidelines report. Carried Unanimously

Motion 17-8

Sproule/Ketler THAT Council confirm the Village of Cumberland Community Grant

Program Guidelines as presented. Carried Unanimously

6.4 WildsafeBC Annual Report 2016

Prepared by James Abrams, Bylaw Enforcement Officer Motion 17-9

Sullivan/Sproule THAT Council receive the WildsafeBC Annual Report 2016. Carried Unanimously 6.5 December 2016 Recreation Department Report Prepared by Leah Knutson, Manager of Recreation

Recreation Programming Report

Parks and Outdoor Recreation Report Motion 17-10 Sproule/Ketler

THAT Council receive the December 2016 Recreation Department Report for information.

Carried Unanimously 6.6 December 2016 Protective Services Report Prepared by Mike Williamson, Manager of Protective Services

Bylaw Enforcement Report Motion 17-11

Ketler/Sullivan THAT Council receive the December 2016 Protective Services Report for

information. Carried Unanimously

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Village of Cumberland Regular Council Meeting -4- January 9, 2017

6.7 December 2016 Operations Department Report Prepared by Rob Crisfield, Manager of Operations

Planning Report

Public Works Report Motion 17-12

Ketler/Sullivan THAT Council receive the December 2016 Operations Department Report

for information. Carried Unanimously

6.8 December 2016 Finance and Administration Department Report

Prepared by Michelle Mason, Financial Officer and Adriana Proton, Deputy Corporate Officer

Motion 17-13 Sullivan/Sproule

THAT Council receive the December 2016 Administration Department Report for information.

Carried Unanimously

6.9 December 2016 Chief Administrative Officer Report Prepared by Sundance Topham, Chief Administrative Officer

Motion 17-14 Ketler/Sproule

THAT Council receive the December 2016 Chief Administrative Officer Report for information.

Carried Unanimously

6.10 Council Reports 6.10.1 Mayor Leslie Baird 6.10.2 Councillor Jesse Ketler 6.10.3 Councillor Roger Kishi 6.10.4 Councillor Gwyn Sproule 6.10.5 Councillor Sean Sullivan

Motion 17-15 Kishi/Sullivan

THAT the Council reports be received. Carried Unanimously

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Village of Cumberland Regular Council Meeting -5- January 9, 2017

7. Bylaws 7.1 Emergency and Public Safety Reserve Fund Establishment Bylaw No. 1047,

2017 Motion 17-16

Kishi/Ketler THAT Council adopt the Emergency and Public Safety Reserve Fund

Establishment Bylaw No. 1047, 2017. Carried Unanimously

7.2 Streets and Traffic Bylaw No. 951, 2017 Motion 17-17

Kishi/Sproule THAT Council adopt the Streets and Traffic Bylaw No. 951, 2017. Carried Unanimously 7.3 Fire Protection Services and Regulation Amendment Bylaw No. 1052,

2017 Prepared by Adriana Proton, Deputy Corporate Officer

Motion 17-18 Kishi/Ketler

THAT Council receive the Fire Protection Services and Regulation Amendment Bylaw report.

Carried Unanimously

Motion 17-19 Kishi/Sullivan THAT Council give first and second reading to the “Fire Protection Services and Regulation Amendment Bylaw No. 1052, 2017”, AND THAT Council direct staff to solicit community feedback on the proposed prohibition of yard waste fires. Carried Unanimously

8. Consent Calendar

All matters listed here are considered to be routine and non-controversial and will be received by one motion. There will be no separate discussion of these items unless a member so requests, in which case the item will be removed from the Consent Calendar and considered immediately after the adoption of the Consent Calendar.

9. New Business

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Village of Cumberland Regular Council Meeting -6- January 9, 2017

10. Notices, Motions and Announcements Matters considered here may include notices or motions to hold a meeting of the Committee of the Whole, a Village Hall meeting, a public hearing, and notices of motion introduced by a council member.

Homelessness and Affordable Housing Committee meeting, Wednesday, January 18, at 9:00 a.m.

Chinese Cemetery Unveiling Friday, January 13, at 1:00 p.m.

11. Question Period Council received questions on the following topics:

Heritage Alteration permits

Kingfisher nests at Lake Park

Survey of nesting sites at Coal Valley Estates. 12. Closed Portion Motion 17-20 Sproule/Kishi THAT pursuant to Section 90 (1) of the Community Charter Council close the meeting to the public to consider:

Personal information about an identifiable individual who holds or is being considered for a position as an officer, employee or agent of the municipality or another position appointed by the municipality

Litigation or potential litigation affecting the municipality Carried Unanimously

13. Adjournment Motion 17-21 Sullivan/Ketler THAT Council adjourn the meeting at 7:50 p.m. Carried Unanimously Certified Correct: Mayor Corporate Officer

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Minutes of the Heritage Commission held on Monday November 7, 2016, in Council chambers located at 2675 Dunsmuir Avenue, Cumberland BC. The meeting commenced at 4:30pm.

PRESENT: Mike Tymchuk, Chair Allan Ball, Secretary Gillian Brooks

Mary Kornelson (entered at 5:45pm) Adam Robinson Karen Webber

COUNCIL AND STAFF Councillor Gwyn Sproule Judy Walker, Senior Planner Joanne Rees, Planner

GUESTS Denise

James

1. Approval of Agenda

Robinson/Webber: “THAT the agenda is approved as presented.”

CARRIED

2. Approval of Minutes

No previous minutes to recieve

CARRIED

3. Referrals from Council:

a) 2016-03 HAP&DV 2781 Dunsmuir Avenue.

Robinson/Kornelson: “THAT the report Heritage Alteration and Development Variance Permit 2781 Dunsmuir Avenue be received.”

CARRIED

After some discussion and recognizing that the report had identified no Heritage Area impediments to the application, a motion was moved to support the planner’s recommendation to council with respect to heritage and this property.

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Minutes of the Meeting of the Heritage Commission held October 17, 2015 Page 2

Moved/Seconded: THAT the Heritage Commission recommends that Council grant the Heritage Alteration Permit and Development Variance for property described as the West 54feet of Lot 11, Block 6, District Lot 21, Nelson District, Plan 522A (2717 Dunsmuir Avenue) as requested and substantially in compliance with the attached drawings.

CARRIED

4. Heritage Management Plan

A short update was given on the progress of the Heritage Management plan.

5. Next Meeting

November 7th 5:45pm

6. Termination

Ball: “THAT the meeting terminate.”

Time: 6:20pm

Certified Correct:

Mike Tymchuk Chair

Confirmed:

Adriana Proton Deputy Corporate Offcier

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2673 Dunsmuir Avenue P.O. Box 340

Cumberland, BC V0R 1S0 Telephone: 250-336-2291

Fax: 250-336-2321 cumberland.ca

Corporation of the Village of Cumberland

Homelessness and Affordable Housing Select Committee Minutes

November 21, 2016, 9 a.m. to 11 a.m. Council Chambers

Members Present: Staff & Guests: Roger Albert, chair Adriana Proton, Deputy Corporate Officer Ian Cooper Matt Thomson, M. Thomson Consulting Kathy Duperron Peer-Daniel Krause, M. Thomson Consulting Elaine Julian Jesse Ketler, Councillor Regrets: Christopher Newell-Bate, vice-chair, and Mark Fortin

Mr. Albert called the meeting to order at 9:03 a.m. 1. Approval of Agenda

Duperron/Ketler: THAT the Committee approve the agenda. Carried

2. Adoption of Minutes Duperron/Ketler: THAT the Committee approve the minutes of October 19, 2016. Carried

3. Affordable Housing Draft Implementation Framework

The Framework was adopted by Council at the November 14 meeting

Mr. Thomson offered to answer questions the Committee may have in the future

4. Next Steps The committee discussed next steps, including:

A workshop or Committee of the Whole meeting for Council to consider municipal measures to regulate and incentivize affordable housing

An “Affordable Housing in Cumberland” brochure, with content supplied by M. Thomson Consulting to be reviewed by planning staff

The possibility of seeking partnerships and scoping potential affordable housing projects

Funding opportunities through the Village, the Comox Valley Coalition to End Homelessness (CVCEH), Canada Mortgage and Housing Corporation (CMHC) and BC Housing

How to better coordinate affordable housing development efforts in Cumberland

The possibility of a CVCEH project in Cumberland

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Page 2 of 2

5. 2017 Planning (a) Committee Schedule Duperron/Julian: THAT the Committee approve the 2017 Homelessness and Affordable Housing meeting schedule. Carried (b) Work Plan

The Affordable Housing objectives from the 2016 workplan are complete

The Homelessness objectives from the 2016 workplan are still outstanding (c) Budget requests The Committee will request the same meeting budget as 2015, but no additional funds.

6. Next meeting: January 18, 9 a.m. to 11 a.m. 7. Adjournment Duperron/Cooper: THAT the meeting be adjourned at 10:46 a.m. Carried

Certified Correct: Chair Deputy Corporate Officer

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From: DAVID STAPLEY Sent: Wednesday, January 18, 2017 3:24 PM To: info <info@cumberland.ca>; Comox Vallley Land Trust Subject: Delegation Request for Council meeting Jan 23

Hello Mayor and Council: Tim Ennis, executive director of the Comox Valley Land Trust, would like to attend Jan 23 Council meeting as a delegation on behalf of the Land Trust, Project Watershed and other members of the Comox Valley Conservation Strategy Community Partnership. The purpose of the delegation is to inform Council of the upcoming Eco-Asset Symposium being held March 14 & 15 (see information attached) and request that Council consider becoming an event sponsor. To date the City of Courtenay and Comox Valley Regional District have joined in as sponsors. Please let Tim Ennis know if the request to appear as a delegation has been approved. If so, please attached the information provided to the Council members agenda package. Thanks on behalf of Tim Ennis and the Comox Valley Land Trust, David Stapley Program Manager Comox Valley Conservation Strategy Community Partnership

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Page 1 of 4

Tim Ennis

Executive Director (250) 897-1271 Email: dsconsulting@shaw.ca Mailing Address

P.O. Box 3462 Courtenay, BC V9N 5N5 Office:

2356a Rosewall Crescent Courtenay, BC, V9N 8R9 Partner Organizations

Brooklyn Creek Watershed Society Comox Valley Land Trust Comox Valley Nature (CVNS) C.V. Water Watch Coalition Mack Laing Heritage Society Millard-Piercy Watershed Stewards Morrison Creek Streamkeepers Project Watershed Society Supporter Organizations

Arden Area Residents Association Black Creek Streamkeepers Comox Town Residents Association Cumberland Community Forest

Society Forbidden Plateau Road Residents

Association Friends of Comox Lazo Forest

Reserve Friends of Strathcona Park Macdonald Wood Park Society Perseverance Creek Streamkeepers Merville Area Resident’s & Ratepayers

Association Mountainaire Avian Rescue Society Saratoga and Miracle Beach

Residents Association Tsolum River Restoration Society Vancouver Island Whitewater

Paddling Society Funding Partners

Real Estate Foundation of B.C. Community Gaming Grant RBC Blue Water Fund Comox Valley Regional District

www.cvconservationstrategy.org

January 18, 2016

Mayor and Council,

Village of Cumberland

Request for Funding for Eco-Asset Symposium: Discovering Nature’s

Infrastructure Potential

Mayor and Council:

The Comox Valley Land Trust (CVLT) is requesting Council to consider a funding

request for $1,000 to assist with costs for the Eco-Asset Symposium:

Discovering Nature’s Infrastructure Potential.

Our community’s natural assets have the potential to play a powerful and cost

effective role in addressing current and future infrastructure needs. They

provide free eco-system services that are less expensive to operate than

traditional infrastructure, appreciate over time and can help to address

significant infrastructure challenges such as drinking water quality and quantity,

and storm water management (flooding).

The Symposium is planned as a two day event starting with an evening forum

with presentations on what are eco-assets and the values they provide our

communities and a conversation about eco-assets under stress from climate

change. The forum will include a presentation from Emmanuel Machado, CAO

of the Town of Gibsons, who will share how the Town benefits from integrating

natural asset management principles into their infrastructure programs.

The following day includes a series of workshops that will explore how to apply

eco-asset management. One workshop that maybe of particular interest to

Council will be looking at the impacts of forestry and climate change on

watershed hydrology and the implications for water quality and quantity.

The purpose of the Symposium is to build local knowledge and interest in

how to apply eco-asset management principles at the local level. The event is

being planned by the Comox Valley Conservation Strategy Community

Partnership, a CVLT program, with support from the Real Estate Foundation

of BC and community partners such as Project Watershed.

We are currently seeking local government sponsorships and are requesting

Council to consider this request. You will find attached to this letter: more

information about the Symposium, sponsorship and an event budget.

Thanks for considering this request.

Regards,

Tim Ennis

CVLT Executive Director

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Page 2 of 4

Eco-Assets Symposium:

Discovering Nature’s Infrastructure Potential The natural assets of our community have the potential to play a powerful and cost effective role in

addressing current and future community infrastructure needs.

These “Eco-Assets” provide free eco-system services that are less expensive to operate than traditional

infrastructure, appreciate over time and can help to address significant infrastructure challenges such as

flooding, water quality and storm surges. Eco assets are carbon neutral or even carbon positive. Eco-Asset

Management is critical to preserve and restore the natural ecological function of our community for future

generations.

What are examples of Traditional Infrastructure Assets? Roads, Sewers, Ditches, Treatment Facilities, Dams,

Pumping Stations, Pipes.

What are examples of Eco-Assets? Aquifers, Green Spaces, Forests, Creeks, Wetlands, Trees, Natural

Shorelines, Foreshore Areas, Flood Plains, Estuaries and Marine Environments

What kind of issues can Eco-Assets help manage? Flood Deterrence, Turbidity, Carbon Emission Targets,

Water Storage, Drought Management, Rainwater and Storm Drain Management, Storm Protection.

You are invited to be part of an exciting and engaging professional development opportunity as we learn

from professionals and community leaders about their work with Eco-Asset Management.

Who should attend? Anyone who has a professional or personal interest in infrastructure management and

ecological function in our community. Municipal, regional and First Nations government staff, elected

officials, developers, planners, engineers, designers, biologists, ecologists, conservationists, watershed

stewards, landscape professionals, writers, teachers and students.

What will the format be? This 2-day event starts with an engaging evening forum with presentations on eco

asset opportunities and challenges and a conversation about eco-assets under stress from climate change.

The forum will also include a presentation from the Town of Gibsons on the implementation of their Eco-

Asset Management principles.

The following day will include a series of participatory workshops to more deeply explore Eco-Asset

opportunities and challenges. The afternoon will feature concurrent design workshops where participants

apply their learning to specific local opportunities and challenges.

What are the goals of the Symposium? To build local knowledge, interest, passion and engagement in Eco-

Asset Management principles that inspires action at the local level.

Who is presenting this symposium? Planning for this event is currently being led by the Comox Valley

Conservation Strategy (CVCS) with support from key community partners including Project Watershed.

The CVCS is currently seeking presenting partners for this Eco-Assets Symposium. To be part of the

leadership team bringing this Eco-Asset Management conversation to the Comox Valley contact David

Stapley at: 250-897-1271 info@cvconservationstrategy.org.

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Page 3 of 4

Eco-Assets Symposium: Discovering Nature’s Infrastructure Potential

Sponsorships The Eco-Assets Symposium requires sponsors. There are many opportunities to participate as a sponsor. There are three levels of tiered sponsorship to choose from. Each level offers varying amounts of benefits and opportunities to engage in event planning. Co-Presenters $5,000 and all benefits below Top Level Co-Presenting Status Logo on Event Materials as Presenting Partner Distribution of Promo through Network (e-blast, ads places, social media) Opportunity to Participate in Planning Meetings 5 full registrations Presenting Partners Cash Contribution, and/or value of goods or services provided $2,000 - venue rentals, media/advertising, food/beverage/rentals/tech) Logo on Event Materials as Presenting Partner Distribution of Promo through Network (e-blast, ads places, social media) Opportunity to Participate in Planning Meetings 3 full registrations Community Partners: Cash, Goods or Services $500-$2000 Distribution of Promo through Network (e-blast, ads places, social media) Listed on promo as community partner

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Page 4 of 4

Eco-Asset Symposium Budget

Amount Cash

In-kind Description

Revenue Project Watershed 2,000 0 2,000 registration, volunteer & paid staff on event planning committee

CVLT 3,600 2,200 1,400 CVCS contractors paid staff time, PW and other volunteers Forum speakers & workshop leaders 3,000 0 3,000 Waiving of fees by speakers and workshop leaders Event Coordinator (contracted) 2,000 0 2,000 In kind contribution of 1/3 of contract fee Media & promotion sponsors 1,000 0 1,000 Value of contribution from media and graphic design sponsors Event technical support 400 0 400 Value of technical support provided at no charge at event Videographer 500 0 500 Reduction of event videographer fee Sponsorships (cash) 12,400 12,400 0 Sponsorship Requests Total 24,900 14,600 10,300

Expenses Event manager, outreach & communications 6,000 4,000 2,000 Event contractor: event management, outreach & communications

Communication, promotions 2,500 1,500 1,000 Graphic design, printing, media advertising Event Administration 2,000 0 2,000 bookkeeping, coordination of volunteers, registration, rental (venue, equip) Video Production 1,000 500 500 Event videographer Venue & equipment rentals 1,600 1,600 0 Venue rental for evening and workshop venues, equipment Forum speakers & workshop leaders 6,000 3,000 3,000 Cash: travel, accommodation, sundry; In-kind: speaker fees Technical Support 1,200 800 400 Technical support for evening forum & day workshops Event Planning Committee 3,600 2,200 1,400 Volunteer and paid time of event planning committee Food & Beverage 1,000 1,000 0 Contribution towards food, and refreshments for workshop participants

Total 24,900 14,600 10,300

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Coastal Douglas-fir and Associated Ecosystems Conservation Partnership info@cdfcp.ca www.cdfcp.ca

January 10, 2017 Dear Mr. Rob Crisfield (Manager of Operations, Village of Cumberland),

On behalf of the Coastal Douglas-fir and Associated Ecosystems Conservation Partnership (CDFCP), I would like to invite you to become a Member of this conservation initiative. Join the partnership (now with over 40 participating members) and help protect healthy Coastal Douglas-fir and Associated Ecosystems. Why are Coastal Douglas-fir Ecosystems Important? The Coastal Douglas-fir biogeoclimatic zone (CDF zone) is the smallest and most at-risk zone in British Columbia (BC) and is of conservation concern1. The CDF zone is home to the highest number of species and ecosystems at risk in BC, many of which are ranked globally as imperiled or critically imperiled2. The global range of the CDF lies almost entirely within BC, underscoring both its global uniqueness and B.C.’s responsibility for its conservation. Of all the zones in BC, the CDF has been most altered by human activities. Less than 1% of the CDF remains in old growth forests3 and 49% of the land base has been permanently converted by human activities4. The trend of deforestation and urbanization continues and has resulted in a natural area that is highly fragmented with continuing threats to remaining natural systems. Approximately 9% of the CDF zone is protected in conservation areas5 and over 80% is privately owned. The extent of disturbance combined with the low level of protection places the ecological integrity of the CDF zone at high risk6. About the CDFCP The CDFCP was established in 2012 to meet a need for a more strategic and collaborative approach to conservation efforts in Coastal Douglas-fir ecosystems. The CDFCP believes a coordinated effort between all residents, agencies, land managers and organizations is fundamental to achieving our mission to: promote the conservation and stewardship of Coastal Douglas-fir and associated ecosystems in south-western British Columbia through sound science, shared information, supportive policies, and community education.

1 Austin, M.A., D.A. Buffett, D.J. Nicolson, G.G.E. Scudder and V. Stevens (eds.). 2008. Taking Natures Pulse: The Status of Biodiversity in British Columbia. Biodiversity BC, Victoria, BC. Pg 268. 2 BC CDC Species and Ecosystem Explorer (accessed April 2013) 3 Madrone Environmental Services. 2008. Terrestrial ecosystem mapping of the Coastal Douglas-fir Biogeoclimatic zone – Madrone Environmental Services 4 Hectares BC query (http://www.hectaresbc.org/app/habc/HaBC.html). Accessed May, 2013 5 Cook, J. 2011. Coastal Douglas-fir Zone Protected Areas Ecosystem Representation Analysis – Veridian Ecological Consulting Ltd. 6 Holt, R.F. 2007. Conservation Planning and Targets for the Coastal Douglas-fir Ecosystem: a Science Review and Preliminary Approach.

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The CDFCP operates as a forum for collaboration, communication and action to enhance the protection and stewardship of healthy Coastal Douglas-fir and Associated Ecosystems. The Partnership offers our members:

Access to information, resources and expertise; and,

A customizable conservation planning tool (i.e., Marxan with CDF-specified graphical interface)

that identifies priority areas for conservation, acquisition and stewardship efforts in the CDF

zone. This tool helps organizations prioritize their conservation efforts, in a proactive and

strategic way, and secure important funding resources for land protection.

To learn more about the CDFCP, we encourage you to visit our website (www.cdfcp.ca) and view our Terms of Reference. To become a member, please sign our Statement of Cooperation and commit to “working together to facilitate practical and effective conservation of the Coastal Douglas-fir and Associated Ecosystems”. Recent Accomplishments of the CDFCP

Creation of our Conservation Strategy (2015-2020) which describes our goals and objectives.

Development of a new conservation planning tool (graphical interface for Marxan software)

that allows users to customize their priorities for the landscape. The tool, developed with

funding from the North Pacific Landscape Conservation Cooperative through the Dr. Peter

Arcese Lab at the University of British Columbia, identifies priority areas for conservation and

stewardship efforts and has been used by:

o The Nature Conservancy of Canada to guide land acquisition in the Salish Sea Natural

Areas Conservation Plan;

o The Islands Trust Fund to prioritize land securement projects; and,

o The Capital Regional District and Cowichan Valley Regional District to explore planning

models for parks and watershed management.

To learn more about this tool or use the online interface visit the Peter Arcese Lab website at

the University of British Columbia.

Partnership with the Province of BC to provide office space for our first CDFCP Coordinator,

Katie A.H. Bell (M.Sc., BIT), who was hired with funding from the Real Estate Foundation of BC.

Current Work by the CDFCP

Funding from the Real Estate Foundation of BC is also supporting outreach to local

governments and a project with the Islands Trust to help inform the Gambier Island Local Trust

Committee about its land management strategy (prioritize land for conservation and land for

recreation). This project will function as a Case Study to inform how this conservation planning

tool can guide policy development and land use planning for local governments in the future.

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How Can You Participate?

Invite us to come and speak to your staff, Board or Council. Starting in February 2017, we

would welcome the opportunity to discuss our work and how we can provide service to your

agency.

Attend our upcoming presentation at the Species and Ecosystems at Risk Local Government

Working Group Colloquium (January 31-February 1, 2017). The CDFCP’s new Coordinator,

Katie A.H. Bell, will speak about the CDFCP on January 31st.

o Contact Lynn Campbell (lynn.campbell@gov.bc.ca) for registration (free)

Sign our Statement of Cooperation (attached).

We look forward to your reply and please email us at info@cdfcp.ca with any questions. Katie A.H. Bell, Coordinator Coastal Douglas-fir Conservation Partnership info@cdfcp.ca (250) 387-9858 Help bring to life our vision for 2045:

Coastal Douglas-fir and associated ecosystems have ecological integrity and resilience to change. A system of core protected areas are actively managed to provide habitat for native species and places to learn about the importance of healthy ecosystems. Working landscapes are actively managed to enhance their ecosystem values, while also supporting jobs and economic development opportunities. The public and land managers understand that Coastal Douglas-fir and associated ecosystems are special places that merit support and investment.

Thank you to our supporters

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1

STATEMENT OF COOPERATION for the COASTAL DOUGLAS-FIR AND ASSOCIATED ECOSYSTEMS CONSERVATION PARTNERSHIP (CDFCP)

We believe that:

1) biodiversity is a key component of Canada’s national heritage. Both Canada and British Columbia have made international and national commitments to conserve biological diversity. Biodiversity includes all species and ecological communities and the interactions between them and has both inherent and economic values that justify its conservation. We are committed to preserving this rich component of our national heritage for future generations.

2) the Coastal Douglas-fir Biogeoclimatic Zone is a unique and special place. The Coastal Douglas-fir biogeoclimatic zone (CDF zone) is unique and found almost exclusively in British Columbia. It is an area of extremely rich biological and ecological diversity and supports species and ecosystems that do not occur elsewhere in Canada. It has international significance because of its limited range in North America. This zone is also home to an increasing number of people drawn by the quality of life and the mildest climate in Canada. This area supports a wide range of agricultural, forestry, mining, recreation and tourism activities.

3) the future integrity of the Coastal Douglas-fir and Associated Ecosystems is threatened. We will not take the future health of the Coastal Douglas-fir and Associated Ecosystems (CDFAE) for granted. Although the area’s economic wealth has long been based on its abundant natural resources, population growth and associated human activities now threaten the natural environment which has made it so special and attractive. There are 43 Red and Blue-listed ecological communities in the CDF zone alone and 278 species at risk, of which 107 are listed by COSEWIC and 99 are listed under the federal Species At Risk Act (SARA) (BC CDC, 2012)

4) it is not too late to secure the ecological integrity of the CDFAE for future generations. All the necessary elements of a Conservation Partnership are in place. Governments, non-government organizations, community groups and individuals are aware of the many conservation issues facing the CDFAE and recognize the need to preserve this special place. There is adequate scientific information to make informed decisions. We are strongly committed to cooperation and partnership for conservation of the CDFAE.

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2

5) protecting this special place is our shared responsibility. With this Statement of Cooperation, we are focusing the energies and efforts of an emerging Conservation Partnership so that we can make a coordinated contribution toward addressing the conservation issues facing the CDFAE. We wish to engage the considerable skills, energy and resources of our governments, ENGOs, community groups, educators, youth, workers, industry and business. We intend to work through cooperative mechanisms currently in place to inform and involve others. This will produce an open and transparent process of establishing priorities, identifying opportunities for effective cooperative action, and measuring progress. We will work with, and be guided by, existing conservation planning initiatives that affect conservation of the CDFAE.

6) the Aboriginal peoples of the Coast play a special role in the future of the natural system. Through their long historical relationship with the lands and resources, the Aboriginal peoples of the CDFAE have acquired a special knowledge. To conserve and protect the area, we will work closely with the Aboriginal peoples of the CDFAE, so their unique perspective can contribute to our common efforts.

7) we will build on the progress made to date. In our efforts to work closely together for the future of the CDFAE, we will build on the conservation activities and working relationships that have already been established in the area. Many programs and initiatives have protected portions of the landscape, implemented successful stewardship projects, created conservation plans, produced research results, and produced an array of informative publications. We intend to work together to facilitate practical and effective conservation of the CDFAE This Statement of Cooperation states our shared principles, goals and challenges. It provides a framework for collaboration on future initiatives through this Conservation Partnership, and will establish common priorities and a means to coordinate many of the initiatives already underway. We will be guided by our Terms of Reference, we will cooperate in an open and accountable manner, translate our commitments into actions, and monitor our progress. Research, monitoring and evaluation activities will provide new information and we are committed to considering and incorporating new information in our conservation approaches, priorities and management. In working together towards the goals set out in this Statement of Cooperation, we welcome the ideas and efforts of all residents and organizations concerned about the future of the CDFCP. It is our intention to add new signatures to the Statement of Cooperation as new partners adopt the principles outlined in this document.

[Signature] ____________________________ Name Position Affiliation

[Signature] ____________________________ Name Position Affiliation

[Signature] ____________________________ Name Position Affiliation

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Sent: Wednesday, January 18, 2017 11:20 AM To: Adriana Proton Subject: Inviation for Village Rep. to Join 100 Year Anniversary Committee Hi Adriana, Please find attached a letter of invitation for a member of Council, or Village staff to join the Ginger Goodwin – 100 Year Anniversary Committee. Our Board Chair, Brian Charlton, has been in discussion with Mayor Baird around the invite. Thank you so much. Let me know if you have any questions. Anna. Anna Rambow Outreach Coordinator Cumberland Museum & Archives www.cumberlandmuseum.ca 250-336-2445

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January 18, 2016 Dear Cumberland Council; 2018 marks the hundred year anniversary of the death of Albert ‘Ginger’ Goodwin. A ‘Ginger Goodwin - 100 Year Anniversary Committee’ has been formed under the Cumberland Museum and Archives to move forward with the planning of special events and commemoration around this important year. The committee would like to extend an invitation for a member of Council, or Village of Cumberland staff to join the committee. Meetings will take place approximately once a month starting in the fall of 2017, and ending in July of 2018. There may be preliminary meetings before the fall as we apply for funding. With the understanding that committee members may not be able to attend all meetings, minutes will be regularly circulated. We look forward to connecting further. Sincerely, Anna Rambow Outreach Coordinator On behalf of the Ginger Goodwin - 100 Year Anniversary Committee Cumberland Museum and Archives

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Sent: Friday, January 13, 2017 4:07 PM To: Adriana Proton Cc: 'Anna Rambow' Subject: Letter of Support Request - Cumberland Museum and Archives

Hi Adriana, As mentioned earlier this afternoon, the museum is in the process of applying for funding to support commemorative events to mark the 100 year anniversary of the shooting death of Ginger Goodwin in 2018. A requirement of the grant is to provide written support from our municipal administration, in the form of cash and/or in-kind support. If the Village is able to provide a letter of support by Thursday, January 26th, it would be much appreciated. Please find a draft of text for your use below. Of course, feel free to change / edit as necessary. For the in-kind contributions, the museum would be looking at the rental of the Cultural Centre plus Kitchen x 2 days, the use of Village Park for 1 day, and the use of Village Square for 2 days. We would also require a road closure for the re-enactment of Ginger Goodwin’s funeral procession, barricades, and possibly garbage clean-up in the park following the event. (Facility rentals are worked into our grant-in-aid application each year). Please let me know if you have any questions or concerns. Thanks so much, Anna. See text below: “On behalf of Cumberland Council, I am writing in support of the Cumberland Museum and Archives application to Building Communities Through Arts and Heritage – Community Anniversaries for the 100 year anniversary of the death of Albert ‘Ginger’ Goodwin. The Cumberland Museum and Archives is a highly active organization which has been working diligently to build capacity and advance as a prominent cultural leader in the Comox Valley. The Village of Cumberland is confident in the ability of the museum to engage volunteers and artist throughout the planning and presentation of events for a successful commemoration year. The Ginger Goodwin – 100 Year Planning Committee has extended an invitation for a representative from the Village to sit on the committee. The museum receives an annual operating grant from the Village, from which they plan to allocate $3000 towards the 100th year anniversary projects. In addition to this funding, the Village of Cumberland has agreed to support the projects with $_____ in-kind for the road closure, barricades, garbage clean-up, facility rentals, and use of parks.

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Thank you for your consideration. Yours sincerely,” Anna Rambow Outreach Coordinator Cumberland Museum & Archives www.cumberlandmuseum.ca 250-336-2445

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From: Deputy Minister, CSCD:EX

Sent: Wednesday, December 21, 2016 3:38 PM

Cc: Byng, Dave A EDUC:EX Farkas, George EDUC:EX

Subject: 170113: Feedback Invitation for Rural Education Strategy

Importance: High

Good afternoon,

Please find attached a Signed Letter and News Release regarding the Province of British

Columbia’s Rural Education Strategy.

Local government participation is invited/encouraged in an online discussion forum at:

http://engage.gov.bc.ca/ruraleducation/ - open until January 31, 2017, at 4:00 pm.

Thank you,

Jacqueline Dawes

Deputy Minister

Ministry of Community, Sport and Cultural Development,

and Responsible for TransLink

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Public input sought on rural education

NEWS RELEASEFor Immediate Release2016EDUC0256-002463Nov. 21, 2016

VICTORIA – The Province is seeking public input on rural education as part of a strategy being created by Parliamentary Secretary for Rural Education Linda Larson to better understand the needs of students, parents, schools and communities in rural B.C.

Until Jan. 9, 2017, British Columbians can join in the online discussion to share stories on rural education and thoughts around community development at: http://engage.gov.bc.ca/ruraleducation

A draft discussion paper will then be developed and posted online for further public comment, followed by several regional meetings that will be hosted by Larson. Stakeholder groups may also submit formal submissions to government, which will be posted online.

All feedback received will help government shape a final report on an integrated rural education strategy, including recommendations for the future. The strategy will aim to find long-term solutions for the unique challenges facing rural school districts and communities, including looking at the important social, cultural and economic roles that schools play in small communities.

Quotes:

Mike Bernier, Minister of Education –

“We are looking at the role education and schools play in rural communities to create an education strategy that will better serve families and schools. We want to hear from all British Columbians on how to improve rural education services and create a full and integrated strategy that will help move our province forward.”

Linda Larson, Parliamentary Secretary for Rural Education –

“Families living in rural communities have different needs than those living in high-density areas. Over the next several months, I will be traveling to each region within the province, listening to families and educators and working on a new strategy for rural education that will help find long-term solutions for the unique challenges rural communities and schools face every day.”

Donna Barnett, Minister of State for Rural Economic Development –

“Schools are a lifeline in B.C. communities. This is especially evident in smaller towns where one elementary school may be used before and after class for childcare, on the weekends by a local theatre company and in the evenings for a local sports team. I encourage all citizens to

Ministry of Education

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Connect with the Province of B.C. at: www.gov.bc.ca/connect

Government Communications and Public EngagementMinistry of Education250 356-5963

Media Contact:

engage in this important conversation.”

Quick Facts:

• In British Columbia, approximately 32% of the students in the K-12 education system attend schools located outside of the greater Victoria, Lower Mainland and Kelowna areas – many in very small communities that use school facilities as a hub for community activities. 

Learn More:

In June 2016, Premier Christy Clark announced the new Rural Education Enhancement Fund: https://news.gov.bc.ca/releases/2016PREM0067-001044

The Ministry of Education has also launched a new parent engagement process to better understand how parents want to be informed of their student’s success from kindergarten to Grade 9. Participate in this process by visiting: http://engage.gov.bc.ca/yourkidsprogress

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COUNCIL REPORT

Page 1 of 12

REPORT DATE: January 18, 2017 MEETING DATE: January 23, 2017 TO: Mayor and Councillors

FROM: Paul Nash, LWMP Project Coordinator

SUBJECT: LWMP Update & TetraTech proposal for Engineering Services for WWTP Project

RECOMMENDATION

i. THAT Council receive the LWMP Update & TetraTech proposal for Owner’s Engineer Services for WWTP Project report.

ii. THAT Council accept the TetraTech proposal for Early Engineering Works and authorize staff to enter into a contract with TetraTech for a value not to exceed $100,000;

iii. AND THAT Council acknowledges that if the Village is successful in acquiring Clean Water and Wastewater Funding for the Wastewater Treatment Project, that the Village will be in a position whereby sole sourcing the Owner’s Engineering and Project Management work to TetraTech Inc. is the only viable option for completing the project on time;

iv. AND THAT sole sourcing to TetraTech Inc. is an allowed option under the current Village of Cumberland Purchasing Management Services Policy, under Section 5.9 (x), and that, upon confirmation of funding for the Wastewater Treatment Project, staff will bring forward a contract for Council consideration for the sole sourcing of Owner’s Engineering and Project Management for the entire project, with the terms and conditions and dollar value to be confirmed upon confirmation of required grant funding.

SUMMARY

The Cumberland Liquid Waste Management Plan (LWMP) process was restarted in March of 2016, with the intention of completing Stage 1 in 2016. As anticipated, a funding opportunity arose with the Clean Water and Wastewater Fund (CWWF) announcement in September. This led to an acceleration of work, with some Stage 2 and even Stage 3 work being done to prepare the funding application.

This report updates the status of the LWMP work and lays out the alternative work plans for 2017, depending on whether the CWWF grant funding is received.

Part of this 2017 work is pre-engineering on the Waste Water Treatment Plant (WWTP) project by TetraTech that needs to take place from January to March 2017 in order to enable a “hit the ground running” approach if the CWWF funding is obtained, with a decision expected sometime in March.

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Page 2 of 12

BACKGROUND

2016 LWMP Activities

Cumberland re-started the LWMP process in 2016, with a “road map” presented to council on March 14, 2016. The road map lays out the three stages of the LWMP;

1. Set the goals and identify the broad options to achieve them

2. Study the shortlisted options and decide preferred option

3. Detailed study of preferred option, implementation and financing plan.

Stage 1 was the focus for 2016, and the following table lays out the Stage 1 Work that was planned for 2016.

Task Status Comments

Form Wastewater Advisory Committee (WAC)

Completed Six members of the public

KFN Chief,

Coastal Health,

2 VoC staff,

LWMP Project Coordinator

Technical Consultant

Hire Technical Consultant Completed May

TetraTech Inc

Develop Goals and Evaluation system

Completed August

Baseline data analysis Completed Identified that more detailed study of the Maple Lake Creek and Trent River will be needed.

Develop long list of Discharge Options, and select short List

Completed October

The discharge options also set the MoE requirements for discharge quality

Stage 1 Report Not started Held off. Plan was to do a combined Stage 1 and 2 Report. This may yet become a combined Stage 1,2&3 report if CWWF funding is obtained.

Public engagement throughout process

Ongoing Site tour and Three Open houses. Deemed to be very successful

Work was also done on identifying funding opportunities for the LWMP process itself, resulting in two successful applications;

1. BC Infrastructure Planning Grant Program (IPGP), for $10,000 of matching funding for study of reclaimed water options (planned for 2017)

2. Federation of Canadian Municipalities (FCM) Green Municipal Fund (GMF), up to $175,000 of matching funding for Stage 1 and 2 of the LWMP, (from Aug 2016 to Dec 2017)

Finally for 2016, the Federal Provincial Clean Water and Wastewater Fund was announced in September, with applications closing November 23, 2016.

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Page 3 of 12

The CWWF has two defining features;

1. Funding of 83% of eligible costs

2. A requirement for all works to be completed by 31 March, 2018

This lead the WAC to bring forward work on a detailed study of the treatment options, which is normally completed in Stage 2 and 3 of the LWMP. The short timeframe to complete a construction project places some limitations on what can be done. The approach recommended by TetraTech is to build for completion in March 2018, by which time 95% of the project cost would be spent and eligible for recovery, and then work on commissioning from April to August 2018. The reasoning is that 95% of the money is spent on the construction, and would be eligible for 83% recovery. Commissioning can take many months, but does not actually cost very much, the minor cost can be borne by Cumberland, and there is no time risk to funding.

The short timeframe also ruled out any new or innovative treatment systems that would require pilot testing, as there is no time for that within the CWWF timeframe. This does not mean the project cannot be innovative, it just means the main treatment process has to be from current commercially available technology.

The following LWMP tasks were completed in the period of September to November to prepare the application:

Stage Task Status Comments

1 Evaluate long list of treatment options, create short list

Completed October

All standard treatment technologies were left on the list.

2 Study of the short list Completed October

Three options remained;

enhanced lagoon system,

Membrane Biological Reactor (MBR)

Moving Bed Biofilm Reactor (MBBR)

2 Open House Nov 1

2 Select preferred option 17 November

3 Detailed Study of preferred option

23 November This was done to make the best possible application to the CWWF, to show the project was both innovative and technically sound, and how it could be done in the limited CWWF timeframe

3 Develop Financing Plan Completed November

Cumberland will require borrowing for the matching funds. This would replace the borrowing authority that comes with a completed Stage 3 Plan.

Planned 2017 Wastewater Activities

There are four major categories of work planned for 2017;

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Page 4 of 12

1. Remaining Stage 2 LWMP work (studies on discharge, receiving environment and resource recovery)

2. Ministry of Environment permitting – setting terms for environmental studies

3. Preliminary engineering for the WWTP project (January to March)

4. Construction of the WWTP project (April – Dec), only if CWWF funding is obtained

Construction of the project also assumes that elector approval is received for the loan accompanying the CWWF grant.

1. LWMP Activities

Even though some of the stage 2 and 3 LWMP work has been completed, there is still more Stage 2 work remaining, regardless of whether the CWWF funding is obtained. The work was planned as part of the preparation of GMF funding application, and broadly consisted of the following;

Task Status Comments

Environmental studies Not started

Streamflow measuring and monitoring on Maple Lake Creek and Trent River. A multi-year program, 2017 part is with GMF funding

Study of Treatment Options

Completed Effectively completed in 2016 for main WWTP.

Study of Discharge options

Partial 2016 identified and produced shortlist of options.

2017 will be study of two most preferred storage options – wetland and reservoir by Teal Lake

Resource Recovery and Water Management

Not Started

Study areas;

Heat

Reclaimed Water (IPGP application)

Biosolids

Water conservation

Infiltration

Wetlands/habitat restoration

Including study of sewer options for Comox Lake houses and park

Reporting, other Partial Separate reporting is required to GMF, but will use reports produced for CWWF and LWMP

The GMF funding covers work to the end of 2017, and all Stage 2 activities are planned to be completed by then. The total budgeted cost for LWMP in 2017 is $203,497 (Further detailed financial information is contained in the Financial Implications section).

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Page 5 of 12

2. Ministry of Environment Permitting

The technical consultants have determined that Cumberland’s existing Permit authorizes, and indeed requires, the construction of improvements to the treatment process, and this is summarized in the attached letter of Nov 23, 2016. This has been communicated to the Ministry, and a meeting was held on January 10, 2017 to discuss the project, permit and environmental monitoring requirements. The Ministry has agreed that the works can be constructed without requiring further authorization (under the Municipal Wastewater Regulation MWR), just that the Ministry is kept informed of what is proposed and of progress and that any required applications or information are passed on.

The permit conditions, past, present and future, and plant performance, are summarised in the table below.

Criteria Permit pre

1999

Permit Post 1999

2017 MWR requirements for Reuse or stream

discharge

2021 Federal WSER

requirements

Predicted WWTP performance for flows up to 3600

cu.m/day

Average Dry weather Flow cu.m/day

910 910 1,800

Peak Wet weather flow, cu.m/day

7,160 2,710 <2x ADWF 3600 (tertiary treatment)

15,000 (secondary treatment)

BOD5 (mg/L <30 <30 <10 <25 (average) <5

TSS (mg/L) <60 <30 <10 <25 (average) <5

Fecal Coliforms (MPN/100mL)

<200 <1 <1

Total Phosphorus (mg/L)

<1.0 <0.5 (effluent)

<0.005 (receiving water)

0.1-0.5 (effluent)

pH 6.5-9 6.5-9

Turbidity NTU <2 <2

Free chlorine mg/L

<0.02 0

Un-ionised ammonia mg/L

<1.25 <1

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Page 6 of 12

This table also indicates the steady increase in environmental quality requirements over recent decades. The new WWTP will meet all current and near future requirements, and some things, like pharmaceuticals, that are not yet regulated.

The Permit also requires that Cumberland consider “alternate disposal methods”, and this has been done in the 2016 LWMP process, with the preferred options being water reuse, followed by seasonal storage in reservoir and/or wetlands, and winter discharge. Discharge to a constructed wetland, as proposed as part of the new WWTP, is itself an “alternate discharge”, even though the water ends up in Maple Lake Creek.

An enhanced environmental monitoring program will be drawn up to commence in summer 2017 and carry on to 2018, to get “before and after” information. This will look at the impacts of phosphorus on the Trent River, and the potential impacts of flow withdrawal if the summer storage program is pursued. This study is an “enhanced environmental impact study” under the MWR, which is required for the use of reclaimed water or where alternate receiving water standards are contemplated. Once this study is completed, the questions of acceptable summertime background phosphorus levels, and summer flow diversions to storage, can be answered. It is worth noting that the impact of summer flow withdrawal under the South Sewer Project had never been studied, or even explored in detail with MOE.

The future of the Permit (and corresponding phosphorus levels) is yet to be determined. Once the WWTP project is complete, the Permit requirements for water quality will have been met. But the requirements on quantity – reduction of peak wet weather flows to less than 2700 cu.m/day, will not have been met, and probably can never be. This would require a Permit amendment, and it is possible that the Ministry will require registration under the Municipal Wastewater Regulation instead. A decision on this is not likely until after completion of the WWTP.

Overall, the Ministry will be more than happy if Cumberland receives this CWWF funding and builds the WWTP within the timeframe, acknowledging that future studies will need to be completed to review the impact.

3. Required pre-engineering work on WWTP Project before CWWF funding is announced

TetraTech completed a Project Description and Cost Estimate report on the proposed Wastewater Treatment Plant (WWTP) project in November 2016, which was submitted with the funding application. This report identified the main components of the project, a preliminary schedule for achieving it, and the costs involved.

The single largest challenge to this WWTP project is the timeframe, to reach “completion, ready for water” by March 31, 2018. To achieve this, some preliminary engineering work needs to be done in January to March of 2017, even though approval of the CWWF funding may not be announced until March of 2017.

This is for planning that must be done first, and other things that have long lead times, such as;

Hydraulic design of process

Preliminary site servicing

Prepare and issue RFP for major process equipment

Prepare application to BC Hydro (always a long lead item)

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Page 7 of 12

This work is called the “Early Work Program”, and, along with proposed future Owner’s Engineering work, is the subject of the attached proposal from TetraTech for the value of $84,700.

There will also be some additional work with Ministry of Environment, relating to permitting and setting the terms of the environmental monitoring. As there may be some minor expansion of scope within this period, it is requested that the budget be set to $100,000 to allow for any unexpected but necessary inclusions.

The $100,000 budget for this early work can be covered by the balance remaining in the LWMP approved budget It has been assumed, for planning purposes, that the funding decision will be known sometime in March 2017. Assuming the Village receives the funding, and the elector approval process has been successful, then a Notice to Proceed will need to be issued to TetraTech by March 31, 2017. This would be the commencement of their work as the Owner’s Engineer and Construction Manager. A separate work contract with Tetratech will be drawn up for this phase of work.

Given the compressed timeframe of the CWWF funding, it creates some special considerations for proceeding to the construction stage.

4.1 Sole Sourcing of the Owners Engineer and Construction Manager

Given the development of the project to date, TetraTech have intimate knowledge of its requirements, and can assume the role of Owner’s Engineer for the construction project. For this project, Tetra Tech have estimated the Owner’s Engineer work to be worth about $1.54m over the project. TetraTech also assumes the role of Construction Manager, and this is budgeted as an additional $850k for Construction Support, which would normally be part of the General Contractor’s work program if being done as one large contract.

Normal practice for a contract of this size would be to have an open competition for the Owner’s Engineer and project management. But for this project, it is not possible to have an open competition for an engineering consultant to be the Owner’s Engineer, or for overall project management, and still complete the project by the March 2018 deadline.

To do this would take a minimum of two months, and if it is a different firm from TetraTech, there would be a new learning curve, resulting in further delay.

Thus, if the project proceeds to the construction phase, Cumberland is committing to both the EPCM procurement method, and the sole sourcing of TetraTech to be the Owner’s Engineer.

Recognizing this, staff requested a comprehensive new proposal from TetraTech for the Owner’s Engineering Works (Including project management). This proposal has been received and reviewed by staff, and TetraTech met with staff in Cumberland on January 11, 2017 to review the proposal and work program.

TetraTech is a large engineering company with extensive experience in engineering and managing large industrial and municipal general infrastructure projects, and also on wastewater projects such as the recent Sechelt Water Resource Centre. It was noted in their submission to be the LWMP Technical Consultant that they had the experience to design and manage the eventual treatment plant project.

The attached Purchasing Management Services policy for the Village allows circumstances for sole supplier procurement. Pursuant to Section 5.9 (x) of the policy the Village can sole

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Page 8 of 12

source to TetraTech for the early engineering work as well as the Owner’s engineering work. Based on their previous work with the sewer treatment plant, TetraTech has a unique understanding and knowledge of this project thus awarding the contract to another supplier would cause the Village to incur additional expenses. Council approval is required and staff is recommending that Council approve sole sourcing to TetraTech in this circumstance.

4.2 Procurement Method

The normal procurement process of design-bid-build cannot be followed in this timeframe, nor can a “design-build” if the Village is to complete the construction of the WWTP within the grant funding timeline requirements.

TetraTech’s recommendation, as contained within the attached proposal is an Engineer-Procure-Construct-Manage (EPCM) approach, whereby the Owner’s Engineer performs all these functions, and the contracting, design and construction are carried out simultaneously. In effect, it is “fast tracking” the construction.

The actual Supply and Construction consists of a series of contracts between various suppliers and the Village of Cumberland, which TetraTech manages. There will be approximately 15 Supply Contracts (materials and equipment supply) and four Work Packages (site works). These contracts use a standard format, and the specifications are developed, and RFP’s issued, as the design proceeds. This technique is commonly used in industry, where timeframes are compressed, but rarely in municipal contracting, where timeframes are generally longer.

The RFPs and contracts will be from the Village through to the various suppliers/contractors, but the majority of the work in regards to the design and issuing of the documents will be done by TetraTech.

An additional advantage of the EPCM method is a cost saving to the owner by not having a single contract that applies an overhead margin to all money flowing through the contract. As an example, Cumberland could alternatively have TetraTech as the sole or general contractor overseeing the entirety of the project, in which case a margin would be factored into their costs. (In this case the Village would enter into a single agreement with TetraTech for a prescribed amount to complete the construction of the WWTP, and the Village would only have one contract instead of many). Although this would be easier, it would add significant cost to the project.

While the EPCM results in the fastest execution, it does not give cost certainty, as there is no single large tender or RFP before construction starts.

The attached Purchasing Management Services policy for the Village requires that purchases over $200,000 need Council approval. With the EPCM procurement method, the 15 supply contracts would need to be approved with quick turnaround periods in order for the project to be completed by the 2018 deadline outlined in the grant requirements. Therefore Council would need to delegate the authority for the CAO to authorize any contracts out of the 15 supply contracts that may be over this $200,000 threshold recognizing that the overall cost of the treatment plant will stay within the approved $21 million budget. If the CWWF grant is approved, a recommendation for this delegation of

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Page 9 of 12

authority would need to come back to Council for approval.

3.3 Risk of cost and time overruns

Without a single large proposal or tender, there is not a single defined “price” for the project, instead there is the engineering estimate that has been made. Thus, we are relying on the skill and experience of the Owner’s Engineer in developing the cost estimates for the project. This is also why a 25% contingency has been included in the overall project cost, which is industry standard for the level of pre-engineering work that has gone into this estimate.

Despite all the work, that has gone into these estimates, for the both the engineering services and the project in general, they are estimates only and are likely to change, either upward or down, but overall should remain within the contingency of 25%.

The totality of the engineering and project management fees are set to come out of the total project funding, and are included in the overall project estimate and grant application. The total amount estimated for engineering and project management is $2.5M out of $21M or 12 per cent, which is within the industry standard of 15 per cent.

There is always a possibility of time overruns, independent of cost overruns. In most construction projects the greatest risk for time is if unexpected geotechnical conditions arise, and the risk decreases once the project is “out of the ground”. This risk has been minimized by having as much of the project “above ground” as possible.

For WWTP’s there is an additional risk of commissioning delays, which can take extra time, but don’t usually involve much extra cost. The best way to manage this is to have experienced engineers and operators doing the commissioning. For this project, the commissioning period was specifically scheduled to be after the funding period ends on March 31, 2018.

If the construction phase runs late, past the March 2018 deadline, there is a risk that the remaining work will not be eligible for CWWF funding, and will be 100% funded by Cumberland. While there have been some (rare) cases of municipal projects running over time, there is also a history of Federal and Provincial funding programs giving extensions of time to complete works, where good efforts have been made to get the work done in the original timeframe. If a time overrun of less than six months happens, it is very likely an extension will be given. If it is more than a year, such an extension is unlikely.

All that said, the plan is and remains to have construction completed by March 31, 2018, and the project has been designed around this constraint

3.4 Cancellation of WWTP project

Despite all the work that has been done, Council still has the right to cancel the construction project. The major reasons would be if;

Council deems the project undesirable

Council deems the risks to be too great

Council does not like sole sourcing the Owner’s Engineer

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Page 10 of 12

Council does not like the procurement method

Council does not want to commit to the $100k of the Early Work Program, or

The electors do not give approval for the borrowing.

If council decides not to proceed with the Early Work program as proposed, the project cannot be completed in the CWWF timeframe, and is effectively cancelled.

Council also retains the right to cancel the construction project could occur at any time up to March 31, 2017 with no penalty. But once the commitment is made to commence the Early Work Program, it should be seen through to the completion in March 2017, as it results in a project status that can either be shelved or commenced.

Once the construction project is started in April, Council still retains the right to cancel the project, but there will be cancellation penalties and much lost value.

Thus, the last effective opportunity for Council to decide not to proceed with the project is March 31, 2017, or the receipt of elector approval, whichever comes later.

Schedule

A detailed construction schedule is included in the original TetraTech proposal (Removed for the Agenda due to readability, but available upon request). A simplified version is as follows:

Work Start End

Early Works program Mid-January 2017 March 31, 2017

Detailed Engineering April 2017 January 2018

Site Civil Works July 2017 October 2017

Site mechanical works October 2017 February 2018

Completion, ready for clean water testing

March 31, 2018

Commissioning April 2018 August 2018 (nominal)

FINANCIAL IMPLICATIONS

The financial picture changes dramatically depending on whether the application to the Clean Water and Wastewater Fund is successful, or not. The following two tables summarize the spending, and recovery, for these two scenarios.

The assumption is that if the CWWF is unsuccessful, then LWMP planning carries on for 2017 and 2018, with the project as designed and proposed. There would be no further design work required on the treatment plant itself (unless minor cost updates are required), and the construction project could be started at any time that other funding sources are received.

The LWMP work for 2017 is the work plan for the GMF Feasibility Study, but 2018 LWMP work would not be. The recovery for 2017 also includes the $10,000 to come from the Infrastructure Planning Grant program for reclaimed water study.

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Page 11 of 12

Financing without CWWF Grant

Summary Cost Recovery

(GMF & IPGP) Net VoC % Recovery

2016 LWMP work $232,900 $68,727 $208,560 30%

2017 LWMP + Early Work only $347,884 $116,273 $187,224 38%

2018 LWMP only - implementation and financing plan $50,000 $0 $50,000 0%

Total LWMP $630,784 $185,000 $445,784 32%

Financing with CWWF Grant

Summary Cost

Recovery (GMF, IPGP,

CWWF) Net VoC % Recovery

2016 LWMP work $232,900 $198,343 $34,556 85%

2017 LWMP + Early Work + $15m of WWTP Project $15,303,497 $12,570,436 $2,733,062 82%

2018 LWMP remainder + $5.5m WWTP project $5,550,000 $3,735,000 $1,815,000 67%

Total LWMP + WWTP project $21,086,397 $16,503,779 $4,582,618 78%

The $100,000 for the early engineering works contract with Tetra Tech will be covered by the approved budget for the LWMP (includes budget amendments that appear in this agenda). The total LWMP budget approved in the 2016 and 2017 budget to date is $541,370 with funding sources for this budget outlined as follows:

Funding Source Funding Amount

Community Works Funds (CWF) $ 241,370 Sewer Accumulated Surplus (to be paid back by 2018 CWF) $ 115,000 Green Municipal Fund grant $ 175,000 BC Infrastructure Planning Grant $ 10,000

$ 541,370

As outlined in the first table above, estimated expenditures of $630,784 exceeds the available funds by approximately $40,000 in 2017 and $50,000 in 2018. Staff will bring these amounts forward in the 2017 – 2021 financial planning process for funding allocation and approval with other budget requests.

STRATEGIC OBJECTIVE

This work is all in accordance with the 2016 Strategic Plan objective of “developing an environmentally sustainable method of treating the liquid waste that is generated by the Village”.

ATTACHMENTS

1. Letter from Troy Vassos re MOE Permit Status, November 23, 2016

2. January 2017 - TetraTech Early Engineering Works and Owner’s Engineers Support proposal

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3. Village of Cumberland Purchasing Management Services Policy

CONCURRENCE

Michelle Mason, Financial Officer

Rob Crisfield, Manager of Operations

OPTIONS

1. THAT Council Approve a budget of $100,000 for TetraTech for the Early Works Program ofthe Wastewater Treatment Project;

2. AND THAT Council acknowledge that in doing so, they are committing to sole sourcingTetraTech as the Owner's Engineer should the project proceed in 2017 with the CleanWater and Wastewater Fund.

3. Council can reject this proposal, and in doing so, is effectively deciding not to proceed withthe WWTP project in 2017, and carry on with the planned LWMP activities.

4. Any other action deemed appropriate by Council.

Respectfully submitted,

f -a/ ,(/

Paul Nash

LWMP Project CoordinatorVillage of Cumberland

SundanceTophamChief Administrative Officer

Page 12 of 12

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Troy David Vassos Inc.

Troy David Vassos Inc. 3332 Redfern Place, North Vancouver, BC, V7N 3W1 Tel: +1 (604) 657-6559 Web: http://www.aquadoc.ca

November 22, 2016 File: 1003-02

The Corporation of the Village of Cumberland 2673 Dunsmuir Avenue Cumberland, British Columbia V0R 1S0 Attention: Sundance Topham Chief Administrative Officer

Reference: Wastewater Discharge Permit Status

Dear Sundance,

The following is a summary of our assessment of the Discharge Permit status for the Village of Cumberland and the ability to construct infrastructure improvements under that Permit in a timely manner.

Proposed Wastewater Treatment Improvements

The Village of Cumberland is served by a combined sewer system that collects both domestic wastewater and stormwater from within the community and conveys it to a treatment facility consisting of mechanical an aerated lagoon and a stabilization pond, with a discharge into Maple Lake Creek (MLC). MLC is a man-made drainage course that conveys the treated wastewater about 4 km to the Trent River, which flows into Baynes Sound. During the dry summer months, both MLC and the Trent River have extremely low flows, such that the discharge from the Cumberland stabilization pond makes up a high percentage of the flow in both water bodies during the summer. While the flow of water from the stabilization pond is obviously extremely important to the receiving environment in both MLC and the Trent River, phosphorus concentrations in the effluent are of concern due to the effects on primary productivity and algal growth within the Trent River, as evidenced by high chlorophyll-a levels measured in the Trent River downstream of the discharge. Despite the low seasonal flow, the BC Ministry of Environment considers the Trent River as an important fisheries resource and are concerned about phosphorus loading to the river.

The Village of Cumberland is proceeding with a combined sewer stormwater separation plan to reduce the hydraulic loading to the wastewater facility. The community recognizes that it will take time to complete the separation program while in the meantime it is also important to provide environmental protection for the downstream environment and marine aquaculture industry. In spite of the severe hydraulic challenges posed by a combined sewer with wet-weather to dry-weather flow variations in excess of 20:1, the wastewater treatment process needs to be significantly upgraded to reduce effluent phosphorus concentrations and improve the overall water quality in MLC and the Trent River. Because the discharge represents a high proportion of the water in those water bodies during the summer, the community has chosen to treat the wastewater to a reclaimed water reuse standard that under current provincial Municipal Wastewater Regulations (MWR) would be suitable for a wide range of non-potable beneficial reuse

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Village of Cumberland November 22, 2016 Wastewater Discharge Permit Status File: 1003-02

2 | P a g e

applications including irrigation and stream and wetland augmentation, meeting the following MWR Greater Exposure Potential (GEP), and current Permit phosphorus requirements:

• biochemical oxygen demand concentration not to exceed 10 mg/L; • total suspended solids concentration not to exceed 10 mg/L; • average turbidity not to exceed 2 NTU (maximum 5 NTU); and • median fecal coliform concentration < 1 CFU/100mL, and a maximum of 14 CFU/100mL • pH 6.5 – 9 • total phosphorus < 0.5 mg/L (current Permit PE00197 requires < 1.0 mg/L)

Under the BC MWR, effluent meeting the above reclaimed water criteria can be used for beneficial reuse in application to stream augmentation as well as wetlands augmentation without the need for dilution. The MWR also requires that reuse water quality applications also include an alternate means of effluent disposal, and allows for wetland applications to be considered a satisfactory alternative where the director is satisfied the discharge to the wetlands does not pose an environmental or public health risk. In this regard the proposed works will also meet the redundancy and back-up power requirements of the BC MWR for reclaimed water treatment systems.

In meeting the above provincial MWR water quality criteria, the reclaimed water will also meet the water quality requirements of the new federal Fisheries Act - Wastewater Systems Effluent Regulations, specifically:

• average carbonaceous biochemical oxygen demand concentration not to exceed 25 mg/L; • average total suspended solids concentration not to exceed 25 mg/L; • average concentration of total residual chlorine not to exceed 0.02 mg/L; and • maximum un-ionized ammonia concentration to be less than 1.25 mg-N/L at 15 oC + 1 oC

The new federal regulation is of particular concern for many small communities across Canada who, like Cumberland, have up until now relied on a lagoon-based wastewater treatment process, and are now faced with having to upgrade their treatment systems, largely due to the effects of seasonal algae growth on effluent suspended solids levels. While the regulation requirements do not include consideration for reducing municipal effluent phosphorus concentrations, many small communities also discharge to watercourses that can be impacted by phosphorus, and are also influenced by non-point sources of phosphorus – as is the lower portion of the Trent River before it discharges into Baynes Sound. Many of these communities are also faced with addressing sewer separation and providing a high level of wastewater treatment under less than ideal hydraulic loading conditions as a result of peak stormwater influenced flows.

The Village of Cumberland’s proposed wastewater treatment system improvements provide an opportunity to demonstrate the beneficial effects of enhanced wastewater treatment, including phosphorus treatment, on a small easy-to-study water body that has both point-source and non-point source phosphorus loading. The treatment technology selected, consisting of a moving bed biofilm reactor, a chemically enhanced ballasted secondary clarifier, tertiary filtration and innovative peracetic acid disinfection, will achieve a reclaimed water quality standard to protect environmental and public health concerns within the small watershed, as well as provide full secondary treatment for all stormwater influenced wastewater flows. It is the community’s vision that a jointly funded inter-governmental study can be implemented to document

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Village of Cumberland November 22, 2016 Wastewater Discharge Permit Status File: 1003-02

3 | P a g e

the current baseline conditions within the Trent River system and the improvements resulting from improved treatment.

Funding Grant Application Readiness Requirement

The Village of Cumberland is submitting an application for grant funding to construct the above noted improvements to its wastewater treatment system. One of the requirements of the grant application is for proponents to submit documentation including a list of licenses, permits and approvals which are required for their project to proceed, and they must advise on the status of any that have been applied for. The purpose of this documentation is to demonstrate that the project is on track and that the proponent has considered and commenced any necessary applications that may be required.

As is described in following sections, the Village of Cumberland’s current Permit PE00197 includes authorization to complete the indicated proposed wastewater treatment works the Grant is being applied for.

Existing Discharge Permit and Authorized Changes

The Village of Cumberland holds a Permit PE00197 issued on August 25, 1967 by the (then) Ministry of Environment Lands and Parks, under the provisions of the Waste Management Act (now Environmental Management Act). Since issued, the Permit was last amended on December 3, 1997.

The Authorized Discharges apply to the discharge of effluent from a “MUNICIPAL COLLECTION AND TREATMENT SYSTEM SERVING THE VILLAGE OF CUMBERLAND” and with an authorized annual averaging period rate of discharge of 910 m3/d.

A maximum authorized rate of discharge of domestic sewage and stormwater of 7,160 m3/d was also specified within the original Permit but, as of September 1, 2015, the authorized maximum rate of discharge of domestic sewage and storrnwater under the Permit is reduced to 2,710 m3/d. Meeting this requirement is an objective of the current sewer separation program being carried out by the Village.

The discharge characteristics specified in the original Permit were as follows (not to be exceeded):

• 5-Day Biochemical Oxygen Demand (BOD5) - 30 mg/L;

• Total Suspended Solids (TSS) - 60 mg/L

The Permit also specifies that after May 1, 1999 the characteristics of the discharge into Maple Lake Creek are to be improved so that the following shall not be exceeded:

• BOD5 - 30 mg/L

• TSS - 30 mg/L

• Faecal Coliform bacteria - 200 MPN/100 mL;

• Total Phosphorus – l.0 mg/L

The authorised works at the time the Permit was issued were described as “mechanical screens, an aerated lagoon, a stabilization pond, and related appurtenances, and “after May 1, 1999, the authorized works are to include “disinfection and nutrient removal facilities or alternate disposal methods”. The Permit also

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Village of Cumberland November 22, 2016 Wastewater Discharge Permit Status File: 1003-02

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notes that, based on receiving environment monitoring data and or other information obtained in connection with this discharge, the permittee may be required to provide additional treatment facilities.

Plans and specifications for the disinfection and nutrient reduction facilities are to be certified by a qualified professional licensed to practice in the Province of British Columbia. and submitted to the Regional Waste Manager for review before construction commences. A qualified professional must also certify the works have been constructed in accordance with the submitted plans.

Changes to Provincial Municipal Wastewater Regulations

Since Permit PE00197 was issued in 1967, and then amended in 1999, there have been two significant changes to the regulation that governs municipal wastewater discharges.

The first change was the introduction of the Municipal Sewage Regulation (MSR) in 1999. The MSR replaced the Permit process with a Registration process in which a Qualified Professional is responsible for preparing support documentation demonstrating compliance with the MSR including an Environmental Impact Assessment (EIA) and Operations Plan (OP). A key aspect of this legislation was the elimination of government review and the permission associated with Permits, and transferring that responsibility to Qualified Professionals within the private sector. A second key feature was the formal introduction of standards for the reclamation and beneficial reuse of wastewater effluent for a wide range of applications including irrigation for forage and food crops, landscape irrigation and ornamental fountains, toilet and urinal flushing and stream and wetlands flow augmentation.

The second change was the revision of the MSR with the promulgation of the Municipal Wastewater Regulation (MWR) in 2012, which maintained the Registration process and introduced a few significant modifications including:

1. Introduction of a new wastewater reclamation standard for indirect potable reuse (e.g. replenishment of groundwater resources used as a potable water source).

2. Increased requirements for documentation at the time of Registration. In addition to the EIA and OP documents, the MWR now requires complete drawings be submitted.

3. Restrictions from proceeding with construction until Registration is approved (the MSR allowed construction to proceed after 90 days from submission of the Registration documents.

Grandfathering

While the MSR significantly reduced the time required to implement wastewater treatment and disposal facilities by eliminating the need for government review and approve of Permit applications, as well as inherently the Permit appeal process, the MWR requirement to prepare construction drawings before applying for Registration, and the prohibition on beginning construction until the government completes the Registration process could make it difficult is complete makes it extremely difficult to implement wastewater treatment and disposal projects on a timely basis.

However, grandfathering provisions allow existing Permits and Registrations that were created under previous legislation to remain valid until such time as there is a need to change the discharge conditions or authorized works. Although the Village of Cumberland is planning on making significant changes and improvements to their wastewater treatment process, as discussed in the next section, these changes are in compliance with directives and works authorized under the current Permit PE00197.

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Village of Cumberland November 22, 2016 Wastewater Discharge Permit Status File: 1003-02

5 | P a g e

Current Permit PE00197 Status

Permit PE00197 includes authorization for works to improve effluent water quality with respect to reducing BOD, TSS, fecal coliform, and total phosphorus concentrations including the construction of disinfection and nutrient removal facilities.

The Village of Cumberland wastewater discharge has not been in compliance with the conditions and requirements stipulated in PE00197 for some time. While the treated wastewater effluent BOD5 and TSS concentrations have generally been in compliance, the requirements for disinfection and nutrient (phosphorus) removal required as of May 1, 1999, have not been implemented – largely due to the impracticality of operating such facilities with the extreme stormwater flows within the combined sewer system. Although the sewer separation program will continue, the proposed treatment process will treat and disinfect all wastewater discharges including those influenced by stormwater. As noted previously, the Permit and federal wastewater effluent water quality conditions will be met by building a process capable of meeting the more stringent BC MWR Greater Exposure Potential (GEP) reclaimed wastewater reuse criteria, specifically:

• BOD5 < 10 mg/L • TSS < 10 mg/L • Median Faecal coliform < 1 CFU/100 mL (maximum 14 CFU/100 mL) • Turbidity < 2 NTU (continuously monitored) • pH 6.5 - 9 • Total Phosphorus < 0.5 mg/L (note – this is not a GEP criteria)

The proposed treatment works will achieve a water quality under summer flow conditions that will meet the above reclaimed wastewater reuse water quality requirements. The reclaimed water will continue to be a welcome but much improved source of augmented water to improve environmental resource conditions within Maple Lake Creek and the Trent River, both of which have extremely low flows during the dry summer months. Further, the proposed works includes incorporating an environmental buffer between the reclaimed water discharge and Maple Lake Creek in the form of an enhanced wetland and reed bed and wetlands habitat. This measure also complies with Permit PE00197 which directs Cumberland to consider “alternate disposal methods”. The effluent quality achieved by the proposed works will meet the conditions specified in Permit PE00197 by a large margin, even during periods of high stormwater flow influence.

Harmonization and Expected Future Registration

While the existing Permit PE00197 is still in-force and provides authorization for the proposed works, the BC Ministry of Environment is expected to sign a harmonization agreement with the federal government that will result in the eventual transition of all Permits and Operating Certificate to become Registered. As noted previously, the proposed works will achieve a water quality standard that is well in compliance with the federal Fisheries Act - Wastewater Systems Effluent Regulations. Although the BC Ministry of Environment have indicated the harmonization process may involve simply issuing a Registration number, where existing Permitted works are deemed to be already in compliance with the BC MWR and the federal Regulations, Cumberland expects to submit the normal registration documents to the Ministry as they become available, specifically:

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Village of Cumberland November 22, 2016 Wastewater Discharge Permit Status File: 1003-02

6 | P a g e

1. Environmental Impact Assessment – to be submitted following the completion of the proposed base-line environmental monitoring program to be carried out during design and construction, followed by an expected 2-year monitoring program to monitor and measure the improvements to the watershed primary production characteristics as a result of the improved effluent water quality.

2. Operations Plan – to be submitted in conjunction with the preparation of operations and maintenance manuals and submitted to the Ministry of Environment prior to the commissioning of the wastewater treatment facility.

3. As-built Construction Drawings – to be submitted following the commissioning of the wastewater treatment plant works.

Summary

The Village of Cumberland’s current discharge Permit PE00197 includes the necessary regulatory authorization for the proposed wastewater treatment works. Thus, the Village of Cumberland can proceed with the proposed works without the need for any addition approvals. The Ministry of Environment is aware of the Village’s intent to carry out the proposed treatment upgrades under the existing authorizations contained within the Permit, noting that the treatment works will be designed to comply with both the BC Municipal Wastewater Regulations and federal Fisheries Act - Wastewater Systems Effluent Regulations.

The reclaimed effluent water quality is expected to significantly improve the water quality within the sensitive receiving environment within the Trent River, including removing over 90 percent of the phosphorus contained in the wastewater, while meeting all current BC and federal effluent water quality requirements. Although the works are authorized under the Village’s current discharge Permit, it is recognized the discharge will be eventually Registered under the MWR as part of a harmonization agreement between the BC and federal governments in regard to the Fisheries Act - Wastewater Systems Effluent Regulations.

We thank you for the opportunity of assisting the Village of Cumberland and trust the above satisfactorily meets the requirements for your grant application to submit documentation including a list of licenses, permits and approvals required for the project to proceed. In this regard, we are also enclosing a copy of PE00197 for general reference. We trust this document demonstrates the project has the necessary provincial regulatory authorizations in place through Permit PE00197 for the proposed works.

Please feel free to contact us should you have any questions or comments regarding the information provided herein, or require further information.

© Copyright 2016 Troy David Vassos Inc. All rights reserved.

Yours very truly,

TROY DAVID VASSOS INC.

Troy D. Vassos, PhD FEC PEng.

Attach. (1)

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MINISTRy'OF ENVfRONMEN-r" , LANDS AND PARKS

PERMIT PE~00197

".~ "!.."""Y' .... ~ .. c .. ,.Mlluo,r.r,-.gton .Po~UUon'~~flc",.: ., .

. 2080-A·i..ab"ux1tOll~· Nftnttfmo, SrJtblh COluinbla. V9T6J9 Telephone; (250) 751--3100 Fax~ (250) 751-3103

Under the Provisions of the Waste Management Act

Village of Cumberland

PO Box 340

Cumberland, Br~tish Columbia

VORISO

js ~uthorised to discharge effluent to Maple Lake Creek which is a tributary to the Trent River from a municipal wastewater treatment system located in the Village of Cumberland. British Columbia. subject to the conditions listed. below. Contravention of any of these cond,itions is a violation of the Waste Management Act and may result in prosecution. '

1. AUTHORISED DISCHARGES

1.1 , This subsection applies to the djscharge of effluent from a MUNICIPAL COLLECTION AND TREATMENT SYSTEM SERVING THE VILLAGE OF CUMBERLAND. The site reference number for this discharge is ElOO753.

1.1.1 The authorized rate' of discharge based on an annual averaging period is 910m3/d. .' ,

1.1.2 The maximum authorized rate of discharge of domestic sewage and stolmwater is 7 j 6oo m 3/d.

After September 1j 2015. the authorized maximum rate of discharge of domestic sewage and storrnwater is 2710 m3/d. '

, . :':,

D<ltc: Issued: August 25. 1967 Dale Amended:

J,O. Fmnk:. P.Eng. Assistant Regional Wasle Mnnnger

( !nOS t recen I)

Page: I of7 1997 PERMIT: PE-00197

- 48 -

,BAmSH. toi.i.n,ullA . .. " . .

. '

1.1.3 The characteristics of the discharge shall not exceed:

5-Day Biochemical Oxygen Demand - 30 mgIL Total Suspended Solids - 60 mgIL

After May I, 1999. the characteristics of the discharge shall not exceed:

5-Day Biochemical Oxygen Demand - 30 mgIL Total Suspended Solids - 30 mgIL . Faecal Colifonn bacteria - 200 MPN/lOO ml (Maximum) Total Phosphorus - l.q mgIL

1.1.4 'The authorised works are mechanical screens. an aerated lagoon"a stabilization pond, and related appurtenances approximately located as shown on attached Site Plan A.

After May 1> 1999, the authorized works are to include disinfection 'and nutrient removal facilities or alternate disposal methods. .

1.1.5 The authorised works must be complete and in operation on and from the date qf this amended permit or as o!:herwise indicated in Subsection 1. I .4.

1.1.~ The location of the facilities' from which the discharge originates is Lot A, Plan 23092, District yi 24, Nelson Lan~ District..

1.1.7· The location of the point of discharge is Maple Lake Creek ..

2. GENERAL REQUIREMENTS

2.1 Maintenance of Works and Emergency Procedures

The pennittee shall inspect the authorised works regularly and. mainrain them in good working order. In th~ event of an emergency or condition beyond~,t~e control of the pennittee which prevents effective operation of the approved method of pollution control, the permittee shall notify the Regional Waste Manager immediately and take appropriate remedial action.

2,,2 Bypasses

The pennittee shall ensure that no waste is discharged without being processed through the authorised works unless prior written approval is received from the Regional Waste Manager.

Date Issued: August 25. 1967 Dmo Amended:

1.0. Finnie, P.Eng, Assistant Regional WU51~ /Vbouger

(most recent) Page; 2of7 .DEC u:3 1';:>0) PERMIT: PE·OOI97

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. ~9f!l!!!qf.l. P!"y'~ntl"QQ~: " • •• ... ~ ............... AI-':<":~,'. '. _.

~~-~

2.3 ,Process Moqifications

The permittee shall have prior written approval" from the Regional Waste Manager, prior to implementing changes ~o the authorised works or to any process that may affect the quality andlor quantity of th~ diScharge.

2.4 Plans· New Works

Plans and specification~ of the disinfection facilities and the nutrient reduction facilities authorised in Subsection 1.1A shall be certified by a qualified profes·sional

.licensed to practice in the Province of British Columbia. and submitted to the Regional Waste Manager for review before constnlctio.n commences. Aquali£ied professional licensed to practice in the Province of British Columbia must certify that the works have been consUUcted in accordance with the submiqed plans.·

2.5 Posting Requirements

The pennittee shall erect signs along the alignment of Maple Lake Creek at all recognized access ,points to the Creek and at all road crossings and at the confluence with the Trent River. The signs shall identify the Creek as containing treated sewage" effluent and should warn the p~bIic that the water is not safe for drinking pmposes or personal contact. The wording , size and location"s of signs req~ the approval of the Regional Waste:" Manager~ The signs l¥ust be erect~d on or before M:m:;h 31; 1998.

•• •• .' '.. _ .". r ':,. • •

2.6 Standby Power

The Permittee shall provide aUxiliary power facilities to insure "the continuous operation of the sewage treatment plant.·

2.7 Sludge Wasting and Screenings Disposal

Sludge and screenings from the treatment plant shari be disposed "of in a manner authorised by the Regional Waste Manager. '

2.8 Effluent Upgrading

Based on receiving environment monitoring data andlor other infonnation obtained in connectlon with this discharge. the pennittee may be required to provide additional treatment facilities.

2.9 pisinfection

Disinfection of the effluent is required by May I. 1999. If disinfection is by chlorination. dechlorination facilities will also be ~e uired.

Dale Issued: Augusl 25. 1967 Da[e Amended:

(most recent) ," DEC 0 ~ 'M';J I Puge; 3 of7 u

J.O. Finnie. P.Eng, Assislant Regional Waste Manager

PERMIT; PE·OOI97

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. ,:.F1Q~I;I.tkm·F.t~v~tIOrl. . . --- ';.,~Jii~-:.' : .' 2.10 . Odour"

Should objectionable odours, attributable to the operation of the sewage treatment. r, plant occur beycindthe property bQundary, or attributable to the effluent in Maple Lake Creek or the Trent River, as detemnned by the Regional Waste Manager, measures or additional works will be required to reduce the odour to acceptable levels. .

2.11 Fearn

Should objectionable amounts of foam, attributab1e to the effluent. occur on the receiving waters, measures wiII be reqijired to either eliminate the cause· of the foam or to eliminate the foam by additional treatment. .

2.12 Facility Classification and Operator Certification

The per.mittee shall have the works authorised by this pennit classified (and the classification shall be maintained) by the Environmental Operators Certification Program Society (Society). The works shall be operated and maintained by p~rsons certified within and according to the program provided by the Society. Certification must be completed to the satisf,!-ction of the Regional Waste Manager. In addition, the. Regional Waste Manager shall be notified of the classificatie:n level of the facility and certification level of the operators, and changes of opera~ors andlor operator

, . certification levels within ~O days of any change ..

Alterriatively~ the works authorised by this pennit shall be operated and maintained ~y persons who the pemtittee can demonstrate to the satisfaction of the Regional Waste Manager, are qualified in the safe and proper operati on of the facility for the protection of the environment.

2.13 ;Land Requirements

The Permittee shall secure and hold in reserve sufficient 1and to allow for future expansion and upgrading of the sewage treatment facilities.

2.14 ;Liquid Waste Management Planning

The Regional District of Comox-Strathcona is developing a Liquid Waste Management Plan that may include the Cumberland area. Notwithstanding the terms and conditions of this permit, the authorized discharge lS subject to the provisions of the Liquid Waste Management Plan once approved by the Minister.

Dale .Issued: August 25. 1967 Date Amended:

J.O, Finnie, P.Eng. Assistant Rc:gional Waste Manager

(most rc:cenl) Page: 4 of 7 IDEe \.J OJ ~):;:ll PERM!T: PE·OO [97

- 51 -

·;peUtiUOI1p.r~¥:';~tlon , "-. '. :;:~?r': .

If the regional district plan does not incorporate the Cumberland ~a or if the plan is not progressing satisfactorily. as detennined by the Regional Waste Manager, then the Pennittee shall undertake the following activities:

Source Control Program Stonnwater Management Plan Sludge Wasting and Screening Disposal and Biosolids Management Plan Inflow and Infiltration Con~ol Prograni. Sanitary and Storm Sewer Separation Plan

Te'rms of reference, development schedules and implementation timetables for the above activities'shall be submitted to the Regional Waste Manager by December 31, 1999 for approval and shall be implemented as directed by the Regional Waste Manager. '

3. MONITORING'AND REPORTING REQUIREMENTS

3.1 ,Discharge Monitoring

3.1.1 ¥)ow Measurement

Provide and maintain a suitable flow measuring device and record once per . day the effluent volume discharged over a 24-hour period .

. '

3~1.2 Saml!ling And Analyses

Date Issued: August 25. 1967 D:!le Amended: (most recent)

The pennittee shall install a suitable sampling facility and obtain a grab sample of the effluent once every month.

Obtain analyses of the sample for the followi?g:

5 - Day Biochemical Oxygen Demand Total S'uspended Solids Faecal Colifonn Total Phosphorus Ammonia Nitrogen

"', . ~ ..

J.O. Finnie, P.Eng. Assistant Regional Wasle Manager

Page: S 0[7 IDEe 0:5 1997 PERMIT: PE-OOI97 - 52 -

,· ... nIHOrt GQLUMSM ' .: ,,' ". . ~ "

In addition, the permittee shall obtain a grab sample of the effluent once per year, and obtain analysis of the sample for the following: .

Aluminiu~ (total); Arsenic (total); Barium (dissolved); Boron (dissolved); Chromium (total); Cadmium (dissolved): Copper (total and 'dissolved); Cobalt (dissolved); Cyanide (total); Iron (dissolved); Lead (total); Toxicity (LCj()""'" ..f~~J

I a,.\?

Manganese (dissolved); Methlene Blue Active Substances; Mercury (total)~ Molybdenum (total); Nickel (total); Oil and Grease; Selenium (Total); Sil ver (total); Sulphate (dissolved); Sulphide (dissolved); Tin (total); and Zinc (total)

3.2 Receiving Environment Monitoring

Beginning January 1. 1998 the Pennittee shall conduct a receiving environmen~ monitoring program that will consist of monitoring of Maple Lake Creek and Trent River at the following locations.

Location

Maple.Lake Creek, 100m up'stream from confluence Trent River. 100 m upstream from confluence

. Trent River, 100m downstream from confluence Trent River. 400 m downstream from confluence

'---,

Seam Site

0140124 0121581 0127582 E227350'

Water samples will be collected in the months of March, May, July, September, and November and analyzed for pH, temperature, dissolved oxygen .. specific conductance. faecal colifonn, ammonia nitrogen, nitrite and nitrate nitrogen, total phosphorus and ortho-phosphate.

During the months of May, july and September each year, the Permittee will also undertake a monitoring program for chlorophyll.§; on the Trent River at three locations (100 m upstream from, and 100 m and 400 m downstream from the confluence with Maple Lake Creek)

Based on the reSl;llts of this monitoring program, the permittee monitoring requirements 'may be extended or altered by the Regional Waste Manager

Dllle Issued: AuguSl25, 1967 Dale Amended:

J.O. Fjnni~. P.En~. Assi~(Unt Regionnl Waste Manager

(mos! recent) Page: 60f 7 PERMIT: PE·OO 197

- 53 -

g"III~" UU,"UMBIA t'ouutlon P,.."entlon

3.3 Samplin,i and Analytical Procedures .

3.4

-.~--'-'"

Flow Measurement shall be carried out in accordance with the procedures described in "Field Criteria for Sampling Effluents and Receiving Waters", April 1989. or by suitable alternative procedures as amhorised by the Regional Waste Manager.

Copies of the above manual are may be purchased from the PQllution Prevention Division. Ministry of Environment. Lands and Parks. PO Box 9342. Stn. Prov. Govt. Victoria,. British Columbia~ V8W 9Ml. The manual is also available for review at all Pollution Prevention Offices.

Sampling shall be carried out in accordance with the procedures described in the "British Columbia Field SampUng Manual for Continuous Morutoring Plus the Conecdon of Air, Air-Emission. Water, Wastewater. Soil. Sediment, and Biological Samples. 1996 Edition (Pennittee),". or by suitable alternative procedures as authorised by the Regional Waste Manager.

Analyses are to be carried out in accordance with procedures described in the "British Columbia·Environm.:.:ntal Laboratory Manual for the Analysis of Water, Wastewater1

Sediment and Biological Materials {March 1994 Pemrittee Edition)", or by suitable altema?-ve procedures as authqrised by th~ Regionru Waste Manager.

Copies of the above manuals may be purchased from the Queen· s Printer Publications Centre. P. O. Box'9452, Stu. Provo Gov',t. Victoria. British Columbia. V8W 9V7 (1-800-663-6105 or (250) 387-6409), and are also available for inspection at all Pollution Prevention offices •.

. :~,.

Reporting 'ft-V'<A" +c.v 14-Maintain data of an ses and flow measurements for inspection and every three months submit e data, suitably tabulated. to the Regional Waste Manager for the previous . The first report is to be submitted by March 31, 1998. Based on the results of the monitoring program, thepennittee monitoring requirements may be extended or altered by the Regional Waste Manager .

... '''l,'

Date IS$ued: August 25. 1967 Date Amended;

J.O. Finnie. P.Eng. AssiSl3nl Regional Waste Manager

(most recent) fOeC 0 3 18~1 Page: 7 pf 7 t:. PERMIT: PE·OOI97

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A N

SITE PLAN A

Location MapLOCATfON OF HARGE

Scale: Not to Scale

Permit: PE-OO 197

Date: iDEe 0 n 16;:3/

J. O. Finnie .~ ~

Assistant Regional Wasre Manager Vancouver Island Ree:ion

- 55 -

Corporation of the Village of Cumberland – Owner’s Engineer Services for the Waste Water Treatment Plant Project Document ID# 735 -1771900100-PRO-H0002-02

January 19, 2017

PRESENTED TO PRESENTED BY

The Corporation of the Village of Cumberland 2673 Dunsmuir Ave.

Box 340 Cumberland, BC V0R 1S0

Tetra Tech Canada Inc. 1000-885 Dunsmuir Street

Vancouver, BC V6C 1N5

P +1-604-408-3788

F +1-604-408-3722

tetratech.com

Prepared by:

Larry Sawchyn, P.Eng.

Date January 19, 2017

Reviewed by:

Vincy Benjamin, P.ENG., PMP

Project Manager

Date January 19, 2017

Authorized by:

Jake Alexander

Manager, Strategic Accounts

Date January 19, 2017

Restriction on Disclosure and Use of Data The content of this document is not intended for the use of, nor is it intended to be relied upon by any person, firm or corporation, other than the client and Tetra Tech

Canada. Tetra Tech, Canada. denies any liability whatsoever to other parties for damages or injury suffered by such third party arising from use of this document by

them, without the express prior written authority of Tetra Tech Canada and our client. This document is subject to further restrictions imposed by the contract between

the client and Tetra Tech Canada and these parties' permission must be sought regarding this document in all other circumstances.

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EXECUTIVE SUMMARY

Cumberland has been planning to upgrade their plant over the past 17 years under the Ministry of Environment

(MOE) Liquid Waste Management Program (LWMP). From 2003 to 2011, the proposed solution was a mechanical

treatment plant with a constructed wetland for effluent polishing and phosphorus removal. In 2011, faced with

increased costs for the project, and uncertainty about meeting new background phosphorus criteria, the decision

was made to participate in a proposed regional wastewater collection and treatment system – the South Sewer

Project. In September 2015, faced with increased costs for the project, and uncertainty about funding and

diminishing public support, Cumberland made the decision to withdraw from the project, and re-start the LWMP

process.

In March of 2016, Cumberland thus began the development of a new approach for the LWMP, with the goal being

to come up with a “made in Cumberland” solution. As part of the new approach, team developed a CAPEX +_ 30

% estimate for the Plant (WWTP) Upgrade. The basis of design has been developed in a collaborative process with

the Village’s Wastewater Advisory Committee (WAC) as well as Village staff and consultants. The intent of this

report was to provide a description of the indicative design, how it meets the treatment goals established during this

and previous studies, and provide a cost estimate as the basis for both the funding application and the municipal

decision to proceed with the project. The community defined a “road map” for the three year LWMP. The road map

anticipated funding opportunities may be announced during the three year process and the intention was to get to

a state of “application readiness” in an expedient fashion. Nearing the end of the LWMP Stage 1 project study

period, the Clean Water and Wastewater Fund was announced. The direction and scope of the Cumberland WWTP

upgrade appeared to be an ideal project for the intent of the fund. The direction developed with the new LWMP

project required the upgrade to align with both the Cumberland Official Community Plan as well as the Comox

Valley regional plan. These documents, plus the direction of the community advisory board, provided a focus on

sustainability and cost effective treatment.

The Project funding is pending approval by March 2017, and the main criteria for the success of the project is to

have mechanical completion by March 2018. From our past experience Tetra Tech feels this is achievable provided

we start engineering work for long lead procurement packages as early as Jan 2017 so that we can have quotes

and all recommendation and evaluation done by March 2017 and as soon as the approval comes from Village of

Cumberland, In doing so we will be saving 3 months of work so as to meet the deadline. Keeping this in mind and

minimizing the risks for Village of Cumberland as well as expediting the project schedule to meet the end date of

March 2018, Tetra Tech proposes a 2 phase approach to have a smooth and attainable target. All engineering work

to be done before March 2017 before the Clean Water and Wastewater Fund is approved, Tetra Tech is calling it

as Early Engineering Works (EW). All subsequent engineering work to be done after March 2017 after the funding

from Clean Water and Wastewater Fund is approved will be called Owners Engineering Support. This proposal is

a Time and Material estimate for the Early Engineering Work estimate and the Owners engineers Support. The

engineering performed in this phase Tetra Tech is calling it as Detailed Engineering support as Owners (OWS).

The role which Tetra Tech is going to perform is of the owner’s engineer supporting in all phases.

If the Project funding is not approved, Tetra Tech’s lead for this task, Troy Vassos will work with the Liquid Waste

management plan or MWR registration. Troy will also work on the implications of future harmonization of federal

and provincial regulations. These tasks will be performed only after the approval of Village of Cumberland.

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TABLE OF CONTENTS

1.0 UNDERSTANDING OF THE PROJECT ..............................................................................................................1

2.0 SCOPE OF SERVICES ........................................................................................................................................1

2.1 Early Engineering Works................................................................................................................................1

2.1.1 Criticality of Early Works .......................................................................................................................1

2.2 Project Administration ....................................................................................................................................2

2.3 Project Management ......................................................................................................................................2

2.4 Project Engineering ........................................................................................................................................2

2.5 Project Controls ..............................................................................................................................................3

2.6 Document Management .................................................................................................................................4

2.7 Construction Support Services ......................................................................................................................4

2.8 Quality Assurance Control .............................................................................................................................4

2.9 Procurement, Logistics and Contracts Administration ...................................................................................4

2.9.1 Expediting .............................................................................................................................................6

2.9.2 Transportation, Logistics and Freight Forwarding ................................................................................6

2.9.3 Contract Administration ........................................................................................................................6

2.9.4 Input Required / Receivables ...............................................................................................................7

2.9.5 Project Risks and Mitigation Strategies ................................................................................................7

2.9.6 Basic Assumptions ...............................................................................................................................7

2.9.7 Basic Exclusions ...................................................................................................................................8

3.0 DELIVERABLES ..................................................................................................................................................8

3.1 Deliverables for Early Engineering Works .....................................................................................................8

3.2 Proposed Deliverables for Owners Engineer Support ...................................................................................9

3.3 Project Drainage ......................................................................................................................................... 12

3.3.1 Methodology ...................................................................................................................................... 13

4.0 SCHEDULE ....................................................................................................................................................... 14

5.0 PERSONNEL .................................................................................................................................................... 15

5.1 Project Management ................................................................................................................................... 16

5.2 Engineering Support Services .................................................................................................................... 17

5.3 Procurement ................................................................................................................................................ 21

5.4 Project services ........................................................................................................................................... 22

5.5 Quality, Health and Safety .......................................................................................................................... 23

6.0 COST ESTIMATE.............................................................................................................................................. 23

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6.1 Rates ........................................................................................................................................................... 24

6.2 Cost Estimate .............................................................................................................................................. 25

7.0 TERMS AND CONDITIONS .............................................................................................................................. 26

LIST OF TABLES

Table 1: Hourly Rates ............................................................................................................................................ 24 Table 2: Cost Estimate .......................................................................................................................................... 25

APPENDICES

APPENDIX A – TERMS AND CONDITIONS ......................................................................................................... 27

APPENDIX B – EPCM PROJECT EXPERIENCE & PROFILE ............................................................................. 28

APPENDIX C – ACRONYMS/ABBREVIATIONS ................................................................................................... 29

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1.0 UNDERSTANDING OF THE PROJECT

Tetra Tech understands that the Corporation of the Village of Cumberland (CVC) requires the project funding which

is due on March 31, 2017 and mechanical completion of the Waste Water Treatment Plant (WWTP) by March 2018.

The Early Engineering Works will first be completed by Q1 2017 for ordering the critical long-lead items, followed

by completion of the other work packages.

In order to expedite the procurement of long lead packages and to improve construction schedule, reduce the labour

costs, maximize the efficiency and enhance the commissioning process, the WWTP equipment and peripherals will

be modularized, pre-assembled and tested prior to delivery to the project site. Such strategy has been used in

recent water treatment plant projects successfully executed by Tetra Tech and was proven very beneficial to the

Owners of the projects, in terms of cost, schedule and quality.

Tetra Tech Owner’s Engineering Services will follow similar services as EPCM (Engineering Procurement and

Construction Management) methodology. Please refer to Appendix A for further details on project experience and

project profiles.

2.0 SCOPE OF SERVICES

2.1 EARLY ENGINEERING WORKS

The project scope is divided into two phases according to the details laid out in section 2. Tetra Tech is suggesting this breakdown so that it can minimize the risk exposed on any delays on approval and cancellation.

All engineering work to be done before March 31, 2017 before the funding by Clean Water and Wastewater

Fund is approved. The engineering performed in this phase Tetra Tech is calling Early Engineering Works

(EW).

All engineering work to be done after March 31, 2017 after the funding by (funding body) is approved. The

engineering performed in this phase Tetra Tech is Calling it as Detailed Engineering support as Owners

Engineers Support (OWS).

2.1.1 Criticality of Early Works

During the preliminary scope of services review by CVC and Tt team for the WWTP project, it was found that due

to the very short mechanical completion duration for the treatment plant, the procurement process for long lead

items as well as the BC HYDRO approval will be the critical path items. If these are not done early there will be an

impact on the schedule as well as cost for the project. It is worthy to note that in order to accommodate the expedited

schedule and manage the risks associated with the critical long-lead items, several critical packages have been

delineated as early works packages, which encompass the preparation and issue of the tendering documents to

the vendors in Q1 2017:

MBBR Modules

Ballasted Flocculation Clarifier Systems

Chemical Feed Coagulant & Flocculants Modules

Screening and Grit Systems

Other engineering and support services pertinent to the above items, such as early civil and structural work

packages.

In addition, application for BC Hydro’s permanent power supply to the project site is also included in the early works.

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The preliminary scope of services for the WWTP Project is defined as follows:

2.2 PROJECT ADMINISTRATION

Project management

Project controls

Project communications

Quality assurance and management as applicable

2.3 PROJECT MANAGEMENT

Conduct kick-off meeting

Prepare project execution and communication plans

Evaluate Risk associated with respects to Design, Procurement and Construction from the beginning to

end.

Project engineering and coordination with Subcontractors engineering activities

Prepare weekly progress, cost, and budget reports

Coordinate with CVC, and other stakeholders for smooth and uninterrupted execution of the project

Coordinate with construction contractors to provide required details

2.4 PROJECT ENGINEERING

Overall management of the specific engineering disciplines and their application to scope of services

Engineering will pertain to the following scope of facilities and elements of the project site:

o MBBR Systems

o Ballasted Flocculation Clarifier Systems

o Chemical Feed Systems

o Warehouse

o Electrical House

o Administration Building

o Screening and Grit Systems

o PAA System with Building

o Dewatering System

o Filtering System

o UV System (if required)

o Influent Pump Station

o Site Preparation and Concrete Pad

o Power Supply and Distribution

o Instrumentation & Controls

o Piping & Cabling

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o Fire Detection, Fire Protection & HVAC

2.5 PROJECT CONTROLS

Set up a baseline control cost estimate

Set up a baseline control project schedule

Update weekly the cost estimate and prepare cost reports

Update monthly project schedule and prepare schedule reports

Prepare monthly project Earned Value Analysis (EVA) reports

Tetra Tech systems will be used to report cost, progress, schedule interface, baseline estimate,

engineering progress and document control.

Please find below the flow chart for Progress Measurement & Reporting and Preparation & administration of

Purchase Authorization.

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� �

- 63 -

��������������

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2.6 DOCUMENT MANAGEMENT

Tetra Tech has well-established and proven Document Management methodologies and tools, along with experienced personnel to effectively manage all relevant documents on involving multiple stakeholders through the project life cycle. Technical documents undergo a series of peer reviews and authorizations prior to release, checking, amongst others, for technical correctness, and by peers and the multi-discipline squad. Documents complete with identification codes are then issued, as per a project distribution matrix, under transmittal, and are saved as quality records under Document Management, which is under access control. At project closeout, a formal project closeout procedure will guide the project team through the closeout process.

2.7 CONSTRUCTION SUPPORT SERVICES

A constructability review will be carried out to address the broader issues of constructability, modularization, operability, and maintainability, drawing on the team’s experience with similar projects in order to optimize design and performance. A detailed Construction Execution plan will be developed once EWP scope is completed and at the time the Detailed Engineering support as Owners Engineers commences.

2.8 QUALITY ASSURANCE CONTROL

The project Quality Plan will outline specific requirements for project communications, filing, design documents, supplier and material quality, and inspection and test plans. The project Quality Plan requires the completion of detailed plans be completed for critical project activities. Plans define the relevant design and construction codes and standards required by the project specifications. The various design drawings and other deliverables are checked by appropriately qualified staff who maintain records for an audit trail of the review process. An important phase of the quality plan is the constructability review stage where designers, constructors, and key stakeholders review the design to identify any system conflicts or problem areas, and propose better solutions. By identifying and solving potential problems early, the project team will streamline the design and construction process and reduce schedule and cost impacts.

2.9 PROCUREMENT, LOGISTICS AND CONTRACTS ADMINISTRATION

Procurement activities will be undertaken in accordance with and as directed by CVC or as otherwise mutually

agreed by CVC and Tetra Tech.

The Materials Management and Contracts Group will procure specified equipment and materials and administer all

purchase orders generated within the overall scope for the Project.

The Materials Management and Contracts Group, in conjunction with the Owner, establish Commercial General

Conditions for Purchase, as well as other templates which will be used for the Project.

Prepare and submit a list of recommended qualified bidders for approval by the Owner.

Prepare and Issue RFP packages.

Receive and analyze bids with regard to completeness, price and conformance with all commercial

aspects, and combine with technical evaluation to produce a final recommendation to purchase.

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Conduct bid conditioning and final negotiations (including warranty extensions, if required, and

procedures for warranty validations) with the selected Bidders.

Prepare and issue Final Procurement Work Packages (PWP).

Assist as needed with or process damage and other claims against Suppliers and/or delivering carriers

resulting from Deficiency Reports issued by the Construction Manager.

Conduct Procurement close-out assistance for the Project.

Please find below the Generic Procurement Flow Chart that will be applied and modified to suit the project.

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Exp

editi

ngP

rocu

rem

ent

Eng

inee

ring

& Q

A/Q

C

OWNER

Prepare Commercial Docs. Package

Owner approval of

Tech. & Quality Docs.

BIDDERSNot Approved

Specifications, Drawings, Data Sheets

Tetra tech

QA/QC Docs.(Supplier Quality

Assurance, Inspection Data Sheets)

PAR(Procurement Action

Request)

Approved

Owner approval of Commercial

Docs.

Pre-qualify Bidders as necessary per Vendor

Approval Request

Recommended Bidders List

Owner approval of Bidders List

Approved

Prepare RFP Package

Approved

Issue RFP Package c/w technical, Quality and Commercial Docs to

Bidders

Receive Quotes from Bidders

Issue to Engineering, Quality Assurance and

Purchasing for evaluation and analysis

Recommendation to Purchase to Client

Bid conditioning with approved bidder

Issue Notice of award to successful

supplier

SUPPLIER

Approved

Prepare PO c/w attachments

Expediting of goods (drawings/fabrication/

delivery)

PO copies to Project Manager, Owner,

Expediting and QA/QC

Regret Letters to Unsuccessful Bidders

Record of Orders Placed Report

Inquiry Status Report updated

Inquiry Status Report issued to Project Team and Client

on Weekly basis

Quality Surveillance and Inspection Coordination

(if required)

Delivery of goods to designated destination in

good order

Approval of Vendor invoices for payment by

Owner

Material Status Report

Reports to Project Manager,

Construction Manger, Quality

Manager and Owner

Page 1

PROCUREMENT PROCESS FLOW CHART

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2.9.1 Expediting

All deliverables outlined in the Purchase Order, including engineering design calculations, drawings, spare parts,

data sheets, installations, operating and maintenance instructions, Request for Information (RFI), etc., and

Suppliers subcontracted orders, will be rigorously expedited between the time the purchase order is placed to the

time the deliverables are received at Project Site.

2.9.2 Transportation, Logistics and Freight Forwarding

Tetra Tech’s Materials Management and Contracts Group will be responsible for the transportation and freight

forwarding functions from the site of manufacture to the Project Site. The main objective of the Transportation and

Logistics Plan (TLP) is to ensure that all equipment and materials will be delivered to the Project Site in a safe, cost

effective, environmentally friendly and timely manner in order to meet the construction schedule and project

requirements.

2.9.3 Contract Administration

As part of the preparation and issuance of the construction work packages Tetra Tech will develop contract template

including safety, environment, site policy as well as the terms and conditions and other documents to provide

continuity with all the other documents forming part of each Construction Work Package / Contract Work Package.

Prepare a list of recommended qualified bidders for each package.

Receive and respond to all RFIs during tender period and issue addenda as required.

Receive and analyze bids with regard to price and conformance with all commercial aspects.

Combine commercial and technical evaluations to produce a final contractor recommendation for review

by the Client.

In conjunction with CVC, conduct final negotiations with the selected bidder.

Prepare contract document for execution between CVC and the contractor.

Tetra Tech’s Materials Management and Contracts Group will provide procurement and contract services, including

expediting, and logistics activities associated with the procurement of equipment/material for Village of Cumberland,

Liquid Waste Management project.

Tetra Tech will carry out these functions as Owner’s Agent and will identify the Owner as the end user and

beneficiary of all supplier warranties and guarantees.

Procurement, Logistics and Contracts Administration responsibilities will include the following additional tasks:

Provide all procurement, expediting, coordination of source inspection, logistics and traffic functions

associated with the procurement of engineered, and tagged equipment and materials for the project. Tetra

Tech's Materials Management system will be used.

Prepare and submit a list of recommended qualified bidders to Owner for approval

Prepare and issue RFP packages, and maintain an Inquiry Status Record

Receive and analyze bids with regard to completeness, price, and conformance with all commercial aspects

Preparation of recommendations to purchase for approval

Conduct bid conditioning and final negotiations with the recommended Bidder.

Award and prepare Purchase Order and Purchase Change Orders for signature by the procurement

manager or Owner or both in accordance with approved project procedures

Prepare and issue monthly Record of Orders Placed Reports

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Expedite the supplier’s drawing and data submissions, manufacturing programs, manufacturing progress

Prepare and issue Material Status Reports

Arrange for inspection of specified equipment and materials during manufacturing to ensure conformance

with specifications, (if/as required). If required, inspections can be performed at an additional cost.

Plan, organize, coordinate, and monitor all aspects of transportation, freight forwarding and logistics to the

project site

Liaise and work with the construction manager, and provide concise information on suppliers’ delivery

schedules and pending shipment arrivals

Assist with or process damage and other claims against Suppliers and/or delivering carriers resulting from

Deficiency Reports issued by the construction manager or his designate

Approve supplier invoices for payment matching Material Receiving Reports for goods received in good

order at the specified destination, and Purchase Orders, verifying price, quantities and receipt of all required

drawings, and other documentation

Contracts formation and administration

Provide a closeout report for each order at the end of the project

2.9.4 Input Required / Receivables

Requisition, technical specifications, data sheets, drawings and other technical data from Engineering

Discipline

Quality Assurance specification from QA/QC Discipline

2.9.5 Project Risks and Mitigation Strategies

Top Procurement Risks and Mitigation Strategies

2.9.5.1 Risks

Delivery Schedule to meet shipping window at Project Site.

Single Source Supply Risk - Discontinuity

Supplier Capacity - Commitment to others

Raw Material Cost Risk - Supplier Cost Increase (e.g. copper, steel)

2.9.5.2 Mitigation Strategies

Expediting of material/equipment on daily basis, to meeting the construction schedule

Multiple sourcing

Penalties (for late deliverables)

Long Term Relationship & Contractual agreements

Supplier Relationship Management

Prequalify Bidders, when necessary

2.9.6 Basic Assumptions

The proposal is only for early work support, all other services are indicative only which are subjective to

change after scope clarification happens after March 31st 2017.

Geotechnical work, civil work will be done only after March 31st 2017 after the project approval is got.

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• Technical bid evaluation and commercial bid evaluation will be done only after March 31st after the project

funding is obtained.

• Tetra tech quality standards as well as document numbering systems will be used for this project.

• Drawing will be done on AutoCAD and specification all in Word. Email communication and meeting will be

done through Outlook and Skype.

• Procurement & Contract Tetra Tech’s Services will be billed on Time and Material basis.

• Procurement & Contract hours and costs do not include site visits/meetings, travel time or visit to vendor

shops. Travel time and time at vendor shops visits/inspections will be invoiced at cost for hours and

expenses.

• Procurement & Contract hours and costs do not include QA/QC inspection Support during equipment

manufacturing.

• Tetra Tech’s Materials Management and Contracts Group will be responsible for the transportation and

freight forwarding functions from the site of manufacture to the Project Site.

• Numbers of packages are estimated, and procurement/contract hours may increase/decrease depending

on the actual number of packages to be procured.

• Minimize the number of RFP Packages to be included to Contract Packages

• Estimated number of contract work packages:4

• Contract Administration support during construction phase.

• The estimate provided for Owners Engineering as well as construction support will depend on the Supply

Contract 1 package. The Level of confidence for Owner Engineering effort and Construction support

estimate is +/- 25%.

2.9.7 Basic Exclusions

• Vendor shop visits

• QA/QC inspection during manufacturing phase

• QA/QC inspection at site

3.0 DELIVERABLES

3.1 DELIVERABLES FOR EARLY ENGINEERING WORKS

Procurement, Logistics and Contracts Administration

• Develop Commercial Terms with owners for Supply Contractor 1.

• Work with Owners on the Approved Vendor List for Supply Contractor 1.

• Develop Contract Strategy for Supply Contractor 1 (Liquid stream)

• Develop Commercial & Technical Evaluation Criteria.

• Issue Supply Contract 1 RFP.

Process

• Develop responsibility matrix

• Contractor data requirements documents

• Process warranty requirement.

• Verification of design criteria

• Project execution plan review

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• Develop process design criteria.

• Develop process design basis and develop a score card for qualifying and evaluating the vendors.

• Provide support to mechanical team for the early RFP packages.

• Evaluate the pros and cons and adding all the long lead packages into one vendor. Tetra Tech will

provide a Technical memorandum stating the reasons.

• Concept Plant layout input. The concept drawing will be reissued which was done in the previous stage.

Layout & General Arrangements

• Concept Plant layout input. The concept drawing will be reissued which was done in the previous stage.

Mechanical

• Develop Mechanical design criteria.

• Develop Preliminary Mechanical equipment list.

• Equipment specifications and datasheets and issue for early procurement.

• Review preliminary vendor’s schedule.

Piping

• Develop Piping design criteria.

Civil and Structural

• Develop Civil and Structural design criteria.

• Develop Geotechnical report for review (if required).

• Develop Hydrology (surface & ground water) reports for review (if required).

Instrumentation and Control

• Develop Instrumentation design criteria

• Support early procurement package engineering

Electrical

• Develop engineering strategies to get BC Hydro support.

• Develop electrical design criteria.

• Support early procurement package engineering.

3.2 PROPOSED DELIVERABLES FOR OWNERS ENGINEER SUPPORT

Procurement, Logistics and Contracts Administration

• Supply Contract 1: Coordinate with vendors for finalization of the supply contract 1 P.O. (this coordination

is back and forth with clarification on Technical and commercial aspects. Since it’s a big contract, we

expect a few meetings for scope and budget clarification).

• Supply Contract 1: Perform Commercial & Technical Bid Analysis.

• Supply Contract 1: Provide recommendations for supply contract 1 procurement packages to CVC.

• Supply Contract 1: Provide letter of intent or equivalent (if required).

• Vendor negotiation and contract finalization for early work packages.

• Minimize the number of RFP Packages to be included to Contract Packages

• Expediting of Engineering Documents/Drawings

• Transportation/Logistics Coordinating Functions

• Contract Administration, four (4) Contract Packages

Process

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Process

Review Mass and water balance.

Review Equipment sizing.

Review Input P&ID.

Equipment list (in coordination with mechanical discipline).

Process electrical load list.

Process emergency power.

Confirmation of process data sheets/specifications.

Reagents systems and process control philosophy.

Equipment tender evaluation.

Report writing and meeting attendance.

General peer review.

Layout & General Arrangements

Update and finalize the layout drawings developed during the detailed engineering as Owners engineers.

We will work with the equipment manufactures and develop the tie in details and balance of plant

engineering drawings. Tetra Tech will create additional general arrangements, plans and sections as

required.

Architectural (Building Structures)

Building size and configuration development.

Develop Scopes of work

Technical bid analysis of package.

Construction support as needed.

Identifying architectural design criteria and specifications.

Vendor drawing reviews.

Squad checking.

Code reviews and monitoring.

Coordination and tracking of schedule

Mechanical

Revisit Mechanical design criteria.

Revisit Mechanical equipment list.

Revisit Equipment specifications and datasheets and issue for procurement.

Develop Scopes of work

Review vendor’s pump schedule.

Review vendor’s tank schedule for shop fabricated and field fabricated tanks.

Review vendor’s plant and instrument air requirements and plant air system.

Review vendor’s pump box, chutes, and hopper general arrangement drawings.

Review of vendor drawings.

Perform technical bid analysis.

Piping

Revisit Piping design criteria.

Develop Scopes of work

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P&IDs for balance of plant and integrated overall piping design.

Piping general arrangements, plans, and sections.

Perform line size check.

Review vendor’s pipe and valve specifications.

Review vendor’s line and valve lists.

Develop Preliminary piping list

Perform technical bid analysis.

Building Services

Develop Scopes of work

Firewater, drainage and potable water.

Building fire detection systems.

Building fire protection systems.

Fire pumps.

Building HVAC systems.

Vendor design drawing reviews.

Vendor supply equipment reviews.

Ventilation heat dissipation checks.

Filtration plant dust collection guidelines (if required).

Auxiliary buildings.

Civil & Structural

Develop Scopes of work

Geotechnical investigation scope inputs/specification (if required).

Review of geotechnical reports.

Concrete design criteria.

Civil design criteria.

Prepare technical specifications.

Site grading and drainage plan/profile.

Site access interfacing

Perimeter drainage and fencing

Construction specifications preparation and review/approval.

Design and prepare detailed engineering drawings.

Review of vendors’ supplied packages structural design components/packages.

Instrumentation & Control

Develop instrument loop drawings

Develop scope of work

Instrument location drawings

Instrument junction box drawings

Fiber optic network architecture drawings

Plant Control System (PCS) Network Architecture Drawings

PCS I/O list

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Vendor equipment interface drawings

Instrumentation specifications (includes technical bid evaluation), including:

o Instrument data sheets

o Instrument index

o Instrument cable lists

Final P&ID (upon receipt of certified drawings)

Control room layout design (drafting by architecture)

Instrument lighting panel design (drafting by electrical)

Review and input into mechanical, electrical, and specifications

Compiling of the detailed control philosophy narrative

Electrical

Perform early work bid package review.

Develop specifications.

Develop scope of work

Perform technical bid analyses

Review vendor documents

General arrangements

Single line diagrams

Load lists

Power distribution arrangements

Cabling

Permanent and emergency power supplies & liaising with BC Hydro

Schematics for the surface utilities and infrastructure

3.3 PROJECT DRAINAGE

The project site receives runoff from the East Ulverston Subcatchment as well as a portion of the Cumbra Woods

Subcatchment. According to the Stormwater Drainage Master Plan (2010), these systems are running near capacity

with potential for flooding over into the lagoons. Also indicated in the Master Plan, additional studies were

recommended to identify mitigation measures for storm water discharge into the lagoon.

It is Tetratech’s understanding that the site drainage for the new facility should also include the re-grading of the

existing area to divert stormwater system outlet and system overflow away from the lagoons.

In line with the Village of Cumberland’s drainage initiatives, we are committed to delivering best management

practices for low impact development to reduce the volume and rate of storm water runoff due to the development.

Design will be geared towards reducing post development flows to predevelopment levels for the greater of the

following 24 hour events: 6 month, 2 year, and 5 year.

All engineering work to be done after March 2017 Detailed Engineering support as Owners Engineers Support

(OWS).

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3.3.1 Methodology

3.3.1.1 Review of Available Information

Following completion of the kickoff meeting, Tetra Tech will review all available information to better align design

initiatives and highlight possible data gaps.

Information to be reviewed will include but not be limited to the following:

Applicable Bylaws and development guidelines;

Excess Wet Weather Flow Management Report;

Storm water Drainage management Plan and other Utility Master Plans;

Surface Water Disinfection and Storage Review;

Comox Valley Sustainability Strategy

Provincial Guidelines and BMPs;

Hydrologic/Hydraulic Model of the system;

Available as-built information; and

Survey and LIDAR data.

Outputs

A clear understanding of the available project information and assets.

3.3.1.2 Site Condition Assessment

During this task, Tetra Tech will plan an inspection of the proposed site as well as the sewer system draining onto

the site. The inspection will provide a verification of the survey and will identify existing site conditions and potential

issues. As the site is lower than the surrounding area, evidence of erosion, sloughing or impeded drainage will be

closely examined for risk of failure. Inspection documentation will follow and be presented in a clear and organized

format.

Outputs

Drainage system assessment complete with current conditions

Familiarity with the environmental issues at each of the sites; and

Understanding of the geotechnical character of the site.

3.3.1.3 Site Drainage Design

As part of the design process, hydrologic and hydraulic analysis is required to establish the existing site drainage

patterns, design flows, and associated runoff volumes and water velocities across the site. These parameters will

be used to design the storm water conveyance system including ditches, pipes/culverts, catch basins, and erosion

protection across the site.

The existing drainage patterns of the site will be established through use of existing climate data, survey information,

topographic information, aerial imagery, and site inspection notes and photographs. It is expected that runoff

volumes and flow rates will be estimated through the use of a rainfall based method with considerations for the

types of land-use and soil.

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4.0 SCHEDULE

We have established a very aggressive schedule with critical long-lead packages to be submitted to vendors in

March/April 2017 and mechanical completion by March 2018. Please find the detailed schedule below.

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5.0 PERSONNEL

With more than 14,000 employees working from offices worldwide, our capacity encompasses more than 80

disciplines with sufficient engineers, scientists, and support staff to fulfill a contract in any of its five service areas:

water, infrastructure, the environment, energy, and natural resources. For those disciplines outside of Tetra Tech’s

capacity, the firm maintains excellent relationships with an extensive network of sub-contractors.

Tetra Tech has assembled a highly qualified engineering team for the project to manage the project from the

Vancouver office. Providing our best experts available is paramount to Tetra Tech to ensure client satisfaction.

Please find below the organizational charts for both Early Engineering Works and Owners Engineer Support

Services

Figure 1: Early Engineering Works Team

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5.1 PROJECT MANAGEMENT

Jake Alexander – Project Sponsor

Jake Alexander has more than 30 years of international experience in metallurgical operations, process

engineering, project management, business management, and product development. He is a versatile business

professional with an MBA and in depth knowledge of mining, metallurgy and construction industries, with specific

experience in minerals processing for base metals, diamonds, hydrometallurgy, and financial modelling. Jake

manages strategic accounts for Tetra Tech Canada as well as EPCM projects including its detailed engineering

execution.

Vincy Benjamin, PMP, P.Eng. – Project Manager

Mr. Benjamin has more than 17+ years’ experience as Senior

Project Manager and Program Manager on projects of up to

$225 million in capital expenditure value, in the Mining and Oil

& Gas sectors as well as in the Water Treatment and

Conveyance sector. He has been a Program Manager for big

portfolio of projects for Government and private sectors

wherein he has proven ability to independently manage and

complete projects within schedule and budget also

maintaining client expectation; in addition established track

record for exceptional project execution quality utilizing a

variety of multidisciplinary and multinational teams.

Figure 2: Owners Engineer Support Team

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He was Project Manager on the EPC for Yukon Government’s Interim Water Treatment plant in Faro, Yukon,

in 2013/2014, which involved treatment options and stakeholder relations. Vincy also managed Prefeasibility work

and feasibility work for Teck Coal Active water treatment plant in Fording. He was Project Manager on the

2014/2015 Potash Waste Water Treatment Upgrade for Pacific Coast Terminals & K&S Potash Canada, in

Vancouver, BC. On the Detailed Engineering and Procurement of the tailings pond pumping system upgrade for

Xstrata’s copper smelter in Timmins, Ontario, he led and managed the efforts to produce high-efficiency runoff

water and water re-circulation.

He has delivered projects for Freeport-McMoRan’s Bagdad Mine; Cameco Corporation‘s McArthur River Mine;

Barrick Gold’s Goldstrike Mine and K+S Potash Canada. He has been a Registered Project Management

Professional (PMP), and is up to date with the latest in Health and Safety management.

5.2 ENGINEERING SUPPORT SERVICES

Steve Ip, CPA, CMA, M.Eng. – Engineering

Manager

Stephen Ip has over 10 years of experience in project

coordination and management. Stephen received

his Master’s degree in Mining Engineering and

Bachelor’s degree in Mechanical Engineering

degree from UBC. In addition to his engineering

background, Stephen is also a Chartered

Professional Accountant and a Certified

Management Accountant. Since Stephen joined Tetra Tech in 2011, he has gained knowledge and experience in

water treatment systems from leading the engineering team and working on numerous mining projects including

Northern Dynasty’s Pebble Project, Selwyn Resources’ Selwyn Project, Northgate Minerals’ Kemess Mine, Victoria

Gold’s Eagle Gold Project, Sabina Gold’s Back River Project, Ucore Rare Earths’ Bokan Mountain Project, Tintina

Resources’ Black Butte Project, Canadian Zinc’s Prairie Creek Project, ATAC Resources’ Tiger Gold Project and

Seabridge Gold’s KSM Project.

Troy Vassos, PhD., FEC, P.Eng. – Quality Reviewer / MoE Support

Troy has a Ph.D. in environmental engineering with over 37 years of experience in industrial and municipal water

and wastewater treatment process design, regulatory and standards development, technology performance

verification, operations support and optimization, and effluent disposal and reuse. He is also an expert and advisor

in the area of integrated water management including water conservation; stormwater management; rainwater

harvesting; and water reclamation. Other areas of expertise

include biomass to energy, composting, environmental & public

health assessment, and environmental forensics.

Dr. Vassos co-founded Vancouver, BC, based NovaTec

Consultants Inc. (est. 1984), a process engineering firm

specializing in the design, operation, assessment, optimization

and performance verification of industrial and municipal water

and wastewater treatment systems. NovaTec merged with

Golder Associates Ltd. in January 2013, and in January 2016,

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having completed his merger transition obligations to Golder, Dr. Vassos left to operate under his own company

Troy David Vassos Inc.

Dr. Vassos is active in numerous provincial, national, and international technical and professional organizations,

committees, and advisory boards including the serving: Canadian Standards Association, Canada Mortgage and

Housing Corporation, Health Canada; National Research Council, the Natural Sciences and Engineering Research

Council; Standards Council of Canada; International Code Council; the International Standards Organization; and

the Registration Committee and Board of Examiners for the Association of Professional Engineers and

Geoscientists of BC. Troy was responsible for drafting and finalizing CSA B128.3 - Performance of Residential Non-

potable Water Treatment Systems, advisor to Health Canada in the development of the “Canadian Guidelines for

Domestic Reclaimed Water for Use in Toilet and Urinal Flushing”; and chaired the IAPMO Z1207 Small-Scale

Greywater Conservation Systems subcommittee, has provided regulatory assistance to British Columbia, Alberta,

and Australian EPA regarding water reclamation and reuse, and is a technical content expert on the ISO/TC 282

Water Reuse standard development committee, and joint CSA/ICC Rainwater Harvesting standard committee.

Troy has authored numerous reports and papers on the subject of water reuse & management and applications,

regulations and technologies; and has served as a technical advisor to various provincial, state, federal and

international agencies.

Larry Sawchyn, P.Eng. – Technical Process Lead

Specializing in Water and Wastewater Treatment, Mr. Sawchyn has over 30 years of experience in the Water and

Wastewater industry. He has completed a wide variety of designs for municipal and industrial water and wastewater

systems and has completed factory training in the design and application of some of the most innovative treatment

process equipment used in the Water and Wastewater industry. Mr. Sawchyn also brings experience in project

management, personnel management, plant commissioning, contracting (Engineering, Procurement and

Construction [EPC], Design-Build [DB], and Design-Build-Operate [DBO]), public consultation, and negotiating.

Mike Chin, P.Eng. – Civil and Construction Engineer

Mike Chin has over 28 years of experience in engineering, construction, and multi-discipline project management

on infrastructure projects. His project experience encompasses significant industrial (including mining), heavy civil

and transportation projects. Mr. Chin has the ability to lead civil engineering projects and teams, and work in a

multidiscipline team environment. He has been working to ISO 90001 quality management systems since the mid-

1990s. His project experience includes projects throughout Canada, but also Brazil, Peru, USA and Alaska and

Ethiopia.

Mr. Chin’s experience as a Project Engineer spans the entire range of resource and mine types, locations and

development phases. His areas of specialization are transportation, civil works and infrastructure

Jayesh Rami, P.Eng. – Resident Engineer

Jayesh is a mechanical engineer with experience on more than 20 major Canadian and North American projects

for mineral processing plants, including prefeasibility studies, feasibility studies, EPCM and detailed design.

Jayesh is experienced in the design of bulk material handling systems, including belt conveyors and belt feeder

systems. He also has experience in hydraulic calculation and sizing of slurry and process pumps, and mechanical

plant and systems common to precious and base metals beneficiation, communition, and piping applied to both

preliminary and definitive feasibility studies and engineering design and procurement projects.

He also has knowledge of engineering codes and standards such as ASME, CEMA, and API.

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Ken Lee, P.Eng. – Senior Structural Engineer

Ken Lee has 30 years of engineering and management

experience in mining, government, institutional,

industrial, transportation and public utilities projects. He

has been responsible for all phases of projects including

engineering design, scheduling, quantity estimation,

quality control, project planning and management. Mr.

Lee has provided structural engineering on various water

treatment and waste water resource management

projects for government (municipal, provincial and

federal) and industrial sectors including feasibility study,

site investigation and detailed engineering

Tom Pratt – Senior Architectural

Thomas (Tom) Pratt has 30 years of experience as an

architectural designer, contributing alongside all

required disciplines as projects dictated. He has applied

his design skills to providing working drawings for office buildings, warehouses, manufacturing plants, maintenance

facilities, commercial complexes, and private residences. Throughout the course of his design activities he has

also been involved in all phases of mining and infrastructure projects from scoping studies through to on-site

construction management and contract administration. Thomas’s EPCM, and northern climate project experience

includes the following: FMC Gold's Beartrack Gold Mine Project (EPCM), Royal Oak Mines' Kemess South Project

(EP), Placer Dome's Pipeline/South Pipeline Project (EP), North American Tungsten Corp.’s Mactung Project (YT,

Canada), and Diavik Diamond Mines' Diamond Project (NWT, Canada) - (EPCM) where he spent 16 months

working on site, Saskatoon Water Treatment Plant Upgrades (Saskatoon,SK) - (EPCM), YVR Airport Expansion

West Chevron International Terminal (Vancouver, BC) - (EPCM)

Ali Farah, P.Eng. – Lead Mechanical / Piping Engineer

Ali Farah is a Mechanical Engineer with more than 28 years of experience in water supply, process and mining

equipment design and selection. Ali has extensive experience in the design of water/slurry systems, pump selection

& design, mechanical equipment, pressure vessels,

storage tanks, and piping systems. Ali has experience

with water treatment plant system design and hydraulic

analysis. He has extensive experience in the design of

process utility systems such as process/fresh water

supply, compressed air, blower air and gland water

systems. He is also proficient in preparing technical

specifications and technical data sheets for pumps,

filters, mining and processing equipment, as well as in

preparing detailed drawings. He has performed technical

bid evaluations and review of vendor documents and

drawings. Ali also has extensive knowledge of

Engineering codes and standards such as ASME and

API. He is registered as a Professional Engineer in British

Columbia and Yukon.

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Bryan Drew, AScT. Lead Building Services

Bryan Drew has over 36 years of experience in the design, installation and operation of mechanical systems for

mining and heavy industrial facilities worldwide, including Canada, USA, South America, Australia, Russia and

Papua New Guinea. He is experienced with a variety of dust control systems, such as wet dynamic scrubbers,

venturi scrubbers, cyclones, baghouses, packed towers and fogging systems. Further, Bryan is fluent in all aspects

of building services systems including: HVAC, waste heat recovery, steam, glycol, chilled water, gas fired, oil fired,

direct fired, DX split systems, compressed gases, plumbing, drainage, fume exhaust, , DDC controls, fire protection

– standpipes and sprinklers as well as the special requirements necessary in hazardous areas.

Richard Sinha, B.Sc. – Lead Instrumentation & Control

Richard has more than 25 years of instrumentation and control systems engineering, design and commissioning experience in petrochemical, NGL/Pipeline, Mineral Processing & Power Plant industries. He is experienced in digital, electronic, and pneumatics process control systems with final control elements, measuring systems, SCADA, DCS/PLC, process analyzers and associated equipment. He has also supervised 2 to 24 people on various projects. Mr. Sinha has been an owner’s I/C representative for several projects he worked on.

Sergiy Goncharuk, PhD., P.Eng. – Lead Electrical Engineer

Electrical Engineer with over 25 years of design experience in

power generation, transmission, and distribution systems.

Completed PMP training for Lead Engineers, have excellent

knowledge of ANSI, IEEE, CEC and IEC electrical standards and

good client relationship and management skills.

Work experience includes project engineering, procurement

specifications, studies, detailed design, drawing and design

checking, estimating and site installation coordination and

inspections.

Worked on a variety of projects including: mining and minerals;

oil sands and bulk handling projects; pulp and paper mills retrofit; with the HV Substations, MV and LV switchgears

and MCCs, stand-by power generators, VFD drives and pre-fabricated electrical buildings.

Rick Hoos, R.P.Bio. – Environemental Lead

Mr. Hoos has more than 40 years of professional environmental, socioeconomic and major project management

experience. He has managed or participated in multi-disciplinary teams working on numerous major projects,

particularly in Canada, the United States, and in Latin America. Through this involvement, he has become familiar

with the regulatory requirements and expectations of many countries and with the international financial community.

During the 1970s, as Coordinator of Marine Programs for the Pacific Region of Environment Canada, he managed

and participated in marine environmental baseline studies (including submersible investigations) for subsea

municipal sewer diffuser outfalls at Clover Point (Victoria), and near Five Fingers Island (Nanaimo), and as an

Ocean Disposal Officer, participated in the review and approval of more than 100 coastal dredging and ocean

disposal projects.

For the past 20 years Mr. Hoos has been directly involved with the provision of strategic environmental assessment,

due diligence and public/regulatory process advisory services to the senior management of private and public sector

clients. During this time he directed and participated in a number of federal, provincial and international

environmental assessment and review processes for resource development and public infrastructure projects.

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In recent years, Mr. Hoos participated in the comprehensive provincial and federal environmental review and

approvals processes for several 2010 Winter Olympic projects including the Vancouver Convention Centre

Expansion project, the Whistler Sliding Centre and the Callaghan Valley Nordic events venue.

He played a major role in the design and installation of the very successful marine habitat features de-eloped for

the Vancouver Convention Centre, including the bio-engineered habitat skirt, and the conversion of the previously

upland north east point into productive intertidal and subtidal marine habitat. This project also included the relocation

of the existing Combined Sewer outfall into deeper water and three years of marine environmental monitoring in

conformance with the project’s Fisheries Act Authorization.

5.3 PROCUREMENT

Haroon Raza, SPSM, B.Com., MBA – Manager, Materials Management and Contracts

Haroon Raza is an accomplished and integrity-driven Procurement

and Materials Management Professional with over 19+ years of

experience and enormous success in supply chain and logistics. He

has extensive experience in materials management, procurement,

contracts management, logistics and supply chain. He has

managed complex projects while always delivering on time, under

budget and exceeding expectations. His experience in scheduling,

organizing, and negotiating is demonstrated through his purchasing

and inventory management of $50+ million annually. He has strong

interpersonal skills, highly adept at facilitating discussions and

negotiations with key stakeholders. He has developed and

implemented Procurement & Materials Management Policies and

Procedures for Tetra Tech Canada. His recent project experience

includes the following: Water Treatment Plant (Questa, NM), a

confidential client’s thickener project (EP) and flotation project (EP), Guelph Hydro Electric Systems' Arlen MTS

(EPCM), and Yukon Zinc’s Wolverine Project (YT, Canada).

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5.4 PROJECT SERVICES

Vivian Leu – Scheduler/Cost

Controller

Ms. Leu is an experienced Cost

Controller specializing in PRISM

reports, including budget vs actuals,

progress, and forecasting, with more

than 5 years of experience with Tetra

Tech in mining projects. She carries out

cost monitoring and reporting, routine

preparation, planning and cost reports.

Recent projects on which she has

worked includes the Engineering and

Procurement for Canadian Zinc’s Prairie

Creek, a US$193 million Capex project,

on which she was responsible for cost

controls on procurement packages, as

well as creating and maintaining P6

schedule. She also worked on Nevada

Copper’s Pumpkin Hollow EP project in

Nevada, with a US$330 million Capex,

Northern Dynasty Minerals’ PFS for the

Pebble project in Alaska, with a $4.6

billion Capex; and Pretium Resources’

FS for the Brucejack Project, FS, BC,

2013, which has a Capex of US$812 million.

Wing Wong – Senior Estimator

Wing Wong has over 25 years of experience in cost estimating and quantity surveying for projects in North America,

South America, and Australia. Wing has worked on most of Tetra Tech’s flagship mining projects with significant

water treatment facilities – Seabridge Gold KSM Project, Canadian Zinc Prairie Creek Project, and Pretium

Brucejack Project. He has worked on projects located in Canada, Australia, Peru, the USA, Singapore and

Indonesia, with estimated CAPEX values of up to $2-billion.

Dirk Scott – Document Management

Dirk Scott has over 25 years of document management experience and is a configuration/document management

specialist with extensive experience in the mining, manufacturing, transportation, and aerospace sectors. Dirk has

experience as document management lead on several large projects, including Yukon Zinc's Wolverine Project (YT,

Canada), Maple Reinders HSAD Facility Project (Edmonton, Canada), Nevada Copper’s Pumpkin Hollow Plum

Project Freeport-McMoRan’s Thickener & Flotation Cells Projects.

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5.5 QUALITY, HEALTH AND SAFETY

Bert Vervoort - Divisional Manager, Health & Safety, Quality and Document Management

Bert Vervoort has over 20 years' experience in the field of quality, including in the mining industry. He is currently

Divisional Manager, Health & Safety, Quality and Document Management. Bert is experienced in Continuous

Improvement and Production Management. His project

experience includes working extensively with the Cameco

Project Delivery Office.

6.0 COST ESTIMATE

Tetra Tech proposes to complete the scope of work outlined in this proposal based on current charge out rates as

shown. Our estimated hours and costs for the Project are presented in Table 2. The cost is Time and Materials

based.

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6.1 RATES (CONFIDENTIAL)

The hourly rates for the project team are shown below.

Table 1: Hourly Rates

Professional RateCAN$

Jake Alexander $200

Vincy Benjamin $195

Larry Sawchyn $185

Troy Vassos $225

Haroon Raza $150

Steve Ip $150

Wing Wong $210

Vivian Leu $115

Dirk Scott $98

Jayesh Rami $145

Ken Lee $170

Mike Chin $170

Tom Pratt $150

Ali Farah $170

Bryan Drew $170

Sergiy Goncharuk $170

Richard Sinha $170

Rick Hoos $221

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6.2 COST ESTIMATE

Table 2: Cost Estimate

ACTIVITY

EARLY ENGINEERING

WORKS MANHOURS

EARLY ENGINEERING

WORKS COSTS (CAD $)

** OWNER'S ENGINEER SUPPORT

MANHOURS

** OWNER'S ENGINEER SUPPORT

COSTS (CAD $)

**CONSTRUCTION SUPPORT SERVICES MANHOURS

** CONSTRUCTION SUPPORT SERVICES

COSTS (CAD $)

ENGINEERING

Process 68 $12,980 491 $78,415 0 $0

Layout & GA's 0 $0 760 $59,600 0 $0

Architectural 0 $0 150 $22,500 0 $0

Mechanical 64 $9,980 852 $131,840 0 $0

Piping 0 $0 542 $72,340 0 $0

Building Services 28 $4,760 260 $37,600 0 $0

Structural 12 $2,040 1,040 $128,400 0 $0

Instrumentation and Control 24 $4,160 1,004 $161,880 0 $0

Electrical 84 $12,520 1,136 $175,520 0 $0

Civil Site Survey 0 $0 751 $117,870 0 $0

Geotechnical 0 $0 56 $11,200 0 $0

SUPPORT

Project Management 50 $9,800 914 $178,286 266 $51,926

Engineering Management 20 $3,000 549 $82,286 133 $19,971

Administration 20 $1,200 457 $27,429 133 $7,989

Document Control 16 $1,568 457 $44,800 133 $13,048

Project Controls 20 $2,300 457 $52,571 133 $15,311

Procurement and Logistics 104 $15,600 549 $58,514 399 $59,914

CONSTRUCTION SUPPORT SERVICES

Construction Support Team 0 $0 0 $0 4,800 $673,600

Subtotal 510 $79,908 10,425 $1,441,051 5,998 $841,759

DISBURSEMENTS

Office Overhead (6% of Labour) $4,794 $86,463 $10,090

Disbursements Subtotal $4,794 $86,463 $10,090

EXPENSES

Expenses (not estimated, billed at cost) $0 $0 $0

Topo Survey Costs $0 $10,634 $0

Expenses Subtotal $0 $10,634 $0

TOTAL ESTIMATED HOURS & COST 510 $84,702 10,425 $1,538,148 5,998 $851,849

** the estimate provided for Owners Engineering as well as construction support will depend on the Supply Contract 1 package. The

Level of confidence for this estimate is +/- 25%

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7.0 TERMS AND CONDITIONS

Appendix A is the proposed consulting contract for the Early Engineering Works contract phase.

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APPENDIX A – TERMS AND CONDITIONS

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2673 Dunsmuir Avenue P.O. Box 340

Cumberland, BC V0R 1S0 Telephone: 250-336-2291

Fax: 250-336-2321 cumberland.ca

Corporation of the Village of Cumberland

THIS AGREEMENT made as of the 17 day of January , 2017 BETWEEN

THE CORPORATION OF THE VILLAGE OF CUMBERLAND Box 340, 2673 Dunsmuir Avenue Cumberland, BC V0R 1S0

(the “Municipality”) Municipal contact: Sundance Topham Phone #: 250-336-3002 E-mail stopham@cumberland.ca

AND Tetra Tech Canada Inc. 885 Dunsmuir Street, Suite 1000 Vancouver, BC V6C 1N5

(the “Consultant”) Consultant contact: Jake Alexander Phone #: 778-945-5704 E-mail jake.alexander@tetratech.com

In consideration of the payments hereinafter stipulated, the Consultant does hereby agree to perform and execute the following works or services (herein called the “Work”) in accordance with all terms and conditions set forth in this document and Tetra Tech Proposal dated January 17, 2017: Work: Early Engineering Works (EW) for Cumberland WWTP

Payment: Hourly rate and applicable disbursements and cost as per Section 6 of the Tetra Tech Proposal with total cost not to exceed $84,702 unless authorised with approved Change Order.

Terms and Conditions

1) The terms and conditions of this Agreement shall be considered in force from the date the Work commenced irrespective of date of signing by both parties and shall terminate the date the services are completed as determined by the Municipality.

Fees and Invoicing:

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2) Cost assumptions, hourly rates and estimate are provided in Section 6 – Tetra Tech Proposal, Pages 22, 23 and 24.

3) Invoices will be submitted monthly to the Municipality based on the actual number of hours devoted to the project during the month.

4) A summary report with each invoice shall include details of the work performed, the number of hours worked for each day and date, the disbursements expended, and the totals for the period

5) Payment of monthly invoices by the Municipality shall be made within thirty (30) days after receipt by the Municipality. Payment of invoices will be made via cheque.

6) In the event that payment of an undisputed Consultant invoice is not received by the Consultant within thirty (30) days of the date of issue of said invoice, the Consultant may at its discretion, levy interest on all past due accounts at the rate of 1.5% per month (19.56% per annum), and if the non-payment continues for a period of sixty (60) days suspend the Work without incurring any liability for the impacts of said suspension and if the non-payment continues for ninety (90) days terminate the Agreement as though for the convenience of the Municipality further to Article 29 such that the Consultant’s obligations and liabilities thereunder cease with immediate effect but without affecting any other rights or remedies provided in law or equity to seek recovery of monies owing. Notwithstanding anything to the contrary in this Agreement, in the event that the Consultant has not been paid in full for all Work duly performed, the Municipality shall not acquire title to any and all related work product deliverables arising from said Work. Should an element of an invoice be disputed by the Municipality, the portion of the invoice that is not in dispute shall be paid in full in accordance with the aforementioned terms.

7) Except as otherwise agreed in writing the Municipality shall not be liable to pay or reimburse the Consultant for any related expenses or disbursements or any costs incurred or expenditures made on behalf of the Municipality.

8) The Consultant must keep and maintain proper accounts and records of all expenditures made and hours worked in connection with the performance of the Work under this Agreement, and such accounts and records shall at all times be open to audit and inspection by the Municipality.

9) The Consultant must remit all tax, including income tax, and all other charges or remittances payable in respect of the Consultant's Fee or expenses or disbursements, whether such tax, charges or remittances are payable under the laws of British Columbia or Canada.

Consultant Responsibilities:

10) The Consultant must:

a) Perform the Work to the Municipality under this Agreement with that degree of care, skill and diligence normally provided by Consultants having similar qualifications in the performance of duties of a similar nature to that contemplated by this Agreement at the time and place that such services are rendered.

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b) Charge for the performance of all of the Work only the fees authorized under this Agreement.

c) Perform the Work to be provided under this Agreement within the time limits specified in the Project Schedule of this Agreement or, if no time limit is specified for the Work or for a particular component of the Work, the Consultant must perform the Work in as prompt a manner as allowed by the applicable professional standard of care.

d) Subcontract the Work or any portion of it only with the prior written consent of the Municipality, except as set out in the Original Proposal.

e) Supply all necessary tools, equipment, materials, software and personnel required to complete the above Work within the allotted time shall be supplied by the Consultant.

f) Should a defect become apparent in the Work during the term of the Agreement or within twelve (12) months following the completion of the Work, the Consultant’s liability shall be limited to the correction of the defect and shall be contingent upon the Consultant being notified promptly of the defect.

THE WARRANTIES PROVIDED HEREIN ARE PROVIDED EXPRESSLY IN LIEU OF ALL OTHER WARRANTIES OR CONDITIONS, EXPRESS OR IMPLIED. All STATUTORY OR IMPLIED WARRANTIES AND CONDITIONS, INCLUDING, BUT NOT LIMITED TO, THOSE OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE ARE HEREBY EXPRESSLY NEGATED AND EXCLUDED.

11) The Consultant is an independent contractor and not the servant, employee or agent of the Municipality.

12) The Consultant will not in any manner whatsoever commit or purport to commit the Municipality to the payment of any money to any person, firm or corporation.

13) The Consultant must not, during the term of this Agreement perform a service for, or provide advice to any person, firm or corporation, which gives rise to a conflict of interest between the obligations of the Consultant under this Agreement and the obligation of the Consultant to such other person, firm or corporation.

Confidentiality and Ownership:

14) The Consultant must not disclose any information, data or secret of the Municipality to any person other than representatives of the Municipality duly designated for that purpose in writing by the Municipality and must not use for the Consultant’s own purposes or for any purpose other than those of the Municipality any information, data or secret the Consultant may acquire as a result of being engaged pursuant to this Agreement.

15) The Consultant agrees to treat all information to which access is given, as confidential. The use and disclosure of the confidential information shall not apply to information which:

a) was known to the Consultant before receipt of same from the Municipality; or

b) becomes publicly known as a result of disclosure by the Municipality; or

c) is disclosed pursuant to the requirements of a governmental authority or judicial order.

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16) All materials produced under this Agreement are and will remain the exclusive property of the Municipality even though the Consultant or another party has physical possession of them. The Consultant may retain copies, including reproducible copies, of maps, reports, manuals, data or information in connection with the Work. The Consultant must not use the maps, reports, manuals, plans, specifications, preliminary drafts, copies, data, information or other property and materials which are produced under this Agreement on other projects or for other clients except with written consent from the Municipality.

17) Notwithstanding the foregoing, the Consultant, the Consultant’s personnel and each Subconsultant retains its rights in its part of the intellectual property, which has been licensed to it and which existed in a commercially usable form prior to the commencement of the relevant Work, was owned, conceived, produced or developed prior to or independently of the relevant Work, or constitutes general know-how which was learned by the Consultant, Consultant’s personnel and Subconsultant in the course of performing the Work (the “Background Intellectual Property”). In respect of all such Background Intellectual Property that the Consultant, Consultant’s personnel, or a Subconsultant owns or claims to own, the Consultant hereby grants to Municipality, or in the case of a Subconsultant, the Consultant shall provide to the Municipality at the Consultant’s cost, a perpetual, irrevocable, royalty-free, non-exclusive, full paid up, freely assignable license, to:

a) use all such Background Intellectual Property in respect of the operation and maintenance, construction, commissioning, design, inspection, examination, repair, refurbishment, replacement, alteration, decommissioning, dismantling or demolition of the project(s) or plant(s) to which the Work relates, in whole or in part, to which the Background Intellectual Property applies;

b) use all such Background Intellectual Property in respect of any transaction relating to the financing, sale, lease or other transfer of rights to a successor in interest involving the project(s) or plant(s) to which the Work relates, in whole or in part, to which the Background Intellectual property applies;

c) disclose to any third party, under the terms of confidentially not less restrictive than those set forth in this Agreement, any Background Intellectual Property if said third party requires such Background Intellectual Property in relation to any of the activities referred to in subparagraphs a) and b) above;

d) use, reproduce, copy, transmit, modify and create derivative services from any Background Intellectual Property; and

e) sublicense any or all rights granted to the Municipality under this Article to an affiliate of Municipality or to any third party who provides goods or services to Municipality for the purposes set out in subparagraphs a) and b) above.

18) The Consultant agrees that the Work performed and materials furnished and used in the production of the said Work have been paid for and are free and clear from all lawful claims or liens under any law for labour, workmanship, material or otherwise.

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19) Upon completion of the Work or other termination of this Agreement and only upon full payment of all monies owed to the Consultant, the Consultant must turn over to the Municipality all maps, reports, plans, specifications, manuals, preliminary drafts, copies, data and information and all other property and materials produced under this Agreement. The only exception to the above is that the Consultant may keep one copy, for archiving purposes, of all information which is relevant to its conclusions and recommendations, under the same confidentiality conditions as described herein.

20) The parties to this Agreement recognize that a breach by the Consultant of any of the requirements contained in these “Confidentiality & Ownership” clauses would result in damages to the Municipality and that the Municipality may not adequately be compensated for such damages by monetary award. Accordingly, the Consultant agrees that, in the event of any such breach, in addition to all other remedies available to the Municipality at law or in equity, the Municipality shall be entitled as a matter of right to apply to a court of competent equitable jurisdiction for such relief by way of restraining order, injunction, decree or otherwise as may be appropriate to ensure compliance with these “Confidentiality & Ownership” clauses.

21) The Consultant acknowledges and agrees that the Municipality is a public body subject to the disclosure provisions of the Freedom of Information and Protection of Privacy Act (“FIPPA”), and while the Municipality will make every reasonable effort to prevent disclosure of proprietary information by means of the protection afforded to third party business interests pursuant to section 21 of FIPPA, the Municipality will not be held liable by the Consultant for compliance with an order of a competent legal authority under FIPPA.

22) It is understood and agreed that the agreements contained in these “Confidentiality & Ownership” clauses shall subsist for a period of five (5) years even if the rest of this Agreement shall be terminated for any reason whatsoever and that those paragraphs are severable for such purpose.

23) In providing the Work the Consultant may release to Municipality, the Consultant’s Confidential Information and or proprietary information. Consultant’s Confidential Information shall mean information of a commercial or technical nature not in the public domain, in whatever form, to which the Consultant has title and/or the right to disclose and that is marked with an appropriate restrictive legend or if orally disclosed is verbally identified as being Consultant’s Confidential Information at time of disclosure.

Municipality, shall subject to Article 21, protect and hold in strict confidence the Consultant’s Confidential Information using at least the same degree of care as it uses with its own confidential and proprietary information and in any event not less than reasonable care.

Municipality shall not use, or release the Consultant’s Confidential information to a third party, for other than the performance of its obligations under the Agreement without the prior written consent of the Consultant and if so released shall bind said party to respect the confidentiality of the Consultant’s Confidential Information under terms equivalent to those set forth in this Agreement.

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The respective confidentiality obligations of the parties shall survive the termination or expiry of this Agreement for a period of five (5) years.

Release and Indemnity:

24) Each party hereby releases and agrees to indemnify and save harmless the other party, its officers, employees, officials, and authorized representative(s) and each of them from and against any and all losses, claims, costs, damages, demands, payments, suits, expenses, reasonable legal fees, actions or liability (collectively referred to as “Claims”), that the indemnified party may sustain, incur, suffer or be put to at any time, either before or after the expiration or termination of this Agreement, that arise out of the negligent acts or omissions of the indemnifying party, including negligent acts or omissions of the indemnifying party or its sub-consultant(s), servant(s), agent(s) or employee(s) or any other person for whom the indemnifying party is in law responsible in the performance of its’ obligations under this Agreement or arising from the breach, violation of this Agreement by the indemnifying party or relating to personal injury including death, property damage and loss caused by the negligent acts or omissions of the indemnifying party and arising out of, suffered or experienced in connection with or during the provision of the Work under this Agreement.

25) Municipality hereby agrees to and shall:

a) not use the delivered work product arising from the Work for any other purpose than as expressly contemplated under the Agreement without the prior written consent of the Consultant, such consent not being unreasonably withheld. Municipality shall fully indemnify and hold harmless the Consultant from all claims, losses and damages arising from the use of said work product without the prior written consent of the Consultant;

b) fully indemnify and hold harmless the Consultant from all claims, losses and damages arising from the modification of the delivered work product arising from the Work or as a result of its incorporation in other work product so as to become, or alleged to become, infringing on the intellectual property rights of a third party;

c) provide information and data to the Consultant in standard industry format and in a timely manner, and in sufficient detail to allow the Consultant to undertake the Work. Notwithstanding that the Consultant will exercise due diligence to determine if there are any errors or omissions in such data, Municipality shall indemnify and hold harmless the Consultant for all claims, losses and damages which are the result of any errors or omissions in this information and data or any patent verifications or intellectual property infringements, or alleged infringements, pertaining to the supplied information and data; and

d) indemnify and save the Consultant harmless from all suits, actions, costs (including reasonable legal fees), losses or claims of any nature that are attributable to the use of delivered work product arising from the Work in electronic form that due to the act of parties other than the Consultant, does not match said work product delivered in hardcopy that has the stamp of a Professional Engineer affixed thereto or is otherwise

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identified as approved by the Consultant by the application of a signature of a duly appointed individual of the Consultant.

26) Except for the Consultant’s liability for personal injury or death or for the Consultant’s liability to the extent resulting from the Consultant’s gross negligence or willful misconduct, as shall have been determined by a court of competent jurisdiction or duly appointed arbitrational body, the total amount of all claims the Municipality may have against the Consultant under this Agreement or arising from the performance or non-performance of the Work under any theory of law, including but not limited to claims for negligence, negligent misrepresentation and/or breach of contract, shall be strictly limited to the lesser of proceeds actually recovered by the Consultant from the insurance specified in this Agreement up to a maximum aggregate of$1,000,000 or twice the fees payable to Consultant.

27) Notwithstanding any other term of this Agreement, in no event will either party be liable to the other, whether in contract, tort or otherwise for any special, indirect, incidental or consequential damage of any kind, loss of use, data, profit, income, business, anticipated saving, reputation or more generally, any losses of an economic or financial nature, whether these may be deemed as consequential or arising directly from the incident giving rise to them.

28) The release and indemnity provided in the preceding sections shall survive the termination of this Agreement.

Insurance

29) The Consultant shall provide and maintain until the completion of the Work a policy of insurance in a form acceptable to the Municipality, with an insurance company licensed to carry on business in British Columbia. Upon request from the Municipality, the Consultant will, at any time prior to completion of the Work, provide to the Municipality, a certificate of liability insurance.

30) The Consultant shall, at its own expense, obtain Work Safe BC coverage for itself, all workers and any shareholders, directors, partners or other individuals employed or engaged in the execution of the Work, and shall comply with all conditions of the Workers Compensation Act and regulations thereunder. Upon request, the Consultant shall provide the Municipality with proof of such compliance.

31) If applicable, written warrantees or guarantees for labour and/or materials will be supplied at the completion of the Work.

Termination:

32) The Municipality may terminate this Agreement upon material default of the Consultant if the Consultant has not cured the material default within ten (10) business days after notice of the material breach has been given to the Consultant by the Municipality. If this Agreement is terminated pursuant to this section, the Municipality is under no further obligation to pay fees to or any disbursements incurred by the Consultant, except in respect of the Work and disbursements provided to or incurred up to the date of notice of

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termination by the Municipality, less any amounts necessary to compensate the Municipality for damages or costs incurred by the Municipality or by any person employed by or on behalf of the Municipality arising from the Consultant's default.

33) The Municipality may terminate the Agreement or any part thereof upon thirty days written notice to the Consultant. Upon such termination, the Consultant shall be paid either that part of the total Fee which is commensurate with the amount of Work actually performed by it to the date of Notice of the termination, or for the actual number of hours its personnel have expended on project activities to the date of the termination charged at the Consultant’s applicable rate in the proposal, whichever is greater.

Notwithstanding the foregoing, and for greater certainty, the Consultant shall, in addition for the Work completed prior to the effective date of termination of the Agreement, also be compensated for those reasonable and verified costs that are directly attributable to a termination for convenience by Municipality including, but not limited to, costs incurred for premature cessation of leases and/or rental agreements, demobilization of project dedicated personnel that cannot be immediately allocated to other work. Said costs shall not include lost profit.

34) The Consultant may terminate this agreement upon ten (10) business days in writing in the event the Municipality has committed material breach of this Agreement, if not cured within that ten (10) day notice period. Non Payment of the Consultant’s invoices will be considered a material breach of this Agreement.

Miscellaneous:

35) This Agreement constitutes the entire Agreement between the Municipality and the Consultant and supersedes all previous expectations, understandings, communications, representations and agreements whether verbal or written between the Municipality and the Consultant with respect to the Work and may not be modified except by subsequent agreement in writing executed by the Municipality and the Consultant.

36) In the event of any delay in the provision of the Work required by events beyond the reasonable control of the Consultant, including without limitation strikes, lockouts, governmental action, war (whether declared or undeclared), hostilities, act of the public enemy, civil commotion, any imminent threat of the preceding, sabotage, fire, flood, lightening, earthquake, storm, explosion, washouts, derailments, nuclear and radiation activity or fall out, arrests and restraints of ruler and people, epidemic, quarantine restriction, blockades, disturbance in supply from normally reliable sources and Acts of God (collectively a “Force Majeure” event) the Consultant shall endeavour to give notice to Municipality within five (5) days of identifying the cause of the delay after which the parties shall enter into good faith negotiations to determine the impacts to the schedule for performance of the Work with the intent that the Consultant shall be granted an extension of time for the performance of the Work that corresponds to said schedule impact.

The parties shall, to that extent practicable and without incurring any significant unplanned additional cost, seek to mitigate the impacts of any Force Majeure event. In the event that

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the Consultant, with the prior agreement of Municipality incurs additional costs as a result of measures to mitigate the impact of such a Force Majeure event such measures shall be fully reimbursable under this Agreement.

37) The Consultant hereby represents and warrants to the Municipality, with the intent that the Municipality shall rely upon these representations and warranties, that as of the date of this Agreement and throughout the provision of the Work this Agreement constitutes a legal, valid, and binding obligation of the Consultant in accordance with its terms and:

a) that the Consultant is a corporation duly incorporated and existing under the laws of Canada and is extra provincially registered to undertake business in the Province of British Columbia;

b) that the Consultant has the power and authority to enter into this Agreement and to carry out the Work contemplated by this Agreement, all of which have been duly and validly authorized by all requisite proceedings; and

c) Members of the project team are registered professional engineers and geoscientists (PEng) in good standing with the Association of Professional Engineers and Geoscientists of B.C.

38) This Agreement is governed by and is to be construed in accordance with the laws of British Columbia and such laws of Canada that apply without recourse to conflict of laws provisions.

39) All disputes, controversies or claims arising in relation to the Contract, which cannot be settled amicably between the parties in a mutually agreed timeframe, shall be finally settled under a mutually agreed mechanism in compliance with the BC Arbitration Act, 1996. The arbitration shall take place in Vancouver or another location to be mutually agreed by the parties and shall be conducted in the English language.

40) Those rights and obligation of the parties that by their nature should survive the termination or expiry of this Agreement including without limitation Articles 6, 10, 14 through 23, 24, 25, 26, 27, 33, 38, and 39, shall remain in full force and effect following said termination or expiry.

In witness hereof the parties have executed this Agreement which includes the terms and conditions specified on page two of this document as evidence by the signatures of their duly authorized signatories. The Corporation of the Village of Cumberland Tetra Tech Canada Inc. Leslie Baird, Mayor Jake Alexander, Manager Strategic Accounts Sundance Topham, Corporate Officer

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Schedule A: Tetra Tech Proposal (Dated January 17, 2017)

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January 19, 2017

Owner’s Engineer Services for the Wastewater Treatment Plant

28 735 -1771900100-PRO-H0002-02

APPENDIX B – EPCM PROJECT EXPERIENCE & PROFILE

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1.0 TETRA TECH CORPORATE PROFILE

Tetra Tech is a leading provider of consulting, engineering, program management, construction management, and technical services worldwide. In a complex world with competing demands for limited resources, Tetra Tech offers clear solutions for water, environment, energy, infrastructure and natural resources. The company currently has more than 14,000 staff located in more than 350 offices worldwide.

Using the combined expertise of its various subsidiaries, Tetra Tech has consistently ranked in the top 10 of Engineering News Record’s Survey of the Leading 500 Design Firms.

Tetra Tech’s worldwide project experience spans 115 countries and 6 continents.

1.1 FINANCIAL STRENGTH Tetra Tech is listed on the NASDAQ stock exchange. It has annual revenues in the region of U.S. $2.3 billion, net revenue $1.7 Billion and operating income of $145 million for fiscal year 2015. Please find Tetra Tech’s Annual Report 2015 here http://www.tetratech.com/en/annual-reports

1.2 INSURANCE Tetra Tech maintains insurance coverage for commercial general liability, automobile insurance, and professional errors and omissions coverage. A certificate of Insurance for $5M coverage is included in Appendix C.

Figure 1: Tetra Tech Rankings

Figure 2: Tetra Tech’s Worldwide Project Experience

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1.3 OWNSERSHIP STRUCTURE Tetra Tech Inc. is an International publically traded corporation headquartered in Pasadena, California. Tetra Tech WEI as a wholly owned a subsidiary of Tetra Tech is a Canadian Corporation registered under the Canadian Business Corporations Act.

• Water, Environment & Infrastructure (WEI) provides consulting and engineering services worldwide for a broad range of water- and infrastructure-related needs in both developed and emerging economies. Services include water management, environmental restoration, government consulting, and a broad range of civil infrastructure requirements for facilities, transportation, mining and regional and local development.

• Resource Management & Energy (RME) provides consulting and engineering services worldwide for a broad range of resource management and energy needs including oil and gas, energy, remediation, utilities, waste management, and international development.

1.4 PROVEN INDUSTRIAL WATER TREATMENT EXPERTISE

Tetra Tech offers robust interdisciplinary technical capabilities to address the most challenging wastewater treatment concerns. Our planning services include permitting, wastewater surveys, water quality criteria negotiations, treatability studies, and process development. Science and operator expertise inform our design solutions.

Our team designs and constructs both conventional and innovative wastewater treatment technologies that align with our clients’ priorities and constraints, including a variety of primary, secondary, tertiary, and disinfection treatment methods. Tetra Tech’s integrated approach ensures a smooth start-up and optimal operations so industrial clients may focus on production goals.

Figure 3: Waste Water Treatment Plant

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2.0 EPCM SERVICES

Tetra Tech offers clients the full spectrum of EPCM services as shown in the following diagram.

Tetra Tech EPCM Services

A listing of Tetra Tech’s EPCM project experience is given further below. Appendix A provides more detailed project profiles of Tetra Tech’s EPCM experience, primarily in the mining sector, but also in other sectors as well.

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3.0 EPCM METHODOLOGY

Tetra Tech uses a proven methodology to successfully execute projects (briefly illustrated below).

The following pages provide more detailed descriptions of the methodology components shown here, or key information that relates to them.

Tetra Tech’s methodology plan provides comprehensive processes and procedures spanning the EPCM stages as shown below.

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SAFETY AND OPERATIONAL EXCELLENCE

Attention to safety and quality of service is one of Tetra Tech’s core values. Tetra Tech strives to systematically improve its service performance through alignment with client project specific programs. Tetra Tech’s health, safety, and environmental management processes establish clear accountabilities, foster engagement, and provide consistent programs which strive to eliminate health, environment, and safety incidents and injuries among our employees, client employees, and contractors. Please see further below the more detailed sections on safety and quality.

PROJECT EXECUTION

Tetra Tech firmly believes that the success of any project is dependent upon the capability and experience of the selected team members and their ability to form a cohesive team with our client. To this end, we practice effective communication and can draw on team members in offices worldwide to supply tailored local support for clients’ projects. Tetra Tech also understands the importance of practical, proven, long-term solutions and knows how to get the job done.

The following project execution objectives underline Tetra Tech’s work for clients:

• Providing our client with a competitive and well-managed project for engineering, detailed design, procurement, and construction management.

• Providing our client with a project execution plan that meets delivery and construction schedules. • Providing overall management, engineering deliverables, and construction packages that will mesh well

with our client’s requirements, standards, and procedures.

3.1 PROJECT MANAGEMENT Tetra Tech’s project management capabilities offer a tailored, well-disciplined and systematic approach to EPCM project execution, as illustrated below, by pulling together and coordinating all the various consultants, in-house disciplines and inputs to aid in project completion on time and within budget while conforming to the required quality standards.

Project Management Methodology

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In addition to the above, a Tetra Tech Senior Project Manager’s areas of responsibility on ECPM projects includes the following:

• Leading the project team to achieve project goals and meet client expectations. • Having the project team understand their roles, responsibilities, scope of work, schedules, budgets, and

safety goals. • Monitoring overall performance of “all” project activities at both the home and site offices.

Tetra Tech understands all the life cycle stages of a project. To go from Studies, to Engineering to Construction, specific services must be planned. Having an in house team, we can improve our deliverables by having knowledge of the issues of all steps of a project.

Project Definition &

Setup

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3.2 DETAILED DESIGN AND ENGINEERING To achieve a highly successful engineering design project, Tetra Tech manages every design with the goal of meeting or exceeding the client’s expectations, while always being cognizant of designs being “fit-for-purpose” and the environment in which they will be implemented.

Tetra Tech has found that the best way to understand the client’s expectations for any project is by reaching a shared vision of the project goals and objectives. This is achieved during early communications, kick-off meetings, and design workshops with our engineering discipline leads and client staff, including project management, engineering, safety, and site staff.

Tetra Tech provides effective and comprehensive engineering management and work flow coordination during the design phase of the project. Specific engineering management tasks typically include:

• Provide input on the detailed design aspects of the project to the overall project Work Plan. • Maintain the project schedule established in the Work Plan. • Plan and monitor the design phase budgets. • Maintain proper document control. • Conduct weekly project meetings with the design staff to assign and supervise project staff. • Provide input to the monthly progress reports outlining the progress of the design and engineering tasks

against the schedule and budget; identify potential road blocks before they become problems; and set a tentative agenda for design workshops.

• Prepare and submit written responses to all review comments received during design workshops and noted in the meeting minutes.

Tetra Tech has in-house design standards but is adept at using client design standards when and where applicable and/or required.

3.3 PROCUREMENT

Tetra Tech knows that timely procurement and delivery of equipment and materials can impact any project. Our global procurement resources enable us to bring the strength of an international materials management and contracts organization to projects of any size or complexity.

Tetra Tech’s Procurement and Contracting Execution Strategy establishes general guidelines for Tetra Tech’s activities and responsibilities relating to the purchase of equipment, materials, and services required for project execution.

Tetra Tech’s Materials Management and Contracts Group provides all procurement and contract services, including purchasing, subcontracting, expediting, coordination of source inspection, logistics, and traffic functions associated with the procurement of equipment/material. We have particular expertise on projects in remote and climatically-challenged locations.

Tetra Tech carries out these functions as the client’s representative and identifies the client as the end user and beneficiary of all supplier warranties and guarantees.

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3.3.1 Procurement Policy Tetra Tech undertakes procurement activities with and as directed by the client, or as otherwise mutually agreed upon. In addition to the client’s guidelines, procurement is conducted in accordance with the following basic policy and established procurement principles.

Tetra Tech personnel:

• Maintain a high level of confidentiality in the execution of all procurement functions.

• Acquire goods and services on a fair and competitive basis, at the lowest total cost considering quality, service, safety, and delivery.

• Support and encourage the development of local industries and businesses, by giving preference to local suppliers that meet established competitive, competence, and scheduling criteria.

• Carry out all procurement activities in an ethical, transparent manner that complies with both the letter and intent of pertinent laws and regulations of applicable governing authorities.

• Provide equal opportunity for qualified suppliers to tender on project requirements. • Provide (when requested) unsuccessful bidders the reasons their bids were not successful, without making

reference to competing or winning proposals. • Recognize all terms of purchase and trade and recommend payments in accordance therewith. • Encourage materials standardization. • Employ competitive bidding to achieve the best value and delivery combination for the benefit of the project,

except where only a single source is available. All purchases are based on competitive bids from a minimum of three and, generally, a maximum of five approved bidders.

• Determine if, as a cost savings, supplemental orders for similar equipment could be placed with a selected supplier without additional formal competition.

• Advise other project team(s) on commercial matters as and when required. The Materials Management and Contracts Group is the contact with bidders and suppliers where conditions of purchase, terms of payment, delivery promises, sales taxes, customs duties, and other commercial matters are concerned.

• Limit all contact with bidders and suppliers by other members of the project team to discussions of a technical nature to capture any technical changes and/or price adjustments.

3.4 CONSTRUCTION MANAGEMENT

For the construction management project phase, Tetra Tech’s Construction Management Team (CMT) establishes and executes a Construction Management Plan (CMP). The CMP is an integral part of the overall Project Management Plan. The CMP defines the construction management scope of work, methods, interfaces, and corresponding authorities and responsibilities required to execute, control, and manage the work.

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Our methodology breaks down the construction management process into the following phases:

3.4.1 Engineering Support Tetra Tech uses a staff of experienced field engineers to have construction conform to the design specifications and drawings. The field engineers are selected based on their experience in their fields of expertise. The field engineers work closely with the engineering design disciplines to identify construction related design problems, suggest solutions to these problems, and facilitate resolution by the design engineer of record where required, as well as document deviations from the design in the project’s as-built documentation.

3.4.2 Construction Quality Assurance Our field engineers and scientists are familiar with the myriad of complex issues and concerns related to construction management and construction quality assurance for large civil, industrial, and mine development and reclamation projects. Tetra Tech offers engineering and testing services to our clients to verify and document the quality of the construction materials used in their projects, to monitor workmanship, and to conform to project designs and specifications.

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3.4.2.1 Construction Quality Control Services Tetra Tech construction quality control services include the following: field observation and testing of fill placement, drilled pier installation, and pile driving, Our expertise in construction engineering includes almost all forms of liners and caps including compacted clay, amended soil, HDPE, LLDPE, VLDPE, Hypalon, PVC, geosynthetic clay liners (GCL), geotextiles, and geogrids. All quality assurance testing is performed by qualified field technicians certified by ACI, NICET, ICC, AWS, and other appropriate agencies working under the supervision of a registered professional engineer. Tetra Tech provides specialized testing services and can mobilize complete field laboratories to project sites for rapid turnaround and avoidance of construction delays.

3.4.2.2 Construction Materials Engineering and Testing Services Tetra Tech offers engineering and testing services to our clients to confirm the quality of construction materials used in their projects. Tetra Tech’s engineering technicians are trained to provide documentation of construction materials and to monitor workmanship and material conformance to project specifications. Our involvement helps prevent deviations that can affect the quality or compromise the design of the project. Tetra Tech’s construction materials engineering and testing services include:

• Construction materials oversight and testing • Complete field laboratory mobilization to project sites • Asphalt observation and testing • Concrete observation and testing • Batch plant observation • Site grading & foundation earthwork observation • Pre-qualification and construction testing of aggregates, brick, concrete masonry units, mortar/grout, soils • Concrete reinforcement placement and testing • Structural steel observation and testing • Roofing material observation and testing • Fireproofing material observation and testing • Post-tensioning observation and testing

3.5 PROJECT MANAGEMENT AND CONTROLS

3.5.1 Project Services Overview Tetra Tech’s proprietary project management system for EPCM is TTIMS – the Tetra Tech Integrated Project Management System. It is used to monitor and control all work through the different phases of the project, covering project initiation, planning, execution, control/validation and closeout.

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The system provides a common project management interface to all project functions and processes and is used to plan and control all Engineering, procurement and construction management activities.

The system shares information between:

• The Engineering Management module (Engineering design and specification) • Cost Management Modules (budget and cost control management) • Procurement Management Module (purchasing, expediting, logistics and contracts administration) • Document Management System (tracking all project documentation) • Construction Management module (planning , monitoring and reporting of construction progress)

TTIMS – Tetra Tech Integrated Management System

3.5.2 Project management software TTIMS incorporates our proven project controls processes, including Primavera P6 for scheduling; PRISM for WBS and task coding and our Oracle-based internal Tetra Linx system for integrated tracking of costs and hours to ensure project goals are met and to complete the project within budget and schedule.

The back-end of our control systems is our proprietary Tetra Linx system which runs internationally on the Oracle platform. All details and specification, from project pricing, through coordination, scheduling, and scope changes, to reporting and close-out, is managed through Tetra Linx.

Because Tetra Tech is a listed company, and so are many of our clients, we have incorporated procedures to provide for Sarbanes-Oxley compliance in our policies, some of which directly affect how our projects are managed on Tetra Linx. The terminology used for project management is common for all of Tetra Tech and consistent also with that used by the PMI (Project Management Institute®) – of which all our Project Managers are members –

SOFTWARE AND METHODOLOGIES USED FOR PROJECT MANAGEMENT:

• TTIMS • Tetra Linx • Oracle • PMI • MS Access • Primavera 6 • PRISM • SNL Metals and Mining • SisCdi • SMARTPLANT

MATERIALS • Critical Path • PDMS

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and Tetra Linx. Apart from Tetra Linx, we have tools for specific purposes:

• MS Excel/MS Access- based estimating system • Primavera P6 for scheduling • PRISM – cost control forecasting and reporting • SisCdi - Engineering Document Management • SMARTPLANT MATERIALS -Materials management • SNL Metals and Mining – financial performance parameters • Project Document Management System (PDMS)

Tetra Tech’s project controls systems help maintain the required progress across the phases.

3.5.3 Project Controls Systems Tetra Tech has sophisticated tools for planning, cost control, and reporting. Tetra Tech uses the following:

• MS Excel- or MS Access-based estimating system. • Primavera P6 for scheduling. • TetraLinx – an internet-based Tetra Tech cost collection database. • PRISM – a database for cost control forecasting and reporting.

The following diagram shows cost and time data flow within the integrated project control system:

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Cost and Time Data Flow within Integrated Project Control System

All these systems operate with the same coding structure so that data can be imported/exported between them easily using Excel templates.

3.5.4 Coding Structures Tetra Tech establishes a project-wide structure for coding of the project scope, cost, schedule and documents in order to achieve effective project control and reporting.

At the onset of the project, Tetra Tech establishes a WBS which is the basis of all coding. Clients’ requirements are the starting point in this process. The WBS forms the basis for development of cost and schedule coding. Cost coding allows for organization, sorting and filtering of the estimate, budget, commitments, actual costs, and forecasts per the following:

• Project phase (Engineering & Procurement, Construction, and Commissioning). • Any element of WBS. • Project Delivery Methodology • Engineering or construction discipline. • Commodity type. • Work package. • Any useful custom grouping defined during project execution.

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3.5.5 Capital Cost Estimating Tetra Tech has a dedicated Estimating Department utilizing an integrated capital cost methodology and experienced resources to develop complex capital cost estimates. Typically the AACE methodology is followed for preparing of estimates.

Capital cost estimating methodology is based on proven Tetra Tech practices modified to suit the Client’s specific project requirements.

Typical Tetra Tech estimating methodology consists of the following:

• Preparation and obtaining the Client’s approval for the Estimate Plan. • Estimate buildup from quotations, design quantities and unit rates and indirects buildup. • Preparation of Estimate Basis document. • Estimate review.

The Estimate Plan document is prepared prior to commencement of estimating. This document summarizes the responsibilities, the approach to be taken, structure, and source of data employed in preparation of the estimate. Typically the following subjects are covered in the Estimate Plan:

• Purpose and Class of the estimate. • Project scope description. • Schedule and validity period. • Responsibility matrix. • Estimating approach (pricing, duties & taxes, currencies, work calendar, units of measure). • Estimate structure and coding. • Labor rates and scope of direct cost. • Plan for indirect cost estimates. • Requirements of Client costs. • Strategy for escalation and contingencies. • Key risks. • Exclusions.

The Estimate Plan document requires the Client’s approval.

The Estimate is built using Tetra Tech's Excel format. When filled up with data, this format is exported to MS Access from which a variety of reports showing details, rollups, and sorts are produced.

3.5.6 Scheduling

3.5.6.1 Planning & Scheduling As a part of the detailed engineering, Tetra Tech establishes the baseline plan for the project. This baseline is used to monitor the approved scope of work, budget, schedule, and project execution plan. Only approved Change Notices can revise these control baselines.

3.5.6.2 Schedule Development Tetra Tech creates a project master schedule which, once approved by the client, becomes the project schedule baseline against which progress and forecast completion dates are reported. The project master schedule is updated at regular intervals.

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3.5.6.3 Schedule Hierarchy Tetra Tech typically uses a four-level schedule on projects:

Level 1 – Project Summary Level.

Level 2 – Management level.

Level 3 – Control/Reporting Level.

Level 4 – Detail Activity Level.

These levels represent different views of the same Primavera database. The higher level is achieved by roll up of information from the lower level. The following chart explains the content of each level.

3.5.7 Document Management Tetra Tech has well-established and proven Document Management methodologies and tools, along with experienced personnel to effectively manage all relevant documents on large and complex Engineering projects from Basic Engineering through to EPCM projects involving multiple stakeholders.

We also understand that Document Management is a critical part of every project. Solid document management practices contribute to improved risk management, quality performance and maximized productivity.

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The document management system enables a systematic tracking of project deliverables throughout the project lifecycle.

Document Management ensures the timely issuing, receiving, distribution, tracking, and filing of Tetra Tech documents, as well as those provided by the client and other project consultants, vendors, and contractors, as may be required upon their receipt.

3.6 QUALITY

Driving Tetra Tech’s project execution methodology is Tetra Tech’s commitment to quality and safety, outlined here and in the next section, respectively. Tetra Tech recognizes the necessity for a comprehensive quality program as an integral component of consulting, engineering, remediation, and construction services. Tetra Tech therefore has a Quality Management System (QMS) with the following key features.

3.6.1 Quality Objectives The objectives of Tetra Tech’s QMS focus on enabling Tetra Tech personnel to “Do the right thing right the first time” within a structured, proven project execution process that targets the following:

• Project Execution: The project is executed safely, efficiently and cost effectively in accordance with the client’s business and project objectives, and the Tetra Tech QMS.

• Best Practices: The project execution incorporates applicable “best practices” recognized in the engineering-construction industry as leading to superior project results.

• Systematic Improvement: Tetra Tech incorporates improvement opportunities recognized on past projects into executing current projects, and Tetra Tech captures lessons learned on current projects and incorporates them on future projects.

• Responsibility for Quality: All Tetra Tech personnel are responsible for the quality of their work, and for executing their work in accordance with the project-specific requirements defined in the Project Quality Plan established for each project.

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3.6.2 Quality Policies and Practices Tetra Tech has a Quality Management System Manual that communicates our policy, procedures, and requirements for the planning, implementation, and administration of activities that impact quality within the company - it describes the way work is performed. Tetra Tech’s Quality System conforms to the requirements of ISO 9001: 2008 and is accessible by all employees through a password-protected intranet site.

3.6.3 Quality: Development and Monitoring Tetra Tech has a Quality Manager responsible for overseeing the Quality Management System (QMS). The Quality charter is to oversee the development of quality program policy, review program adequacy, and direct management assessments of quality programs.

Because of the diversity of services offered by Tetra Tech, the responsibility for implementing the QMS at the program and project level lies with the business group presidents and operating unit managers. These individuals oversee the quality programs with support from the Quality Manager at the operating unit level. Additional support at the office, department, and program level is provided as required. All staff members have the responsibility and the authority to report any breaches of the QMS policies and practices to the Quality Manager. Shown below is the quality organizational structure.

Tetra Tech Quality Practices Organization Chart

Above and beyond this as already noted, every Tetra Tech employee is responsible for the quality of his/her work.

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3.7 SAFETY Our commitment to safety excellence is driven by Dan Batrack, Tetra Tech’s Chief Executive Officer. The level of safety meets or exceeds the applicable health and safety legislation and associated regulations for the locations and industries where we conduct business. Tetra Tech meets internal standards and procedures, and our client’s on-site requirements. Tetra Tech is dedicated to the constant improvement of safety performance companywide, as evidenced by the emphasis placed on safety from the corporate office to local staff. Tetra Tech’s philosophy is to strive constantly to improve the health and safety environment for its staff, contractors, and other entities associated with or supporting the firm’s services.

Tetra Tech is a registered member in good standing with a number of 3rd party compliance sites including ISNetworld and Avetta. These sites provide our clients direct access to information on the company’s safety programs and safety performance rating.

Tetra Tech’s efforts in Health and Safety have proven successful as shown by our incident metrics:

Health and Safety Award

The National Safety Council named Tetra Tech CEO Dan Batrack as a recipient of their 2012 CEOs Who ‘Get It’ award, a recognition of business leaders who demonstrate world-class safety. According to NSC, “These leaders understand the value of safety and work with employees at all levels to ensure safety remains everyone’s focus and responsibility.” Mr. Batrack shares the honor with eight others including the CEOs of Georgia-Pacific and the Dow Chemical Company and the director of the Air National Guard.

Zero Lost Time Incidents!

As an example of Tetra Tech’s commitment to safety, and our 100% compliance with client site regulations and safety systems, we recently celebrated a milestone with Cameco Corporation. This is a combined

achievement of the Engineering and Construction Management teams.

One Million Hours (plus) on the Cameco Alliance

One Million Hours on the Key Lake Revitalization Program

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4.0 TETRA TECH EPCM EXPERIENCE

Tetra Tech has considerable EPCM project experience in the business sectors of mining, energy, water, environmental, industrial, and transportation and infrastructure. Tetra Tech has the ability to reach into a significant pool of resources to provide the right expertise and support for a variety of projects to succeed.

Tetra Tech’s experience here includes the following:

• 25 years of in-plant engineering services and sustaining capital projects— more than 8,000 projects o 25% of projects with construction management (EPCM)

Brownfield EPCM projects in the range of $10M to $250M o 20% of projects executed in a “distance engineering” mode

• Overall project financial numbers: o 200 projects above $1 M TIC o 15 projects above $50 M TIC o 5 projects in the $250 M TIC range

• Impressive track record of preferred contractor relationships, many over 15 years old

The following pages provide a sampling of Tetra Tech’s EPCM project experience. Also, please see Appendix A for more detailed project profiles of the following example projects:

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4.1 WATER/WASTE MANAGEMENT

Client Project, Location Scope

District of Sechelt Wastewater Treatment, Sechelt British Colombia

Design/Build, Procurement, Construction Management & Commissioning

Resort Municipality of Whistler Wastewater Treatment, Whistler, British Colombia

City of Edmonton High Solids Anaerobic Digester Facility, Edmonton, Alberta

Detailed Engineering

Metro Vancouver WWTP Heat Assessment Modelling, Annacis Island, Richmond, British Columbia

Conceptual Design, Multiple Discipline Design, Constructability Review, Stakeholder Engagement

Confidential WWTP Composite Tailings (CT Mixing) Facility, Canada

Design Engineering, Procurement & Commissioning Support

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4.2 MINING

Client Project Scope

Yukon Zinc Wolverine Mine, Yukon Territory

Front-end Engineering & Design, Feasibility Study, Detailed Engineering & Procurement.

Alexco Bellekeno Mine, Yukon Territory

Detailed Engineering, Procurement, Construction & Commissioning Support

Cameco Multiple Projects & Sites, Province of Saskatchewan

Detailed Engineering, Procurement Support, Construction Management & Secondment

Mosaic Synthetic Rutile Recovery Plant

Detailed Engineering, Procurement (part), and Construction Support

Freeport-McMoRan Flotation and Thickeners, Phoenix, Arizona, USA

Detailed/Design Engineering and Procurement

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4.3 POWER

Client Project, Location Scope

Hydro One Master Services Agreement, Province of Ontario

Engineering Consulting Services & Design Work

Siemens Canada Horsey 230kV Substation Design, Victoria, British Columbia

Electrical, Mechanical & Building Services Geotechnical/Civil Engineering Detailed Design & Construction Technical Support

Yukon Energy Corporation

Carmacks Stewart Transmission Lines & Substations, Yukon Territories

EPCM

SaskPower Master Engineering Services Agreement, Saskatchewan & Ontario

Electrical & Controls Engineering, Construction Supervision & Commissioning

Manitoba Hydro Multidiscipline Consulting Services, Province of Manitoba

Detailed Engineering, Environmental Assessments & Project Management

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4.4 OIL AND GAS

Client Project, Location, Date(s) Scope

TransCanada Energy Ltd. Owners Engineer, Ontario Design & Technical Support

Shell Canada Products Water Treatment Unit For Boilers - Unit Upgrade (BFW), Montreal-East, Quebec, Canada

EPCM

Valero - Ultramar Jean-Gaulin Refinery, Tanks Pump Out and Feeding Network for Pipeline Saint-Laurent, Québec, Quebec, Canada

Detailed Engineering, Procurement, Technical Support during Construction

Ultramar (Jean-Gaulin Refinery, Lévis)

Emulsion and Scum Centrifugation Water Treatment, Québec, Canada

Detailed Engineering, Procurement, Technical Support during Construction

Ultramar Expansion 2007 Project, St-Romuald, Quebec, Canada

Detailed Engineering, Procurement

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4.5 TRANSPORTATION & INFRASTRUCUTRE

Client Project, Location Scope

Winnipeg Airports Authority James Armstrong Richardson International Airport, Owners Advocate & Project Managers Winnipeg, Manitoba

Design Reviews, Engineering Support, Project and Construction Management

Winnipeg Convention Centre Expansion Design Build - Owner Advocate Services, Winnipeg, Manitoba

Design review & construction services

Alberta Transportation Highway 63:08/:10 Twinning, south of Fort McMurray, Alberta, Canada

Project Management, Preliminary Engineering, Detailed Design & Tender, Construction Management for roads and bridges

Alberta Transportation Highway 63:02/04 Twinning, Wandering River, Alberta, Canada

Project Management, Preliminary Engineering, Detailed Design & Tender, Construction Management for roads and bridges

Alberta Transportation Highway 16:12/:14/:16 Rehabilitation, west of Edmonton, Alberta, Canada

Project Management, Preliminary Engineering, Detailed Design & Tender, Construction Management

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29 735 -1771900100-PRO-H0002-02

APPENDIX C – ACRONYMS/ABBREVIATIONS

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Acronyms/Abbreviations Definition

AACE Association for the Advancement of Cost Engineering

ACI American Concrete Institute

AWS American Welding Society

CMP Construction Management Plan

CMT Construction Management Team

CVC Corporation of the Village of Cumberland

EPCM Engineering Procurement Construction Management

EVA Earned Value Analysis

EW Early Engineering Works

GCL Geosynthetic Clay Liner

HDPE High-Density Polyethylene

HVAC Heating, Ventilation and Air Conditioning

I/O Input/Output

ICC International Code Council

LLDPE Linear Low-Density Polyethylene

MBBR Moving Bed Biofilm Reactor

NICET National Institute for Certification in Engineering Technologies

OWS Owners Engineers Support

P&ID Piping & Instrumentation Diagram

PAA Peracetic Acid

PCS Plant Control System

PDMS Project Document Management System

PMI Project Management Institute

PVC Polyvinyl Chloride

PWP Procurement Work Packages

QA/QC Quality Assurance/Quality Control

QMS Quality Management System

RFI Request For Information

RFP Request For Proposal

RME Resource Management & Energy

SOW Scope of Work

TLP Transportation and Logistics Plan

TTIMS Tetra Tech Integrated Project Management System

UV Ultra Violet

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Acronyms/Abbreviations Definition

VLDPE Very Low Density Polyethylene

WBS Work Breakdown Structure

WEI Water, Environment & Infrastructure

WWTP Waste Water Treatment Plant

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COUNCIL POLICY

Page 1 of 6

Title: Purchasing Management Services Authority: Adopted Date: November 28, 2016 Amended Date:

No. 3.3 Section: Administrative Policies, Equipment and Supplies Motion No: 16-594

PURPOSE: 1.0 PURPOSE AND SCOPE OF THE PURCHASING MANAGEMENT SERVICES POLICY:

1.1. The purpose of the Purchase of Goods & Services Policy is to establish the responsibilities and accountability associated with the efficient, economical, socially and environmentally responsible acquisition of goods and services.

The Policy applies to all purchases, leases and rentals using operating, capital and restricted funds of the Village as follows:

To encourage competition in the market

To obtain the best value for goods, services, equipment or construction-related projects

To ensure fairness, integrity, accountability and transparency throughout the procurement process

To leverage limited public resources to achieve strategic community outcomes

2.0 GUIDING PRINCIPLE:

2.1. The Purchase of Goods & Services Policy is guided by the principle of probity, meaning all activities are undertaken in a fair, ethical and prudent manner. The Village of Cumberland will align its purchasing decisions with the attached Village of Cumberland Social Procurement Framework and support the principles of social procurement as follows:

Wherever possible opportunities to achieve positive social outcomes and community benefits will be embedded into procurement processes

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Procurement practices will align to support strategic economic, social and environmental goals of the Village

Wherever possible procurement decisions will be made to achieve broad societal goals, increasing equality and diversity, while contributing to the improved well-being of the community

Procurement will consider the total cost of ownership in all procurement activities

3.0 POLICY STATEMENT:

3.1. The Village seeks an alignment of its Procurement Policy and Principles with its commitment to social, environmental and economic sustainability as defined in its Social Procurement Framework. The expectation is that all organizations doing business with the Village will meet or exceed environmental standards, laws and regulations and ensure safe and healthy places of work where human and civil rights are respected.

4.0 ROLES AND RESPONSIBILITIES:

4.1. Purchasing and supply management activities at the Village of Cumberland are decentralized to department managers and key staff, who are delegated the responsibility and authority for acquiring goods, equipment, services and construction for all operational and capital requirements as per appendix A – Spending, commitment and signing authority matrix and in compliance with this policy.

4.2. The Financial Officer holds the statutory responsibility and accountability for the acquisition of goods as well as protection and disposal of assets. This officer of the Village is responsible for the day-to-day administration of the Purchase of Goods & Services Policy and to employ such practices, processes, procedures or methods as are determined appropriate to the efficient and effective operation of purchasing management services.

4.3. Commitment, Spending and Signing Authority

4.3.1. All acquisitions must comply with appendix A – Spending, commitment and signing authority matrix unless the provisions of 5.9 fully apply.

4.3.2. Persons with commitment, spending and signing authority as outlined in appendix A have the following responsibilities:

Ensure that funds have been provided in the approved budget for the proposed expenditures and that the purchase will not result in a budgetary overage

Ensure that the Village is able meet its obligations within the terms of the contract and that it is likely the other party can meet their obligation

Ensure that any contract complies with WorkSafe BC legislation, labour legislation, employee collective agreements, tax legislation, all trade agreements and other legislative and regulatory requirements

Ensure that the appropriate level of approval has been obtained for the contract

Be aware of and follow up on any financial and other benefits that are expected to flow to the Village as a result of the contract

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4.4. Legal Advice:

(i) If the contractual obligation is considered straightforward and the language contains no bias, then legal advice is unnecessary.

(ii) If the contractual obligation is greater than $50,000, it should be referred to the Financial Officer or Chief Administrative Officer for an opinion as to whether external legal advice should be sought.

4.5. Corporate Seal:

The following officer is authorized to affix the corporate name and seal of the Village on all deeds, transfers, mortgages, instruments or documents required to be in writing and to which the Village is a party: Chief Administrative Officer (or delegate).

5.0 POLICY PROVISIONS:

5.1. All Village staff and elected officials shall comply with the letter and spirit of this policy which governs the purchasing of goods and services. Staff responsible for the acquisition of goods or services must ensure that processes used to purchase goods or services are conducted in a manner that best serves the interests of the Village and are consistent with this policy.

5.2. Village staff with direct or indirect interest in a vendor or potential vendor must disclose such interest in writing in order to ensure there are no adverse consequences from such conflict. Soliciting or accepting money, loans, credits, or prejudicial discounts, or the acceptance of gifts, entertainment, favours, or services is prohibited where it might influence, or appear to influence, purchasing decisions.

5.3. Partnerships in the form of contractual arrangements between the Village and external organizations that set out an agreed-upon exchange of cash, goods and /or services that have a direct measurable value; and where public funds are used to acquire the respective items, shall be approved by Village Council.

5.4. In respect to public process purchasing, the Village may, in its absolute discretion, reject a tender, proposal or bid submitted by a tenderer, if the tenderer, or any officer or director of the tenderer is or has been engaged either directly or indirectly through another corporation in a legal action against the Village, its elected or appointed officers and employees in relation to:

any other contract for works or services, or

any matter arising from the Villages exercise of its powers, duties, or functions under the Local Government Act or another enactment

within five years of the date of the public process.

In determining whether to reject a tender, proposal, or bid under this article, the Village will consider whether the litigation is likely to affect the Tenderer's ability to work with the Village, its consultants and representatives and whether the Villages' experience with the Tenderer indicates that the Village is likely to incur increased staff and legal costs in the administration of the contract if it is awarded to the Tenderer.

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5.5. All Village staff will make purchases in compliance with legislation and statutory regulations including WCB safety standards, customs duties, excise taxes, Goods & Services Tax and provincial sales tax.

5.6. Rental / Leases: Commitments to other parties may not be made, nor items acquired through an agreement, which extend beyond:

Funding availability, i.e 5-year financial plan; and is within the Statutory limitation period not requiring the consent of the public;

Statutory compliance for agreements requiring the consent of the public.

Month-to-month rentals are permitted subject to funding.

5.7. The purchase of goods and/or services shall be initiated by properly completed and approved purchase orders or contracts as outlined in appendix A.

5.8. Commitments or indications of preference to a supplier are not to be made by staff without written request and approval from the Chief Administrative Officer (or delegate) and the provisions of 5.9 must fully apply.

5.9. Exceptions - Circumstances for Sole Supplier Procurement:

(i) To ensure compatibility with existing products, to recognize exclusive rights, such as exclusive licenses, copyright and patent rights, or to maintain specialized products that must be maintained by the manufacturer or its representative;

(ii) Where there is an absence of competition for technical reasons and the goods or services can be supplied only by a particular supplier and no alternative or substitute exists;

(iii) For the procurement of goods or services the supply of which is controlled by a supplier that is a statutory monopoly;

(iv) For work to be performed on property by a contractor according to provisions of a warranty or guarantee held in respect of the property or the original work;

(v) For a contract to be awarded to the winner of a design contest;

(vi) For the procurement of a prototype of a first good or service to be developed in the course of and of a particular contract for research, experiment, study or original development, but not for any subsequent purchases;

(vii) For the purchase of goods under exceptionally advantageous circumstances;

(viii) For the procurement of subscriptions to newspapers, magazines or other periodicals;

(ix) For the procurement of real property; and

(x) Where previous work of a supplier or contractor has resulted in that supplier or contractor having a unique understanding and knowledge of local systems and circumstances; and where the awarding of a contract to another supplier or contractor would cause the Village to incur additional expense because of their lack of this understanding and knowledge; the locally experienced and knowledgeable supplier or contractor may be used as the sole supplier of related goods and services upon the approval of Council.

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Page 5 of 6

6.0 SUSTAINABLE PROCUREMENT PRACTICES:

The Village considers the environmental, social and economic value of the goods and services being purchased with the intent to shift spending away from goods and services that negatively impact the environment and society towards products and services that are more environmentally sound and socially beneficial.

Recognizing its role as a major purchaser of goods and services, the Village will seek opportunities to encourage and influence markets for environmentally and socially preferable products through employee education; supporting pilot testing of potential new products; and adopting innovative product standards, specifications, and contracts where possible. It is the Village’s practice to include sustainability guidelines as value added evaluation criteria in RFPs where practical. The evaluation criteria used will be tailored to the specific competition; however, more points may be awarded for higher impact activities.

The Village does not support the purchase of genetically modified (GMO) apples and salmon; and for all other products, the Village prefers to purchase non-genetically modified products where reasonable.

7.0 EMERGENCY ACQUISITIONS:

In an unforeseen circumstance that requires immediate action, such that inaction would result in harm to a person or harm or damage to real or personal property of any type, then an acquisition by way of direct award or through a public process as deemed necessary to rectify the situation by a person authorized in appendix A - spending, commitment and signing authority matrix, shall be made in accordance with the authority in appendix A.

Emergency purchases that cannot be accommodated within the Financial Plan will be reported to Council at a regular meeting following the event to confirm the action taken.

8.0 EMPLOYEE CREDIT CARD PURCHASES:

Village employees who have been issued an authorized employee credit card are authorized to purchase goods and services in accordance with appendix A - spending, commitment and signing authority matrix, provided all purchases are made in strict accordance with the Village’s policy on the use of such credit cards. See the Corporate Purchasing Cards Policy.

9.0 ASSET DISPOSAL:

The following outlines the responsibilities and accountabilities associated with the sale, gifting or discarding of capital assets purchased by or gifted to the Village of Cumberland:

9.1. Asset Policy Statement: It is the policy of the Village of Cumberland to dispose of surplus items through a competitive process whenever practical that results in the Village receiving a fair market value in cash, goods or services for the disposal of items.

9.2. Roles and Responsibilities:

a) The Financial Officer holds the statutory responsibility and accountability for the disposal of assets.

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b) The Financial Officer or designate is responsible for the administration (i.e. recording the sale, asset write-down; coordination of annual sale or assisting departments with appropriate disposal method of surplus assets disposal. The administration relates to the disposal of all surplus materials and assets through reallocation, public offer for sale, auction, trade, donation or landfill.

c) A department may choose to dispose of an asset any time during the year, the Financial Officer or designate is to receive written notification from the appropriate department every time an asset is disposed of.

9.3. Asset Disposal Process:

a) A department may choose to declare capital or operational assets as surplus at any time during the calendar year.

b) Once an item or items have been determined to be surplus the department must provide to the Financial Officer or designate a list of the items that have been declared surplus, which includes an estimate of the value of each item.

c) The following process must be followed for surplus assets:

i. If it can be determined that costs to sell the surplus asset is greater than the expected sale price, with the authorization of the Chief Administration Officer, the items may be donated to charitable organizations.

ii. If it can be determined to provide the Village with advantageous procurement prices, assets can be traded-in during the purchase of the replacement asset

iii. Offer the items on the list to other Village departments for a 15 day period.

iv. Offer the items to other local governments in the Region where applicable.

v. Offer the items to the public for a 15 day period through any of the following:

Offer the items for sale through some form of advertisement

Public tender/auction process

Any other form of offer for sale deemed applicable

If no bids or offers are made for the surplus items the department may dispose of the items as it sees fit.

vi. A written report detailing the disposal process(es) that each department undertakes during a calendar year shall be submitted to the Financial Officer or designate by 31 January of the following year.

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COUNCIL POLICY

Appendix A

Page 1 of 3

Schedule of Signing Authority

All amounts in column 2 are exclusive of taxes

A summary will be provided to Council for amounts between $50,000 and $200,000 quarterly

Column 1

Position

Column 2

Commitment/spending authority

Petty Cash All petty cash or expense reimbursements must be authorized by manager/supervisor

Credit Card Holders Cardholders and cardholder limits up to $1,000 authorized by the Chief Administrative Officer. Cardholders must sign user agreement and abide by internal policy.

Other Staff delegated authority by Manager Purchases less than $501

Public Works Chargehand, Mechanic and Parks & Outdoor Recreation Coordinator

Purchases less than $1,001

Public Works Foreman Purchases less than $2,001

Corporate/Deputy Corporate Officer Purchases less than $5,001

Managers

Manager of Operations

Manager of Recreation

Manager of Protective Services

Deputy Financial Officer

Purchases less than $25,001

Financial Officer Purchases less than $75,001

Chief Administrative Officer Purchases less than $200,001

Council Purchases over $200,000

- 134 -

Appendix A

Purchasing Management Services Policy Number 3.3

COMMITMENT/ SPENDING $ LEVEL COMMITMENT TYPE MIN. NUMBER OF QUOTESMETHOD OF PURCHASE -

QUOTE TYPESPECIAL CONDITIONS

<$100 Petty cash Single Verbal, in personDetailed receipts/invoices req'd with payment

claim - Manager/supervisor signature required

< $1,001 per item or aggregate

Purchasing card; cheque requisition;

corporate supply arrangements; verbal

agreement

Single fax; e-mail; or writtenDetailed receipts/invoices req'd with payment

claim

< $5,000 per item or aggregate

Purchase order; Contract; supplier

account; purchasing card; cheque

requisition; corporate supply arrangement

(CSA)

Single fax; e-mail; or writtenDetailed receipts/invoices req'd with payment

claim

>$5,000 to $25,000 per item or

aggregate

Contract; purchase order; corporate supply

arrangement

Request Three quotes from

Vendors; or corporate supply

arrangements (CSA) (unless a

request for interest has

provided manager with a

qualified suppliers list)

Written quotes; tender; or

request for proposal, request

for quotation

Rotate suppliers invited to quote (where

availability exists) or advertise; Detailed

receipts/invoices req'd with payment claim

>$25,000 to $50,000 per item or

aggregate

Contract; purchase order with attached

specs/detailsPublic process (RFQ, RFP etc.)

Written quotes, tender,

request for proposal (min 1

page specs/details)

>$50,000 to $100,000 per item or

aggregateContract Public process (RFQ, RFP etc.)

Tender, request for proposal

or quote (full specs)

> $100,000 per item or aggregate Contract Public process (RFQ, RFP etc.)Tender, request for proposal

(full specs)

Special - volume purchasingPurchase order, Contract, corporate supply

arrangements (CSA)Public process (RFQ, RFP etc.) Tender, request for proposal

GOODS AND SERVICES - INCLUDING CONSTRUCTION AND FACILITIES MAINTENANCE - see schedule on page one for signing authority

The Village of CumberlandPurchasing Management Services Policy

Spending, Commitment and Signing Authority Matrix

Advertise or invite submissions appropriately

for the type of goods / services required. Post

on the Village website. If purchase of goods or

services are greater than $75,000 ($200,000

for construction) must post on electronic

tendering system unless authorized for Sole

Supplier Procurement as per the Purchasing

Policy.

Page 2 of 3

- 135 -

Appendix A

Purchasing Management Services Policy Number 3.3The Village of Cumberland

Purchasing Management Services PolicySpending, Commitment and Signing Authority Matrix

COMMITMENT/ SPENDING $ LEVEL COMMITMENT TYPE NUMBER OF PROPOSALSMETHOD OF PURCHASE -

PROPOSAL TYPESPECIAL CONDITIONS

<$20,001 per item or aggregateContract; purchase order with scope of

work or proposal attachedSingle quote Written Provide written summary of scope of work

> $20,000 to $50,000 per item or

aggregate

Contract; purchase order with scope of

work or proposal attached

Request at least three quotes

(unless a request for interest

has provided manager with a

qualified suppliers list)

Expression of interest;

request for quotation;

request for proposal;

invitation to tender

Min. 1 page scope of work. Rotate suppliers

invited to quote (where availability exists) or

advertise

>$50,000 to $100,000 Contract Public process (RFQ, RFP etc.)

Request for proposal; request

for quotation; invitation to

tender

>$100,000 Contract Public process (RFQ, RFP etc.)Request for proposal;

invitation to tender

EMERGENCY PURCHASES

Emergency purchases

Purchase order; Contract; supplier

account; purchasing card; cheque

requisition; corporate supply arrangement

(CSA)

Direct award Verbal, writtenWritten description of circumstances to be

forwarded to finance & then to Council

All amounts are exclusive of taxes

CONSULTING, TRAINING AND PROFESSIONAL SERVICES - see schedule on page one for signing authority

Advertise or invite submissions appropriately

for the services required. Post on Village

website. If services are greater than $75,000,

must post on electronic tendering system

unless authorized for Sole Supplier

Procurement as per the Purchasing Policy.

Page 2 of 3

- 136 -

Appendix B

2673 Dunsmuir Avenue P.O. Box 340

Cumberland, BC V0R 1S0 Telephone: 250-336-2291

Fax: 250-336-2321 cumberland.ca

Corporation of the Village of Cumberland

The Village of Cumberland - Social Procurement Framework

“Not all profit is equal. Profits involving a social purpose represent a higher form of capitalism, one that creates a positive cycle of company and community prosperity.”

Michael Porter, Harvard Business Review, February, 2011

What is Social Public Procurement? Social Public Procurement leverages existing purchasing to achieve social value. Moving from do no harm, to do some good. Over the last thirty years the environmental movement has done an excellent job of educating and increasing awareness surrounding the importance of developing more sustainable practices. This has led to considerable changes in behaviours and societal norms. Environmental considerations in government procurement have now become normalized. Social procurement seeks to further leverage tax dollars to achieve broad societal goals, increasing equality and diversity, while contributing to improved community wellbeing through the blending of social, environmental and economic considerations in the procurement process. Social procurement leverages the public procurement process for goods and services, to advance positive economic, workforce, and social development outcomes1. Social procurement blends financial and social considerations in public sector purchasing to deliver against two bottom lines:

1. A commitment to purchasing the best value services and products, in keeping with the MEAT criteria, the Most Economically Advantageous Tender; and

2. A commitment to leverage limited public resources to achieve strategic community outcomes2.

1 The Cumberland Social Procurement framework was designed by Sandra Hamilton

2 Adapted from Social Procurement: a Guide for Victorian Local Government. State Government of Victoria, October, 2010

3 Adapted from the Toronto Social Procurmement Framework, April 2013

- 137 -

Page 2 of 4

Why is the Village of Cumberland creating a Social Procurement Framework? ● By expanding the traditional understanding of ‘best value’ in procurement, to include the

generation of positive societal benefits, alongside high quality and competitive bids,2 the Village of Cumberland is working to maximize community benefits and deliver improved socio-economic returns for local taxpayers, within the existing spend.

● To ensure a sustainable and ethical approach to procurement, that is values aligned with the community vision, as outlined in the 2015 Corporate Strategic Priorities document, and constructed to support the strategic priorities.

● To promote diversity and innovation through supply chain partnerships.

● To stimulate growth and build the capacity of social enterprises in the community.

● To align procurement with consideration for People, Planet and Profit.

What are the key pillars guiding Social Procurement in Cumberland?

1. The procurement process will continue to meet all the principles of fairness, integrity, accountability and transparency, while also screening for transformational opportunities to improve social outcomes.

2. The procurement framework continues to evaluate: 1) Quality 2) Price 3) Environmental, while adding the fourth component of 4) Social Evaluation criteria and weightings will vary by contract; the criteria will be specific to the nature of the procurement and clearly stated in the procurement documents.

3. In advance of carrying out any procurement, the framework imposes a duty on the public sector buyer to consider how the purchase might be better leveraged, to improve the economic, social or environmental wellbeing of Cumberland; to improve access for micro, small businesses and/or social enterprises; or to promote innovation3. This duty includes an understanding that the Village will engage in reasonable outreach to engage equity-seeking businesses (those working to integrate the marginalized back into society) in procurement opportunities.

4. Village procurement will continue to be compliant with the obligations set out in both Domestic (New West Partnership Agreement (NWPTA), Agreement on Internal Trade (AIT) and International Trade Agreements (The Agreement between the Government of Canada and the Government of United States of America on Government Procurement (CUSPA), World Trade Organization Agreement on Government Procurement (GPA)).

4 Adapted from the Scottish Social Procurement Act

- 138 -

Page 3 of 4

5. Promotion of Contract Opportunities In addition to bid opportunities, at or above an applicable trade threshold being publicly posted on electronic bidding systems such as BC Bid, MERX, or Alberta Purchasing Connection (APC), The Village of Cumberland also encourages all sub-contracts to be posted to the Village website, where local contractors and business associations may choose to sign up for email alerts.

6. Living Wage Evaluation 4 Staff may choose to evaluate organisations against the percentage of the organisations’ employees being paid a living wage.

Living Wage Canada, is a national living wage online resource, providing a searchable database of living wage calculations by city. If the living wage for your community has not been determined, a national methodology for calculating the living wage will be available soon at Living Wage Canada. The nearest community to Cumberland, for which a Living Wage has been calculated is Parksville/Qualicum, where the rate is $17.30.

7. Community Benefit Clauses (CBC’s) may be added to village contracts. CBC’s are contractual obligations undertaken by proponents. Evaluation criteria, to determine how the value/points are to be assigned, will be clearly stated in each procurement process. [The values and criteria assigned will typically vary between a low of 5% and a high of 15%, of the total contract evaluation, depending on the nature of the procurement opportunity.]

8. Infrastructure planning and investment should promote community benefits 5 Infrastructure planning and investment should promote community benefits, being the supplementary social and economic benefits arising from an infrastructure project that are intended to improve the well-being of a community affected by the project, such as local job creation and training opportunities (including for apprentices), improvement of public space within the community, and any specific benefits identified by the community.

9. Apprenticeship plan Staff may choose to consider apprenticeship opportunities, as part of the evaluation of competitive bids. Bidders entering into a procurement process for the construction or maintenance of Village infrastructure and assets, may be asked to provide the village, with a plan for the intended use of apprentices in the construction or maintenance, in the event of a successful bid. A plan will need to include the following information:

The method by which the bidder intends to create employment/training opportunities arising from the construction or maintenance for apprentices who are: residents of the Village; youth and at-risk youth; aboriginal persons; women; newcomers to Canada or retiring veterans, transitioning into new careers. 6

5 Strandberg (2014)

5 Adapted language from Ontario Provincial Government, Bill 6, Infrastructure for Jobs and Prosperity Act, 2015

7 Adapted language from Ontario Provincial Government, Bill 6, Infrastructure for Jobs and Prosperity Act, 2015

- 139 -

Page 4 of 4

What are the key social, employment and economic goals that the Social Procurement framework and Community Benefit Clauses will work to address?

● Contribute to a stronger local economy;

● increase diversity among suppliers;

● promote the Living Wage and fair employment practices;

● improve access to contracts for micro, small business and social enterprises;

● increase the number of local jobs that support young working families;

● increase social inclusion, by improving contract access for equity-seeking groups, such as social enterprises;

● enhance community arts and culture infrastructure;

● improve and enhance public spaces;

● increase training and apprenticeship opportunities;

● help move people out of poverty, providing increased independence and sustainable employment for those in need;

● improve opportunities for meaningful independence and community inclusion for citizens living with disabilities; and

● to stimulate an entrepreneurial culture of social innovation 7.

8 Language drawn from BC Government Social Impact Purchasing Guidelines, November 2014

- 140 -

COUNCIL

REPORT

Page 1 of 7

REPORT DATE: January 18, 2017 MEETING DATE: January 23, 2017

TO: Mayor and Council

FROM: Joanne Rees, Planner

SUBJECT: Requested Changes to the Coal Valley Estates Comprehensive Development Agreement

RECOMMENDATION

i) THAT Council receive the “Requested Changes to the Coal Valley Estates Comprehensive Development Agreement” report dated January 18, 2017

ii) THAT Council refers the Requested Changes to the Coal Valley Estates Comprehensive Development Agreement” report to the next meeting of the Advisory Planning Commission.

SUMMARY

The Owner of the Coal Valley Estates (CVE) development has requested changes to their overall site development plan as shown as Conceptual Drawing CDA-2 (see attached Schedule A). The existing conceptual layout which is contained in their Comprehensive Development Agreement (CDA) is attached to this report as Schedule B. The proposed changes are limited to the reconfiguration of the areas designated for single and multi-family development. It should be noted that although the location of the areas are being changed, no reduction in unit numbers is being requested.

BACKGROUND

In 2011, the Village negotiated the CDA with CVE as part of the rezoning process. The CDA was registered on title of the affected property and addressed the following:

1. Plan for subdivision and uses; 2. Servicing required prior to subdivision; 3. Park dedication; 4. Highway improvements; and 5. Financial Amenities.

The CDA contains the following language which allows for some changes to the plan:

(a) The parties acknowledge that the boundaries identified on the Conceptual Site Plan are approximate and modest variations are permitted without amendment to this Agreement,

A copy of the CDA is available from the Planning Department upon request.

- 141 -

provided such variations comply with the Village's bylaws, and upon Subdivision theboundaries shall be interpreted to coincide with newly created parcels. Despite theforegoing, the parties acknowledge and agree that the Land may be subdivided in phases(provided it is in compliance with Village Bylaws and this Agreement) with a Subdivisioncreating a portion of the lots shown in Schedule A and a remainder, and the Owner and

the Village agree that this Covenant shall apply to all of the Land.

(b) The schedules attached to this Agreement form a part of it. The parties acknowledge andagree that the plan in Schedule A is schematic only and the exact configuration of the lot

boundaries and the boundaries of the Commercial/Residential Area, the Park and theGreenway Area, the Multi-Family Areas, the Watercourse Linear Park, the Senior's Area

and the Single Family Areas may be determined in accordance with subsequent surveysprepared at the time of subdivision, provided such variations comply with the Village's

Bylaws. This Agreement shall be interpreted to apply to the lots and areas generallycorresponding to the locations shown on the attached Schedules. However, should the

number of lots or residential units or the areas identified as the Commercial/ResidentialArea, Park and Greenway Area, Multi-Family Areas, Watercourse Linear Park, Senior'sArea and Single Family Areas change by more than five percent prior written permissionof the Village is required in its sole discretion acting reasonably. (Bolded text added foremphasis only)

Previous Application to Change the CDA

In June 2015, Council was asked to consider the following changes to the Coal ValleyComprehensive Development Agreement:

i) changes to Phase 4b (which presently allows up to 96 units of multi-family residentialhomes) which would permit a combination of residential development including singlefamily dwellings, duplexes, and multi-family dwelling units (estimated to beapproximately 21 lots (seven limited to single detached/duplex, 14 singledetached/duplex, and/or multi); and

ii) reducing the number of multi-family units in Phase 5 from 449 units to 210units.

At that time. Council forwarded the request to the Advisory Planning Commission and theHomelessness and Affordability Select Committee. Both recommended denying the requestmainly due to the great reduction in the multi-family units. Council agreed and denied therequest.

ATTACHMENTS

. The existing conceptual layout from 2010.

. A copy of the letter from the agent requesting the changes to the CDA which includes amap of the proposed changes to the conceptual layout.

CONCURRENCE

Rob Crisfield, Manager of Operation'

Page 2 of 8- 142 -

OPTIONS

i) Refer the application to the next meeting of the Advisory Planning Committee.

ii) Do not refer the application to the Advisory Planning Committee.

iii) Any other action deemed appropriate by Council.

Respectfull, itted,

SundanceTophamChief Administrative Officer

Page 3 of 8- 143 -

Existing Conceptual Layout

Page 4 of 8 - 144 -

Letter requesting changes to CDA

Page 5 of 8

- 145 -

Letter requesting changes to CDA

Page 6 of 8

- 146 -

Letter requesting changes to CDA

Page 7 of 8 - 147 -

- 148 -

COUNCIL

REPORT

Page 1 of 3

REPORT DATE: January 18, 2017

MEETING DATE: January 23, 2017

TO: Mayor and Councillors

FROM: Judith Walker, Senior Planner

SUBJECT: Comox Valley Regional District (CVRD) Referral Report:

TUP 2C 15 - Courtenay and District Fish and Game Protective Association

RECOMMENDATION

i) THAT Council receive the CVRD Referral Report: TUP 2C 15 - Courtenay and District Fish and Game Protective Association for information; and

ii) THAT Council direct staff to provide the following comments to the CVRD on TUP 2C 15 - Courtenay District Fish and Game Protective Association:

Due to the existing developed condition of the area proposed for new campsites, the Village encourages the retention of any existing vegetation between the Boom Town proposed campsites and the Village of Cumberland municipal boundary, to provide a small vegetated buffer between the proposed use and the potential active forestry taking place within the Village. The adjacent property is privately owned by Hancock Forest Management Inc.

SUMMARY

Staff has received a referral from the CVRD for a Temporary use Permit amendment for properties owned by the Courtenay and District Fish and Game Protective Association. As a local government in the Comox Valley and being adjacent to the properties under application, the Village has received the referral.

BACKGROUND

Staff received the referral on December 23, 2016 for comments by January 30, 2017.

The applicant is proposing an amendment to the existing Temporary Use Permit to increase the number of permitted campsites from 54 to 74. The additional campsites are proposed to be located in gravel areas by the existing shooting range and adjacent to “Boom Town”. The proposed additional campsites are to be used for volunteers working at events and work projects held by the Association.

- 149 -

"Boom Town" (Cowboy Action Shooting Range)

Due to the CVRD's conditions on the applicant regarding requirements for assessments ofwater quality. Riparian Area Regulations and a development permit, staff suggests that anyenvironmental concerns are addressed.

SUBMISSION TO CVRD

Staff recommends that due to the existing developed condition of the area proposed for newcampsites (gravel lot), the Village encourages the retention of any existing vegetationbetween the Boom Town proposed campsites and the Village of Cumberland municipalboundary. This could provide a small vegetated buffer between the proposed use and thepotential active forestry taking place within the Village. The adjacent property is privatelyowned by Hancock Forest Management Inc.

FINANCIAL IMPLICATIONS

There are no financial implications for the Village of Cumberland related to this report.

ATTACHMENTS

Appendix A: CVRD Referral: TUP 2C 15

CONCURRENCE

V/Rob Crisfield, Manager of Operations

Page 2 of 3- 150 -

OPTIONS

i) THAT Council direct staff to provide the following comments to the CVRD on TUP 2C 15- Courtenay District Fish and Game Protective Association:

Due to the existing developed condition of the area proposed for new campsites, theVillage encourages the retention of any existing vegetation between the Boom Townproposed campsites and the Village of Cumberland municipal boundary, so as toprovide a small vegetated buffer between the proposed use and the potential activeforestry taking place within the Village. The adjacent property is privately owned byHancock Forest Management Inc.; or

ii) Any other action deemed appropriate by Council.

Respectfully submitted,

<.3<^-^<%-^ C$2^^A-t^

'Judith Walker, Senior Planner

SundanceTopham, Chief Administrative Officer

Page 3 of 3- 151 -

600 Comox Road, Courtenay, BC V9N 3P6 Tel: 250-334-6000 Fax: 250-334-4358 Toll free: 1-800-331-6007 www.comoxvalleyrd.ca

TEMPORARY USE PERMIT AMENDMENT REFERRAL FORM

File: 3120-20 / TUP 2C 15 – Courtenay and District Fish and Game Protective Association – 3780 Colake Road

Date Sent: December 23, 2016

Please comment on the attached temporary use permit amendment proposal for potential effect on your agency’s interests. Section 493 of the Local Government Act (RSBC 2015 c. 1) (LGA) enables a local government to issue a temporary use permit and assign terms and conditions to allow a land use not otherwise permitted in the applicable zone. Section 494 outlines public notice requirements. Section 495 enables a local government to require the owner of the land to provide an undertaking to restore land described in the permit to a condition specified in the permit by a specific date. Section 502 allows a local government, as a condition of a land use permit (including temporary use permits) to require deposit of a security respecting landscaping requirements, potential hazardous condition or damage to the natural environment. Section 503 requires the filing of a notice with the registrar upon amending or cancelling a temporary use permit. Bylaw No. 328, being the Comox Valley Planning Procedures and Fees Bylaw, 2014, states that an application to amend a land use permit will be processed in the same manner as consideration of a new permit application. Therefore, we are seeking your agency’s input. You will note on the response form a number of choices that may describe your agency’s interests. All details that support your position are appreciated as are official legislative, governance and policy considerations that may affect the CVRD’s consideration of this proposed permit amendment. We would appreciate your response by January 30, 2017. If no response is received by that time, it will be assumed that your agency’s interests are unaffected. If required, please contact the CVRD to assist you in determining the type of information that would be helpful or to better understand how the proposed amendment may impact land use and development. Should you have any specific questions regarding the referral, please contact Alana Mullaly at 250-334-6051 or by email to amullaly@comoxvalleyrd.ca.

Applicant’s name: Courtenay and District Fish and Game Protective Association

Civic address: 3780 Colake Road

Purpose of permit amendment:

To increase the number of permitted campsites (recreational vehicle and tent sites) from 54 to 74.

Legal description: Lot 1, Section 33, Township 10, Comox District, Plan VIP78343 (PID: 026-200-881); and Lot 1, Sections 32 and 33, Township 10, Comox District, Plan EPP56506 (PID 029-762-103)

OCP designation: Resource (no change proposed)

Zoning: Upland Resource 400ha (no change proposed)

- 152 -

Temporary use permit amendment referral file: TUP 2C 15 Page 2

Background information: On February 3, 2016, the applicant was issued a TUP to allow the following accessory uses on the subject properties (Figure 1): • campground (limited to 54 camping sites, to include both recreational vehicle sites and tent sites and including one campground caretaker’s space); • special events directly related to a principal use; • recreational facilities directly related to a principal use; and • boat launch (one), docks, and swimming floats. Among the conditions of the permit is a requirement that all wastewater associated with recreational vehicle campers, such as sewage and greywater, must be hauled out and properly disposed. Further, within one year of permit issuance (i.e. February 3, 2017), the applicant is required to undergo a riparian assessment in accordance with the provincial RAR and obtain any applicable development permit for works arising from the recommendations of the riparian area assessment. Further, the permit establishes conditions that must be satisfied prior to board consideration of an application to renew the TUP (i.e. prior to expiry of the permit on February 3, 2019). Specifically, a risk assessment of the campground use on the water quality of Comox Lake and implementation of the restoration works/recommended measures of the RAR assessment (see Appendix A). Current situation: On October 20, 2016, the applicant submitted a request to amend the TUP for the purpose of allowing 20 additional camping sites in two areas (gravel surface parking areas) approximately 400m and 425m from Comox Lake and immediately adjacent to the boundary between electoral area ‘C’ and the Village of Cumberland (Figure 2). The applicant has advised that the club allows, approximately 10 times per year, volunteers to camp on the property while undertaking project work. Provision for these camping spaces was not considered by the applicant when the 54 spaces were defined in the original permit. Note that the 54 spaces are located within the campground adjacent to Comox Lake. The permit does not specify where camping can or cannot occur nor is a distinction made between people (i.e. volunteer workers versus camping guests). The applicant wishes to reserve 54 spaces for guest use adjacent to Comox Lake and enable use of additional camping spaces for campers undertaking project work in these two other locations within the property. At their meeting on November 29, 2016, the CVRD board approved the following: THAT the proposal to amend the Courtenay and District Fish and Game Protective Association’s temporary use permit (TUP 2C 15), issued on February 3, 2016, be referred to the external agencies and First Nations identified in Appendix C of this staff report dated November 1, 2016; AND FINALLY THAT consultation with First Nations occur in accordance with the First Nations referrals management program. (Note that if the CVRD board seeks to approve an amendment to allow the additional 20 campsites, staff will recommend against making a distinction between “camping guests” and “volunteer workers” as it is the impact of the land use that is material to the application versus the specific individuals.)

- 153 -

Temporary use permit amendment referral file: TUP 2C 15 Page 3

The subject property is designated resource area. Section 62(3) of Bylaw No. 337, being the “Rural Comox Valley Official Community Plan Bylaw No. 337, 2014,” states that TUPs may be considered in a resource area when the use will not negatively impact drinking water quality or quantity. Similarly, development must be undertaken in a manner that does not negatively impact water quality or natural systems. As such, development is expected to use best practices to protect riparian habitat, minimize fragmentation of ecosystems, prevent erosion and establish on-site drainage mechanisms that will not negatively impact water quality. This is implemented, in part, through the aquatic and riparian habitat development permit area wherein any site alteration within 30m of a watercourse triggers the need for a development permit. In accordance with the LGA, lands within the development permit area shall not be altered without the benefit of a development permit. Issuance of a TUP does not relieve the applicants from the requirement of obtaining a development permit for works within 30m of a watercourse. The proposed additional camping sites are located in two areas that have been cleared and surfaced with gravel. The areas are presently used for parking related to adjacent recreational facilities (i.e. shooting area and “Boom Town”). A portion of one of the gravel surface areas (i.e. immediately adjacent to “Boom Town”) is included within the 30m buffer area of a wetland (Figure 3). Establishing camping spaces within that buffer area will require an aquatic and riparian area habitat development permit. Should the board agree to approve an amendment to the TUP, staff will recommend including a requirement for a development permit in the list of conditions pertaining to the additional 20 campsites. Note that irrespective of any amendment to the TUP, a development permit is required to address already disturbed lands within the development permit area. There is a requirement for a local government to file a notice of TUP amendment with the land title office. Once the notice is filed, the terms of the permit or any amendment to it, are binding on all persons who acquire an interest in the land affected by the permit. Staff intends to report back to the CVRD electoral areas services committee with the findings of the external agency referral in February or March 2017. That report will include a recommendation based on the following options:

1. Deny the permit amendment request and enforce the conditions of TUP 2C 15; 2. Amend the permit (as requested by the applicant or as modified by staff); 3. Issue a new permit.

A. Mullaly

Alana Mullaly, MCIP RPP Manager of Planning Services Planning and Development Services Branch Figure 1: Subject properties map Figure 2: Air photo context Figure 3: Wetland and 30m development permit area Appendix A: Temporary Use Permit TUP 2C 15

- 154 -

Temporary use permit amendment referral file: TUP 2C 15 Page 4

Figure 1: Subject properties map

- 155 -

Temporary use permit amendment referral file: TUP 2C 15 Page 5

Figure 2: Air photo context

Existing campground

Clubhouse

Boom Town

Wetland New campsites

New campsites

Shooting range

- 156 -

Temporary use permit amendment referral file: TUP 2C 15 Page 6

Figure 3: Wetland and 30m development permit area (green hatching)

- 157 -

Temporary use permit amendment referral file: TUP 2C 15 Page 7

At its regularly scheduled meeting of November 29, 2016 the regional board endorsed forwarding the proposed temporary use permit amendment to the following agencies as listed below. As part of this motion, it was decided to circulate this referral to your office for comments.

AGENCY AND FIRST NATIONS REFERRAL LIST

First Nations

K’ómoks First Nation Homalco Indian Band

We Wai Kai Nation of the Laich-Kwil-Tach Treaty Society

Wei Wai Kum

Kwiakah First Nations

Provincial Ministries and Agencies

Agricultural Land Commission Ministry of Community, Sport and Cultural Development

BC Assessment Ministry of Forests, Lands and Natural Resource Operations

BC Parks Ministry of Energy and Mines

BC Ferry Services Inc. Ministry of Environment

BC Transit Ministry of Tourism, Trade and Investment

Ministry of Aboriginal Relations and Reconciliation

Ministry of Transportation and Infrastructure

Ministry of Agriculture

Local Government

Comox (Town of) Alberni-Clayoquot Regional District

Courtenay (City of) Strathcona Regional District

Cumberland (Village of) Regional District of Mount Waddington

Islands Trust Regional District of Nanaimo

Union Bay Improvement District

Other

Puntledge – Black Creek Area ‘C’ advisory planning commission

Comox Valley Economic Development Society

- 158 -

Temporary use permit amendment referral file: TUP 2C 15 Page 8

School District #71 (Comox Valley) Vancouver Island Health Authority (Environmental Health)

- 159 -

Temporary use permit amendment referral file: TUP 2C 15 Page 9

TUP AMENDMENT REFERRAL FORM RESPONSE SUMMARY

DEVELOPMENT PROPOSAL REFERRAL FORM

FILE: TUP 2C 15 (Courtenay and District Fish and Game Protective Association – 3780 Colake Road)

(Planner: Alana Mullaly)

Approval recommended for reasons outlined below

Interests unaffected or general comments related to this development proposal outlined below

Approval recommended subject to conditions outlined below

Approval NOT recommended due to reasons outlined below

Signed by: Title:

Agency: Date:

Please return your response by January 30, 2017 by fax to 250-334-8156

or by email to planningdevelopment@comoxvalleyrd.ca .

- 160 -

COUNCIREPORT

REPORT DATE: January 19, 2017MEETING DATE: January 23, 2017

TO:

FROM:

SUBJECT:

Mayor and Councillors

Adriana Proton, Deputy Corporate Officer

Alternative Approval Process Update

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incantonrtMl 1S98

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File No. 4220-20

RECOMMENDATION

THAT Council receive the Alternative Approval Process report.

SUMMARY

Staff are ready to proceed with the Alternative Approval Processes (AAP) as soon as the

Inspector of Municipalities approves Bylaws 1048 and 1049 at third reading.

BACKGROUND

The Village is required to gain the approval of the electors to pass Water Improvements LoanAuthorization Bylaw No. 1048" and "Sewer Improvements Loan Authorization Bylaw No.1049".These bylaws will authorize the Village to borrow money for longer than five years to construct

improvements to the sewer and drinking water systems. Council has chosen to gain theapproval of the electors using AAPs.

Council gave first three readings to the bylaws on November 28, and staff submitted the bylawsto the Inspector of Municipalities on November 29. Provincial staff estimated that it would take4-6 weeks to review them. On January 11, after six weeks, Village staff contacted the Inspectorof Municipalities' office. Staff there said that they had reviewed the bylaws and forwarded

them to the Inspector of Municipalities with the recommendation that they be approved. Theysaid the Village would likely get approval within the next two weeks (by January 25).

Village staff have prepared all of the materials for the AAPs, including the statutory notices,information packages, webpages, and elector response forms. Once the Village receivesapproval, staff will set the dates for the AAPs and advertise them for two weeks. The AAPs willstart the day after the second notice is published and run for 30 days.

If the Village receives elector approval, it can pass the bylaws and submit them to the Inspectorof Municipalities again for Certificates of Approval. If the electors do not approve the bylaws,the Village has the options of not proceeding, or going to referendum.

Page 1 of 2- 161 -

FINANCIAL IMPLICATIONS

None

STRATEGIC OBJECTIVE

The AAPs support the strategic objectives to:

. Establish an adequate and high quality source of water for the current and futureresidents of the Village, and

. Develop an environmentally sustainable method of treating the liquid waste that isproduced by the Village.

ATTACHMENTS

None

CONCURRENCE

Michelle Mason, Financial Officer

OPTIONS

1. THAT Council receive the Alternative Approval Process report

2. Any other action deemed appropriate by Council.

Respectfully submitted,

,'al-,

Adriana Proton

Deputy Corporate Officer

^^l-^SundanceTophamChief Administrative Officer

Page 2 of 2- 162 -

COUNCILREPORT

REPORT DATE:MEETING DATE:

TO:

FROM:

SUBJECT:

January 17,2017

January 23,2017

Mayor and Councillors

Adriana Proton, Deputy Corporate Officer

2017 Lantern Festival, Temporary Road Closure

^f^^^"^^

w

File No. 4520-70

RECOMMENDATION

i. THAT Council receive the 2017 Lantern Festival, Temporary Road Closure report.

ii. THAT Council approve the closure of Dunsmuir Avenue between Third Street and

Sixth Street on February 18, 2016 from 6 pm to 7 pm for the Lantern Parade.

SUMMARY

The Empire Events Society s Lantern Festival Committee has requested the closure of DunsmuirAvenue from Village Square at Third Street to Village Park at Sixth Street on Saturday, February18, 2017 from 6pm to 7pm for the annual Lantern Festival taking place at Village Park from5 pm to 8 pm. Road closures for special events are subject to Council's Street Closure forSpecial Events Policy.

BACKGROUND

This year's Lantern Festival includes a lantern parade from Village Square to Village Park. Theparade will be larger than last year with an estimated 300-400 lantern festival participants andspectators walking together in the parade.

Traffic control marshals wearing high visibility vests and using flashlights will be located at eachintersection. Dunsmuir Avenue is planned to be closed to traffic at 6 pm as the parade travelsdown Dunsmuir to Village Park. Dunsmuir Avenue will be opened as the parade and spectatorspass through.

Organizers will not be controlling parking along Dunsmuir Avenue and will not tow parked cars.Additional on-street solid waste containers are not required for this event.

Insurance coverage is being covered by the Empire Events Society coverage and the Village hasbeen added as an additional insured.

This request has been referred to the BC Transit operator, BC Ambulance Services, RCMP,Cumberland Fire Department and public works. No comments or concerns were received.

Page 1 of 3- 163 -

The Village has requested that the applicant use barricades at each intersection and at eachend of Dunsmuir Avenue to provide a physical barrier for the safety of parade participants andthe volunteer traffic marshals.

MAP OF REQUESTED CLOSURE

The red line on the map below shows the requested street closure.

frto1 ^^ ^^J'ffTnuilffl^SS^8!u.^^ ^J^^.[UHL^lU4-UIMrtttT^irmr ^^JJJ u-^^^ ^ ff^i^iiLl^^ '^^rr^^r]^W^i-w^ro^KS*?SSKS[^ i1

tTTIIl \ 'i 'J-y,Li '^-^-r-\l_LLUl-t- .^5i?'!;-n n-T~iTl I

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.n-nnViUl

FINANCIAL IMPLICATIONS

None

STRATEGIC OBJECTIVE

None

ATTACHMENTS

None

iP»ti

Page 2 of 3- 164 -

,-T^^CONCURRENCE

Rob Crisfield, Manager of Operations

Mike Williamson, Manager of Protective Services,

OPTIONS

1. THAT Council approve the closure of Dunsmuir Avenue between Third Street and Sixth

Street on February 18, 2017 from 6pm to 7pm for the Lantern Parade.

2. Any other action deemed appropriate by Council.

Respectfully submitted,

Adriana Proton

Deputy Corporate Officer

S^L-Y-SundanceTophamChief Administrative Officer

Page 3 of 3- 165 -

The Corporation of the Village of Cumberland

Electronic Funds and Cheque RegisterFrom November 1 to 30, 2016

Document

Date Vendor Name Cheque ffPayment

Amount

11/1/2016 J.R. Edgett Excavating Ltd11/2/2016 Receiver General For Canada

11/2/2016 Municipal Finance Authority11/2/2016 Municipal Finance Authority11/3/2016 FORTISBC-Natural Gas11/3/2016 Rogers Communications Inc.11/3/2016 Telus Mobility11/4/2016 Municipal Pension Plan

11/10/2016 596396 BC Ltd.11/10/2016 ABC Printing11/10/2016 ACE Courier Services11/10/2016 Achinback Industries and Foundry Limited11/10/2016 Acklands-Grainger Inc.11/10/2016 Always Invited Part Rentals11/10/2016 Andrew Sheret Ltd.11/10/2016 Baird, Laurie11/10/2016 Baird, Leslie

11/10/2016 Beaufort Association for the Mentally Handicapped11/10/2016 Black Gold Landscape Supply11/10/2016 Blake, Russell11/10/2016 Brenntag Canada Inc.11/10/2016 Carr McLean Limited

11/10/2016 Carvello Law Corporation11/10/2016 Cintas11/10/2016 Coast Environmental Ltd.

11/10/2016 Comox Pacific Express Ltd.11/10/2016 Corix Water Products Limited Partnership11/10/2016 Crisfield, Robert

11/10/2016 Cumberland General Store

11/10/2016 Cumberland Sand & Gravel Ltd

11/10/2016 Cumberland Lake Wilderness Society11/10/2016 Cupe Local 55611/10/2016 CV Cedar Sales & Fencing11/10/2016 F D & Interiors

11/10/2016 Footprints Security Patrol Inc.11/10/2016 Georgia Straight Collision Ltd.11/10/2016 Gregg Distributors (B.C.) Ltd.11/10/2016 Grieve, Glen11/10/2016 Hach Sales & Service Canada LP11/10/2016 Hartman Auto Supply 1996 Ltd.

1626400000000000021844

00000000000021961

00000000000021962

00000000000021845

00000000000021846

0000000000002184700000000000021843

16265162661626716268162691627016271

16272

16273

16274

1627516276

16277

1627816279

1628016281162821628316284162851628616287162881628916290162911629216293162941629516296

430,668.1217,238.6313,006.14

623.84952.59134.49299.30

11,041.14

1,500.0049.72

28.192,607.04

51.8337.20

241.3464.94

118.361,250.00

50.40280.35298.02410.56

1,197.18372.54107.07243.27

1,460.92841.34

190.26240.64

11,895.53

764.9310,368.75

630.00434.44

429.16

430.30

1,868.85257.50262.30

- 166 -

11/10/2016 Hayden, Erika11/10/2016 Hyland Precast Inc.11/10/2016 Imperial Welding Ltd.11/10/2016 Ingenious Software11/10/2016 Iron Mountain

11/10/2016 Island Nursing Inc11/10/2016 Justice Institute of British Columbia

11/10/2016 Kal Tire11/10/2016 Tax Credit Refund

11/10/2016 Lee Mac Electric Ltd.

11/10/2016 Lewkowich Engineering Associates Ltd.11/10/2016 Lordco Auto Parts

11/10/2016 MAR'S RESTAURANT

11/10/2016 MD Charlton Co. Ltd.

11/10/2016 Monk Office

11/10/2016 Mumby'sTree Services Ltd.11/10/2016 Maxxam Analytics11/10/2016 Northern Ropes & Industrial Supply Ltd.11/10/2016 North Island Custom Curbs

11/10/2016 OnDeck Systems Inc.11/10/2016 Ono Trading Courtenay11/10/2016 Outlook Land Design Inc11/10/2016 Pilon Tool Rentals (1972) Ltd.11/10/2016 Planet Clean11/10/2016 Price's Security Locksmiths11/10/2016 Profire Emergency Equipment11/10/2016 Adriana Proton

11/10/2016 Proton, Eric11/10/2016 Purolator Courier Ltd.

11/10/2016 Rees Joanne

11/10/2016 Regional District.Comox Valley11/10/2016 River Meadow Nursery11/10/2016 Sew What, I Sew

11/10/2016 Shaw Cablesystems G.P.11/10/2016 Shields Ind Services (2004) Ltd.11/10/2016 Sitko Paul11/10/2016 Slegg L.P.

11/10/2016 SPCA, Comox Valley11/10/2016 Sportsystems Canada11/10/2016 Sun Coast Waste Services

11/10/2016 Tailfeather Graphic Design11/10/2016 Tayco Paving Company11/10/2016 Island Pacific Telecommunication Solutions

11/10/2016 Stericycle Communication Solutions11/10/2016 UBS Industries11/10/2016 Van Houtte Coffee Services

11/10/2016 Village Bakery, Cumberland11/10/2016 Vimar Equipment

1629716298162991630016301163021630316304163051630616307163081630916310163111631216313163141631516316163171631816319163201632216323163241632516326163271632816329

16330

1633116332

16333163341633516336163371633816339163401634116342163431634416345

146.20165.35

1,787.661,301.74

54.03300.00763.98348.74

2,214.901,313.762,016.953,048.18

81.9029.11

1,073.79267.75

2,032.29109.89

6,422.3982.8859.75

2,544.15

1,882.13

609.90

15.52

661.15

79.04300.0045.3177.05

7,498.50319.20252.00265.18232.41401.25799.18104.15

10,377.8210,837.05

123.171,609.03

147.00398.69356.2459.1524.96

234.87

- 167 -

11/10/2016 Wedler Engineering11/10/2016 Comox Rentals & Recreation

11/10/2016 Island Mountain Rides

11/10/2016 Charette Lily11/10/2016 Comox Valley Child Development Assoc11/10/2016 Dixon, Dana

11/10/2016 Edifizi, Giacomo

11/10/2016 Johnson, Rukmini

11/10/2016 Lacourse, Megan11/10/2016 Powsey, Clive11/10/2016 Purin, Paul

11/10/2016 Riopelle Cathy11/10/2016 Roffey, Sheri11/10/2016 Ross Simon

11/10/2016 Traci Skuce

11/10/2016 Willard-Stepan, Maya11/10/2016 Willard-Stepan, Christina11/10/2016 Perseverance Adventure Club

11/15/2016 Mastercard, Credit Union11/15/2016 Hydro & Power Authority, BC11/15/2016 De Lage Landen11/16/2016 Receiver General For Canada

11/18/2016 Municipal Pension Plan11/22/2016 ABC Printing11/22/2016 ACE Courier Services11/22/2016 Acklands-Graingerlnc.11/22/2016 Progressive Waste Solutions Canada Inc11/22/2016 Building Links11/22/2016 Cintas11/22/2016 Claymore Clothes Ltd.11/22/2016 Tax Credit Refund

11/22/2016 Corix Water Products Limited Partnership11/22/2016 Courtenay Glass11/22/2016 Dixon, Dana

11/22/2016 Dr. Pete Parker11/22/2016 E.B. Horsman & Son

11/22/2016 Ecoplan International Inc11/22/2016 Gary Moser Consulting Inc11/22/2016 G.P. Vanier Secondary School11/22/2016 Grieve, Glen11/22/2016 Guillevin International Co.

11/22/2016 Home Hardware Centre

11/22/2016 James Matthew Design Ltd.11/22/2016 Kal Tire

11/22/2016 Kidde Canada Inc

11/22/2016 Koers & Associates Engineering Ltd.11/22/2016 Lacasse Construction

11/22/2016 Lanarc 2015 Consultants Ltd.

163461634716348163491635016351163521635316354163551635616357163581635916360163611636216364000000000000219710000000000002202100000000000022045000000000000220170000000000002201816365163661636716368163691637016371

1637216373

16374

16375

16376

1637716378

1637916380163811638216383163841638516386163871638816389

1,168.8611.61

220.5020.00

210.00270.0091.00

100.00160.00270.00200.00225.00235.00104.00180.0040.0050.00

500.004,539.79

15,189.3355.95

15,921.1711,010.97

160.1633.32

126.601,021.05

656.251,508.41

238.28770.00

44.86312.69

120.79

5,000.002,347.234,084.50

354.3740.00

1,045.693,403.42

47.62874.13872.79504.52

5,617.24807.19

6,622.88

- 168 -

11/22/2016 MAR'S RESTAURANT

11/22/2016 Monk Office11/22/2016 One Call, BC11/22/2016 Planet Clean

11/22/2016 Price's Security Locksmiths11/22/2016 Receiver General/lnstallments

11/22/2016 Building Damage Deposit Refund11/22/2016 Shaw Cablesystems G.P.11/22/2016 Spectrum Skateparks Inc11/22/2016 ThyssenKrupp Elevator11/22/2016 Comox Rentals & Recreation

11/22/2016 Windley Stanley Craig11/22/2016 Young, Anderson Barristers & Solicitors11/22/2016 FORTISBC-Natural Gas

11/25/2016 Charette Lily11/25/2016 Dixon, Dana11/25/2016 Edifizi, Giacomo11/25/2016 Gledhill Peter11/25/2016 Hauser, Sarah11/25/2016 Johnson, Rukmini

11/25/2016 Lacourse, Megan11/25/2016 Mclntyre, Jenja11/25/2016 Powsey, dive11/25/2016 Purin, Paul

11/25/2016 Riopelle Cathy11/25/2016 Roffey, Sheri11/25/2016 Ross Simon

11/25/2016 Traci Skuce

11/25/2016 Willard-Stepan, Maya11/25/2016 Rogers Communications Inc.11/28/2016 Municipal Finance Authority11/29/2016 Alien Teresa

11/29/2016 IWC Excavation

11/29/2016 J.R. Edgett Excavating Ltd11/30/2016 Telus Mobility

1639016391

16392

163931639416395

16396

16397

1639816399

16400

16401

16402

0000000000002202016403

16404

16405

1640616407

1640816409

1641016411

164121641316414

16416164171641900000000000022043

0000000000002204416420164211642200000000000022124

Total

173.60306.8192.14

6,848.5134.41

1,500.001,500.002,007.974,816.88

595.35169.87

1,023.54119.29

1,271.9320.00

225.0091.0039.0039.00

155.00200.00100.00292.50200.00375.00240.00

156.00

180.00

20.00

134.54

2,119.50222.19

221,751.84

299,186.71

547.68$ 1,210,964.95

- 169 -

The Corporation of the Village of CumberlandElectronic Funds and Cheque Register

From December I to 31, 2016l*«W^NMt» IU«

>+<»i

Document

Date Vendor Name Cheque SPayment

Amount

12/1/2016 Abrams, James12/1/2016 ACE Courier Services

12/1/2016 A.L. G Safety12/1/2016 Andrew Sheret Ltd.

12/1/2016 Bailey Western Star Trucks Inc.12/1/2016 Blake, Russell12/1/2016 Brenntag Canada Inc.12/1/2016 Bruce Lewis Land Surveying Inc12/1/2016 Canadian Tire #350

12/1/2016 Cintas12/1/2016 Coastal Mountain Fuels

12/1/2016 Coastal Invasive Species Committee12/1/2016 Comox Pacific Express Ltd.12/1/2016 Comox Firefighters Association12/1/2016 Corix Water Products Limited Partnership12/1/2016 Cumberland Sand & Gravel Ltd

12/1/2016 Cumberland Lake Wilderness Society12/1/2016 Cupe Local 55612/1/2016 Engrave It!

12/1/2016 Environmental Operators Certification Program12/1/2016 Facet Custom Builders

12/1/2016 First Insurance Agencies Ltd12/1/2016 Hyland Precast Inc.12/1/2016 Iron Mountain

12/1/2016 Recreation Class Refund

12/1/2016 Mason, Michelle12/1/2016 McElhanney Consulting Services Ltd.12/1/2016 Monk Office

12/1/2016 M. Thomson Consulting12/1/2016 OnDeck Systems Inc.12/1/2016 Pacific Blue Cross12/1/2016 Pilon Tool Rentals (1972) Ltd.12/1/2016 Pinfield, Simon12/1/2016 Planet Clean12/1/2016 Price's Security Locksmiths12/1/2016 Revenue Services of British Columbia

12/1/2016 R-J Construction Ltd.

12/1/2016 Roam Media Inc

12/1/2016 Rollins Machinery Limited12/1/2016 Shaw Cablesystems G.P.

164241642516423164261642716428164291643016431

1643216434

164331643616435

16437

1643916438

16440

16441

16442

16443

16444

16445

16446

16448

16449

1645016451164471645216453164541645516456164571645916458164601646116462

65.4525.45

1,155.0082.3367.43

280.351,628.26

672.0086.85

372.541,191.544,256.44

174.67525.00

2,687.78502.25

2,097.60750.8929.01

514.50

1,500.00766.00244.16

54.44

50.00637.30

47,105.102,325.302,724.83

54.8810,385.65

145.58209.95356.4111.20

3,254.001,500.00

524.4811,607.68

26.83

- 170 -

12/1/2016 Strathcon Industries

12/1/2016 Straight Line Painting & Decorating12/1/2016 Sun Coast Waste Services

12/1/2016 Stericycle Communication Solutions12/1/2016 Tran Sign (1999) Ltd.12/1/2016 Van Houtte Coffee Services

12/1/2016 Walmart Stores Inc.

12/1/2016 Zinc Public Relations12/2/2016 Municipal Pension Plan12/2/2016 Receiver General For Canada

12/2/2016 Municipal Finance Authority12/2/2016 Municipal Finance Authority12/7/2016 Municipal Pension Plan12/8/2016 Baird, Laurie12/8/2016 Charette Lily12/8/2016 Dixon, Dana12/8/2016 Edifizi, Giacomo12/8/2016 Hauser, Sarah12/8/2016 Johnson, Rukmini12/8/2016 Lacourse, Megan12/8/2016 Powsey, Clive12/8/2016 Purin, Paul12/8/2016 Riopelle Cathy12/8/2016 Roffey, Sheri12/8/2016 Ross Simon12/8/2016 Sitko Paul12/8/2016 Traci Skuce

12/8/2016 Willard-Stepan, Maya12/8/2016 Willard-Stepan, Christina12/9/2016 Blanchard Security12/9/2016 Canadian Tire #350

12/9/2016 Carvello Law Corporation12/9/2016 Cascade Wear BC Ltd.12/9/2016 Cintas

12/9/2016 Comox Pacific Express Ltd.12/9/2016 Corix Water Products Limited Partnership12/9/2016 Cumberland General Store

12/9/2016 Cumberland Sand & Gravel Ltd

12/9/2016 Cupe Local 55612/9/2016 DPOC Neopost Canada Ltd12/9/2016 Ecoplan International Inc12/9/2016 Footprints Security Patrol Inc.12/9/2016 Gary Moser Consulting Inc12/9/2016 Hyland Precast Inc.12/9/2016 Imperial Welding Ltd.12/9/2016 Island Blue Print Co Ltd.

12/9/2016 J.R. Edgett Excavating Ltd12/9/2016 Justice Institute of British Columbia

1646516464164661646316467164681646916470000000000000221250000000000002212600000000000022220000000000000222210000000000002229116471164721647316474164751647616477164781647916480164811648216483164841648516486

16487

1648816489

16490

16491

16492

16493

16494

1649516496

16497

1649816499165001650116502165031650416505

902.50

9,607.5010,864.35

438.16

134.79

229.18

66.872,622.37

11,104.92

16,204.3213,006.14

601.9511,153.07

104.92

16.00

682.30

182.0058.50

122.50

155.00211.05200.00262.70182.5039.00

375.00240.0020.0050.00

1,024.88179.19

3,693.8814.49

186.27159.34

6,756.36193.58544.40

763.502,625.004,399.50

217.22

4,922.72

165.383,000.00

178.92

714.00

303.42

- 171 -

12/9/2016 Lordco Auto Parts

12/9/2016 Monk Office12/9/2016 Maxxam Analytics12/9/2016 Perfect Mind Technology Inc.12/9/2016 Planet Clean12/9/2016 Purolator Courier Ltd.

12/9/2016 Regional District,Comox Valley12/9/2016 Shaw Cablesystems G.P.12/9/2016 Slegg L.P.12/9/2016 Spectrum Skateparks Inc12/9/2016 Telus Communications

12/9/2016 Vancouver Island Powerline Ltd

12/9/2016 Van Houtte Coffee Services

12/9/2016 Village Bakery, Cumberland12/9/2016 Wed ler Engineering

12/15/2016 Abrams, James12/15/2016 Aitken, Ronald Peter

12/15/2016 Alien, Jordan

12/15/2016 Banks, Angelina12/15/2016 Banks, Thomas Leonard

12/15/2016 Bossom, Michael

12/15/2016 Braidwood, Thomas

12/15/2016 Bruce, Tyler12/15/2016 Cameron, John

12/15/2016 Clarke, James

12/15/2016 Cofield, Kyle12/15/2016 Dry, Greig12/15/2016 Dueck, Mark

12/15/2016 Ellis, Steven

12/15/2016 Fourneau Kent

12/15/2016 French, Jesse12/15/2016 Grinde, Blair12/15/2016 Hendry Jordan12/15/2016 Hofmann, Donald Brent

12/15/2016 Lacourse, Michael

12/15/2016 Levirs, Robert N12/15/2016 Levigne.John12/15/2016 Lund, Mikkel12/15/2016 Lund, Quinton

12/15/2016 Palmer Aaron Coel12/15/2016 Pateman, Archie

12/15/2016 Rodger, Glen12/15/2016 Rodger, Sean12/15/2016 Smith, Jason

12/15/2016 Wallace, Kevin12/15/2016 Watson, Sarah

12/15/2016 Windley Stanley Craig12/15/2016 De Lage Landen

16506165081650716509165101651116512165131651416515165161651816517165191652016521165221652316524165251652616527165281652916530

16531

16532

16533

1653416535165361653716538165391654016542165411654316544165451654616547165481654916550165511655200000000000022222

998.9938.37

1,015.352,116.11

92.8239.57

6,310.75

98.51

288.01131.25120.66

4,113.90

167.61

36.802,479.31

531.55425.51

1,240.82576.00

2,097.61

3,046.61

1,299.91

285.55

428.00

426.00

1,693.702,198.61

950.12839.94

3,176.152,252.901,082.801,412.311,362.49

456.00330.00676.00

4,031.47544.00

1,577.031,395.842,368.891,404.16

164.00

1,934.96392.00

10,834.41

55.95

- 172 -

12/16/2016 Receiver General For Canada

12/16/2016 Receiver General For Canada

12/20/2016 603212 B.C. Ltd.12/20/2016 ABC Printing12/20/2016 ACE Courier Services12/20/2016 Alpine Water & Energy12/20/2016 Baird, Leslie

12/20/2016 Beaufort Association for the Mentally Handicapped12/20/2016 Progressive Waste Solutions Canada Inc12/20/2016 BKN Ventures Ltd12/20/2016 Brando Construction Ltd

12/20/2016 Comox Valley Child Development Assoc12/20/2016 Currently Cumberland12/20/2016 Cintas12/20/2016 Coastal Mountain Fuels

12/20/2016 Comox Pacific Express Ltd.12/20/2016 Corix Water Products Limited Partnership12/20/2016 Crisfield, Robert12/20/2016 Cumberland Hotel

12/20/2016 Cumberland Museum & Archives

12/20/2016 Cumberland Sand & Gravel Ltd

12/20/2016 Cupe Local 55612/20/2016 Tetra Tech EBA Inc12/20/2016 E.B. Horsman & Son12/20/2016 Eecol Electric Corp.12/20/2016 Finning (Canada)12/20/2016 Fire Rescue Society, Cumberland12/20/2016 Flint, Jenna12/20/2016 FORTISBC-Natural Gas12/20/2016 Guillevin International Co.

12/20/2016 Home Hardware Centre

12/20/2016 Hyland Precast Inc.12/20/2016 iCompass Technologies12/20/2016 Ka I Tire12/20/2016 Knutson, Leah

12/20/2016 MAR'S RESTAURANT12/20/2016 McPhedran Kevin

12/20/2016 Moa Media Ltd12/20/2016 Monk Office

12/20/2016 Morin, Odie12/20/2016 Municipal Insurance Association of British Columbia12/20/2016 North Island Communications Inc.

12/20/2016 OnDeck Systems Inc.12/20/2016 Ono Trading Courtenay12/20/2016 Outlook Land Design Inc12/20/2016 Pilon Tool Rentals (1972) Ltd.12/20/2016 Purin, Samantha12/20/201G Revenue Services of British Columbia

000000000000222930000000000002229416553165541655516556165581655916560165611656216563165641656516566165671656816569165701657116572165731657416575165761657716578165791658016581165821658316584165851658616587

1658816589

16590165911659216593165941659516596165971659816599

14,956.91

13,039.622,240.001,044.22

49.6720,010.80

201.002,500.001,054.25

1,500.00

1,500.00

90.001,785.00

375.66

2,841.71

152.87803.99

70.25

2,111.16

630.00

239.70

793.27

11,048.51

114.24

191.5266.77

6,840.00120.00

2,836.80991.2015.10

418.05120.75

2,050.2942.87

500.00100.48251.84

4,014.69597.58

25,063.001,999.20

90.72299.24

1,864.81

115.06

75.00

3,450.00

- 173 -

12/20/2016 Shaw Cablesystems G.P.12/20/2016 Society of Landscape Architects, BC12/20/2016 SPCA, Comox Valley12/20/2016 Stockand Trisha

12/20/2016 Tayco Paving Company12/20/2016 Tran Sign (1999) Ltd.12/20/2016 UPS Canada

12/20/2016 Village Bakery, Cumberland12/20/2016 Walmart Stores Inc.

12/20/2016 Wandering Moose Cafe, The12/20/2016 Waverley Hotel & Liquor Store12/20/2016 Western Geotechnical Consultants Ltd

12/20/2016 Young, Andersen Barristers & Solicitors12/20/2016 Rogers Communications Inc.12/20/2016 Mastercard, Credit Union

12/20/2016 Hydro & Power Authority, BC12/21/2016 Dixon, Dana

12/21/2016 Flesher, Kevin Jay12/21/2016 Hand in Hand Early Years Nature Education12/21/2016 Hauser, Sarah12/21/2016 Knutson, leah12/21/2016 Purin, Paul

12/21/2016 Riopelle Cathy12/21/2016 Traci Skuce12/21/2016 Sokil, Kazimea12/21/2016 Willard-Stepan, Maya12/28/2016 Municipal Finance Authority12/28/2016 Receiver General For Canada

12/30/2016 Municipal Pension Plan

1660016601166021660316604166051660616607166081660916610166111661200000000000022310000000000000223110000000000002231216613166141661516616166171661816619166211662216623000000000000223870000000000002238800000000000022292Total

742.35865.20104.1548.07

1,050.00323.6862.04

175.0087.9770.00

500.003,255.00

203.12131.54

6,646.739,813.71

219.98200.00

12,713.4513.0077.95

150.00187.5060.00

175.00

20.002,053.09

17,441.66

11,207.67

$ 479,933.73

- 174 -

Council Motions - Outstanding Action Items January 19, 2017 Please note: In-camera action items are not included

# RESOLUTION STAFF STATUS April 10, 2012

12.281 THAT Council request staff to get more clarification regarding Coal Valley Estates’ responsibility in regards to the runoff from their proposed development adjacent to Camp Road in relation to the Official Community Plan section that states development needs to keep 90 per cent of rain on their development properties.

Rob To be considered at Subdivision

January 27, 2014

14-46 THAT Council refer the property agreements for Cumberland OAP and Coal Valley BMX back to staff.

Adriana In Process

January 26, 2015

15-36 THAT Council direct staff to seek an appraisal of the Saito House and determination of its current condition and report back to Council with a view to the option of purchasing.

Judy Spring 2017

April 27, 2015

15-185 THAT Council delegate the responsibility to ensure that each individual lot in Phase 2 of the Carlisle Lane development meets the requirements of the Development Permit (File 2015-02-DP) as granted by Council above, to the Planner or designate.

Joanne In Process

May 11, 2015

15-217 THAT Council direct staff to provide a report on implication of a bylaw prohibiting smoking in public places.

Adriana In Process

15-284 THAT Council approve the Cumberland Lake Park project of renovating the existing washroom and shower facilities building adjacent to the concession building, and constructing a new accessible washroom and shower building attached to the existing shower/concession building; and direct staff to bring forward an amendment to the 2015 Financial Plan Bylaw to include an expenditure in 2015 of $55,000 from the 2014 annual surplus and $50,000 from the Host Community Funds.

Rob Michelle

Spring 2017 In Process

September 14, 2015

15-417 THAT Council direct staff to bring forward a purchasing policy with staff recommended changes as outlined in this report and establishing updated authorization limits

Michelle Complete

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 2

October 13, 2015

15-469 THAT Council direct staff to bring forward an amendment to the 2015 budget for up to $1800 from 2014 surplus for equipment and additional public works labour for the Wetlands Water Gauge Project.

Rob

In Process

15-484 THAT Council approve the expenditure of $150,000 for the upgrade of specific sections of old sidewalk and sidewalk letdowns as additional scope of work to the Dunsmuir Area I&I Reduction Project, to be funded from the Developer Amenity Funds.

Rob

In Process

15-509 THAT Council direct staff to review maximum boat size and regulations on the flushing out of boats for the Comox Lake Park boat launch.

Kevin M In Process

January 25, 2016

16-31 THAT Council endorse the Rotary Club of Cumberland Centennial “Path to Recreation” trail proposal to partner to develop a trail from the Village core to Comox Lake in principle, direct staff to proceed with further investigations into the feasibility of the project, and report back to Council; and THAT Council direct staff to draft a Partnership Agreement with the Rotary Club of Cumberland Centennial to clarify the roles of each organization in the project, and to report back to Council.

Kevin M In Process

April 11, 2016

16-152 THAT Council direct staff to proceed with site design and planning for an integrated Skatepark and Jump Park project at the Sixth Street Site.

Kevin M In Process

April 25, 2016

16-210 THAT Council grant the Development Permit (File 2016-01-DP) for property legally described as Lot 4, Section 25, Township 10, Comox District, Plan 35738, Except Part in Plan 50023 (4616 Cumberland Road) for the purposes of the construction of a replacement mechanical shop building. The development will be substantially in the form of the attached draft Development Permit.

Joanne In Process

16-216 THAT Council approve the additional expenditure of up to $13,000 from the Community Works Fund for the change to the scope of work for the Zoning Bylaw update; and THAT Council direct staff to bring forward an amendment to the 2016-2020 Financial Plan Bylaw for this expenditure.

Judy Michelle

Complete In Process

16-228 THAT Council direct staff to develop an urban tree management plan for trees in public realm. Judy In Process

16-229 THAT Council direct staff to develop a bicycle parking plan. Rob In Process

June 13, 2016

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 3

16-282 THAT Council including a statement in its procurement policy that the Village does not support the purchase of genetically modified (GMO) apples and salmon as well as indicate a preference for non-GMO products.

Michelle Complete

16-287 THAT Council direct staff to begin the planning and design of the upgrades to the water treatment, storage, and distribution infrastructure for the existing Village surface and well water supply system required in the immediate future; including financing options for these works.

Rob In Process

June 27, 2016

July 25, 2016

16-372 THAT the Council grant the Heritage Alteration Permit for property legally described as Lot 1, District Lot 21, Nelson District, Plan EPP56803 (2706 Dunsmuir Avenue) substantially in compliance with the attached application; and that the Permit shall not be issued until the consolidation of the two lots and lot line change has been registered at the Land Title Office.

Joanne In Process

16-381 THAT Council approve the implementation projects and planning timelines for the upgrades to the Village’s water treatment, storage and distribution infrastructure, outlined as follows: Undertake bathymetric survey – 2016 Begin construction of twinning of the supply line – June 2017 Secure land for locating new UV water treatment plant and storage reservoir – September 2017 Begin construction of new UV water treatment plant and storage reservoir – September 2018 Complete construction and commissioning of water treatment plant and storage reservoir July 2019.

Rob In Process

16-384 THAT Council direct staff to bring forward an amendment to the adopted 2016 – 2020 Financial Plan Bylaw to allocate $60,000 in LWMP community works funding from the 2017 calendar year to the 2016 calendar year.

Michelle In Process

16-390 THAT Council revisit the Cumberland Enhancement Study to bring it up to date in terms of rainwater management.

Judy Spring 2017

August 8, 2016

16-406 THAT Council approve the additional expenditure for the Cumberland and Bevan Project of up to $280,180 to be funded from the following sources:

a. $50,000 to be borrowed from accumulated surplus in 2016 and paid back in 2018 using Community Works Funds, in order to fully cover the estimated project costs

Michelle In Process

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 4

b. $80,460 from the Roads Development Cost Charges fund c. $149,720 from the Water Development Cost Charges fund, with $93,000 from the Water

Development Cost Charges fund and $56,720 to be borrowed from and then repaid to the Roads Development Cost Charges fund as new Water DCCs are collected

AND FURTHER THAT Council direct staff to bring forward an amendment to the adopted 2016 – 2020 Financial Plan Bylaw to reflect this expenditure.

16-410 THAT Council direct staff to update the Animal Control Bylaw as follows:

Prohibit feeding wildlife - feeding wildlife attracts prey animals into urban areas, which are food source for cougars and other predators

Change the definition of rabbits to include hares

Include seizure and impoundment fee for all animals, not only dogs

Update definitions and regulation for aggressive dog and dangerous dog, to include aggression towards other animals, and to be consistent with the definition under the Community Charter

Update regulation for control of aggressive dogs on private and public property

Prohibit aggressive dogs in the Village of Cumberland that have had three altercations

Include regulation of the tethering of dogs

Adriana In Process

September 6, 2016

16-434 THAT Council direct staff to include a preference for non-genetically modified products “where reasonable” in its procurement policy.

Michelle Complete

16-436 THAT Council approve the additional expenditure of up to $50,000 to be funded through the infrastructure asset renewal reserve for additional costs for the Egremont Road infrastructure renewal project; AND THAT Council direct staff to bring forward an amendment to the adopted 2016-2020 Financial Plan Bylaw to reflect this expenditure.

Rob Michelle

Complete In Process

September 19, 2016

16-484 THAT Council prohibit backyard burning of yard waste but allow backyard recreational burning. Adriana In Process

16-488 THAT Council approve the short-term borrowing from the Municipal Finance Authority through the Equipment Financing Program in the amount of $40,000 for the purchase of a service truck and box for a five year term that must be repaid in five years.

Michelle Complete

October 24, 2016

16-514 THAT Council approve moving forward with preparing an application for wastewater treatment Sundance Complete

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 5

to the Clean Water and Wastewater Fund, THAT Council approve the additional expenditures associated with a treatment system in the amount of $105 000 in 2016 and $10 000 in 2017 to be funded by sewer accumulated surplus to be reimbursed by 2018 Community Works Funds, AND FURTHER THAT Council direct staff to bring forward an amendment to the adopted 2016 – 2020 Financial Plan Bylaw to reflect this expenditure.

Michelle

In Process

16-522 THAT Council direct staff to proceed with the Lake Park Concession Washroom; THAT Council approve the additional expenditure of up to $30 000, to be funded through the Host Community Amenity Funds, for the completion of the Lake Park 19th Wing Concession/Washroom Renovations; AND THAT Council direct staff to bring forward an amendment to the adopted 2016-2020 Financial Plan Bylaw to reflect this expenditure.

Rob Michelle

Spring 2017 In Process

16-527 THAT Council direct staff to amend the Water and Sanitary Sewer User Rates and Frontage Tax bylaws and establish a new Storm Water Frontage Tax bylaw to fund water, sewer and storm water operating and annual capital replacement costs over the years 2017-2021 effective for the 2017 year.

Michelle In Process

November 14, 2016

16-549 THAT Council direct staff to take the 4681 Cumberland Road rezoning application to the next meeting of the Advisory Planning Commission.

Judy In Process

16-556 THAT Council approve the Village of Cumberland submitting an application for grant funding to the Canada-British Columbia Clean Water and Wastewater Fund for an amount up to $6,010,000 for the Water Supply Capital Improvements Project consisting of the construction of a reservoir, treatment plant, and twinning of the supply line, THAT Council support the Water Supply Capital Improvements Project and commit the Village of Cumberland to its share up to $1,021,700 of the project, THAT Council acknowledge that without the Canada-British Columbia Clean Water and Wastewater Funding the full scope of the Water Supply Capital Improvements Project would not otherwise have been undertaken in fiscal years 2016-17 or 2017-18, and THAT Council direct staff to proceed with the Alternative Approval Process for borrowing up to

Rob Michelle Sundance Adriana

Complete Complete

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 6

$1,050,100 for the completion of the Water Supply Capital Improvements Project on behalf of the residents in accordance with requirements as described in the Community Charter and Local Government Act.

16-577 THAT Council forward the Streets and Traffic Bylaw No. 951, 2016 to the Accessibility Committee for review, and THAT Council direct staff to solicit community feedback on the new Streets and Traffic Bylaw No. 951, 2016.

Adriana Complete Complete

November 17, 2016

16-583 THAT Council direct staff to proceed with the Alternative Approval Process for borrowing up to $1,050,100 for the completion of the Water Supply Capital Improvements Project on behalf of the residents in accordance with requirements as described in the Community Charter and Local Government Act. THAT Council approve the Village of Cumberland submitting an application for grant funding to the Canada-British Columbia Clean Water and Wastewater Fund for an amount up to $21,000,000 for the Cumberland Wastewater Treatment Project, THAT Council support the Cumberland Wastewater Treatment Project and commit the Village of Cumberland to its share of up to $4,310,650 of the project, THAT Council acknowledge that without the Canada-British Columbia Clean Water and Wastewater Funding the Cumberland Wastewater Treatment Project could not proceed, AND THAT Council direct staff to proceed with the Alternative Approval Process for borrowing up to $4,310,650 for the completion of the Cumberland Wastewater Treatment Project on behalf of the residents in accordance with requirements as described in the Community Charter and Local Government Act.

Rob Michelle Sundance Adriana

Complete Complete

November 28, 2016

16-590 THAT Council approve the Coal Creek Historic Park Disc Golf Course as a long-term park amenity, AND THAT Council direct staff to draft a five year course stewardship agreement with the Comox Valley Disc Golf Club and report back to Council.

Kevin Mc In Process

16-594 THAT Council add to Section 6, Sustainable Procurement Practices of the Updated Purchasing Policy, “The Village does not support the purchase of genetically modified (GMO) apples and salmon; and for all other products, the Village prefers to purchase non-genetically modified

Michelle Complete

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 7

products where reasonable,” THAT Council adopt the Purchasing Management Services Policy number 3.3 as presented, THAT Council repeal Purchasing of Goods and Services Policy number 3.1 dated January 20, 2003, AND THAT Council repeal Disposal of Village Assets Policy number 3.2 dated January 2003.

16-601 THAT Council give first, second and third reading to the Water Improvements Loan Authorization Bylaw No. 1048, AND THAT Council adopt the following resolution: WHEREAS the Village of Cumberland Council has given three readings to “Water Improvements Loan Authorization Bylaw No. 1048” which proposes that a debenture not to exceed $1,050,100 be obtained to finance improvements to the Community Drinking Water System, called the Water Supply Capital Improvements Project, which will be repaid over a period not to exceed 30 years; AND WHEREAS Council cannot adopt Bylaw No. 1048 until the approval of the electors has been obtained; THEREFORE BE IT RESOLVED that the Corporate Officer undertake an alternative approval process to determine the opinion of the electors with regard to the matter; THAT the eligible elector estimate of 3369 be approved; THAT the Deputy Corporate Officer be designated to receive elector response forms on the Corporate Officer’s behalf; AND FURTHER THAT a 30-day period for receiving elector response forms be established.

Adriana In Process

16-603 THAT Council give first, second and third reading to the Sewer Improvements Loan Authorization Bylaw No. 1049, AND THAT Council adopt the following resolution: WHEREAS the Village of Cumberland Council has given three readings to “Sewer Improvements Loan Authorization Bylaw No. 1049” which proposes that a debenture not to exceed $4,310,650 be obtained to finance improvements to the Wastewater Treatment System, called the Cumberland Wastewater Treatment Project, which will be repaid over a period not to exceed 30 years; AND WHEREAS Council cannot adopt Bylaw No. 1049 until the approval of the electors has been obtained; THEREFORE BE IT RESOLVED that the Corporate Officer undertake an alternative approval

Adriana In Process

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 8

process to determine the opinion of the electors with regard to the matter; THAT the eligible elector estimate of 3369 be approved; THAT the Deputy Corporate Officer be designated to receive elector response forms on the Corporate Officer’s behalf; AND FURTHER THAT a 30-day period for receiving elector response forms be established.

16-609 THAT Council request a staff report on what the yearly tax and utility cost is for a representative household in each of the communities in the Comox Valley.

Michelle In Process

16-618 THAT Council approve the Heritage Management Plan with the amendment of clarifying the role of Council on page three.

Judy In Process

16-620 THAT Council provide a letter of support to the Comox Strathcona Waste Management (CSWM) Board for their grant application for a regional composting facility for the Comox Strathcona waste management service from the New Building Canada Fund – Small Communities Fund (NBCF).

Adriana Complete

16-623 THAT Council direct staff to prepare a report on the Village of Cumberland becoming a SPARC Parking Permit Program point of service.

Adriana In Process

16-625 THAT Council approve staff to enter into a sole source contract with J.R. Edgett Excavating Ltd. for up to $9,000 for installation of storm water infrastructure for the Skatepark and Jump Park project.

Kevin M. In Process

16-628 THAT Council grant the Heritage Alteration Permit for property described as the Lot 11, Block 6, District Lot 21, Nelson District, Plan 522A except part in DD70688N (2717 Dunsmuir Avenue) substantially in compliance with the attached permit.

Joanne In Process

16-630 THAT Council refer the application for a Development Variance Permit for 2613 Dunsmuir Avenue to the Advisory Planning Commission and the Heritage Commission.

Joanne Complete

16-632 THAT Council refer the application for a Development Variance Permit for 2719 Penrith Avenue to the next meeting of the Advisory Planning Commission.

Joanne In Process

17-4 THAT Council enter into the Cumberland Lake Park: 2017-2021 Park Operations Agreement with Cumberland Lake Wilderness Society for the management of Cumberland Lake Park from January 1 2017 to December 31 2021 and authorize the Mayor and Chief Administrative Officer to execute the agreement.

Sundance Complete

17-6 THAT Council direct staff to forward the submission to the Province of BC for potential inclusion into the BC Stops of Interest new sign program.

Judy In Process

17-8 THAT Council confirm the Village of Cumberland Community Grant Program Guidelines as Adriana Complete

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Village of Cumberland Council Meeting Action Items January 19, 2017 Page 9

presented.

17-19 THAT Council give first and second reading to the “Fire Protection Services and Regulation Amendment Bylaw No. 1052, 2017”, AND THAT Council direct staff to solicit community feedback on the proposed prohibition of yard waste fires.

Adriana In Process

- 183 -

COUNCIREPORT

REPORT DATE: January 17, 2017MEETING DATE: January 23, 2017

TO:

FROM:

SUBJECT:

Mayor and Councillors

Adriana Proton, Deputy Corporate Officer

Municipal Ticket Information Bylaw No. 1053

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File No. 4000-01

RECOMMENDATION

i. THAT Council receive the Municipal Ticket Information Bylaw report.

ii. THAT Council give first three readings to "Municipal Ticket Information Bylaw No.1053,2017".

SUMMARY

The proposed Municipal Ticket Information Bylaw No. 1053 adds ticket schedules for six recentbylaws. This gives staff the tools to more easily enforce bylaws.

BACKGROUND

A Municipal Ticket Information (MTI) bylaw designates certain people to enforce bylaws, andallows them to enforce bylaws by ticketing instead of going to court.

The current MTI bylaw is "The Corporation of the Village of Cumberland Municipal TicketInformation Bylaw No. 997, 2014". There have been several bylaw changes since it was passed.Staff identified six new bylaws that need to be added, and two bylaws that have been repealedand need to be removed.

The new bylaws are:

* Streets and Traffic Bylaw No.951,2017. Marijuana-Related Business License Regulation Bylaw No. 1040, 2016. Zoning Bylaw No. 1027, 2016. Municipal Water System Regulation and Fees Bylaw No. 1023, 2015. Municipal Stormwater System Regulation and Fees Bylaw No. 1024, 2015. Municipal Sanitary System Regulation and Fees Bylaw No. 1025, 2015

Page 1 of 3- 184 -

The repealed bylaws are:

. The Corporation of the Village of Cumberland Service Connection and Fees Bylaw No.848,2007

. The Corporation of the Village of Cumberland Sanitary Sewer Use, Extension andConnection Bylaw No. 849, 2007

Staff also reviewed the offences and fines already in the bylaw and made some changes,including adding graduated fines for some Animal Control, Noise Control and Solid Wasteoffences. This is intended to discourage repeated offences.

FINANCIAL IMPLICATIONS

This bylaw will allow the Village to ticket for more bylaw offences. Actual financial implicationsdepend on enforcement and are likely to be minimal.

STRATEGIC OBJECTIVE

This bylaw supports a variety of strategic objectives by improving the Village's bylawenforcement tools.

ATTACHMENTS

Municipal Ticket Information Bylaw No. 1053,2017

CONCURRENCE

Mike Williamson, Manager of Protective Service

Rob Crisfield, Manager of Operations.

OPTIONS

1. THAT Council receive the Municipal Ticket Information Bylaw report.

2. THAT Council give first three readings to "Municipal Ticket Information Bylaw No. 1053,2017".

3. Any other action deemed appropriate by Council.

Respectfully submitted,

?_^/5Adriana Proton

Deputy Corporate Officer

Page 2 of 3- 185 -

^^aSundanceTophamChief Administrative Officer

Page 3 of 3- 186 -

TITLE: Municipal Ticket Information Bylaw No. 1053, 2017

APPLICANT: Village of Cumberland

PURPOSE: A Bylaw to establish a Municipal Ticket Information System.

DATE: January 23, 2017 COUNCIL DECISION:

- 187 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 1 of 29

THE CORPORATION OF THE VILLAGE OF CUMBERLAND

BYLAW NO. 1053

A Bylaw to establish a Municipal Ticket Information System.

The Council of the Corporation of the Village of Cumberland, in open meeting assembled, enacts as follows:

1. This Bylaw shall be cited as “Municipal Ticket Information Bylaw No. 1053, 2017”.

2. The persons appointed to the job positions or titles listed in Column 2 of Schedule A to this Bylaw, and their appointed deputies, may enforce the bylaws listed opposite in Column 1, pursuant to section 264 (1)(b) of the Community Charter.

3. The bylaws designated in Schedules B through P to this Bylaw may be enforced by means of a ticket in the form prescribed for the purpose, pursuant to Part 8 of the Community Charter.

4. The words or expressions listed in Column 1 of Schedules B through P to this Bylaw may be used to designate a bylaw offence.

5. The penalty for a bylaw offence is:

(a) a fine no greater than the amount set out in Column 4 of Schedules B through P to this Bylaw for the corresponding offence, if the amount is paid on or before the 30th day from the date on which the ticket is served; or

(b) a fine no greater than the amount set out in Column 3 of Schedules B through P to this Bylaw for the corresponding offence, if the amount is paid after the day referred to in section 5 (a).

6. If the 30th day falls on a weekend, statutory holiday or day in which the Village Office is closed, the following business day shall be deemed to be the 30th day.

7. Graduated penalties for offences apply to the number of offences committed within a calendar year.

8. Each day an offence occurs or is permitted to exist shall constitute a separate offence.

9. If any section or subsection of this bylaw is found to be invalid by a court of competent jurisdiction, the section or subsection may be severed from the Bylaw without affecting the validity of the remainder of the bylaw.

10. The “Corporation of the Village of Cumberland Municipal Ticket Information Bylaw No. 997, 2014” is hereby repealed.

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 2 of 29

READ A FIRST TIME THIS DAY OF 2017.

READ A SECOND TIME THIS DAY OF 2017.

READ A THIRD TIME THIS DAY OF 2017.

ADOPTED THIS DAY OF 2017. ______________________________ Mayor Corporate Officer

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 3 of 29

SCHEDULE A Bylaw Enforcement Officers

Schedule Column 1 Designated Bylaw

Column 2 Designated Bylaw Enforcement Officers

B

Corporation of the Village of Cumberland Animal Control Bylaw No. 893, 2011

Animal Control Officer Bylaw Enforcement Officer Corporate Officer Manager of Protective Services Pound Keeper Royal Canadian Mounted Police member

C

Corporation of the Village of Cumberland Business License Bylaw No. 896, 2009

Bylaw Enforcement Officer Corporate Officer Financial Officer Manager of Protective Services Royal Canadian Mounted Police member

D

Corporation of the Village of Cumberland Building Bylaw No. 949, 2012

Building Inspector Bylaw Enforcement Officer Manager of Operations Manager of Protective Services

E

Fire Protection Services and Regulation Bylaw No. 988, 2014

Bylaw Enforcement Officer Manager of Protective Services Royal Canadian Mounted Police member

F

Marijuana-Related Business License Regulation Bylaw No. 1040, 2016

Building Inspector Bylaw Enforcement Officer Chief Administrative Officer Corporate Officer Finance Officer Manager of Operations Manager of Protective Services

G

The Corporation of the Village of Cumberland Noise Control Bylaw No. 950, 2012

Bylaw Enforcement Officer Corporate Officer Manager of Protective Services Royal Canadian Mounted Police member

H

Corporation of the Village of Cumberland Parks Regulation Bylaw No. 840, 2007

Bylaw Enforcement Officer Manager of Operations Manager of Protective Services Royal Canadian Mounted Police member

- 190 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 4 of 29

SCHEDULE A Bylaw Enforcement Officers

Schedule Column 1 Designated Bylaw

Column 2 Designated Bylaw Enforcement Officers

I

Village of Cumberland Prevention of Public Nuisances Bylaw No. 870, 2007

Building Inspector Bylaw Enforcement Officer Corporate Officer Manager of Operations Manager of Protective Services Royal Canadian Mounted Police member

J

Municipal Sanitary System Regulation and Fees Bylaw No. 1025, 2015

Building Inspector Bylaw Enforcement Officer Chief Administrative Officer Corporate Officer Manager of Protective Services Manager of Operations Municipal Engineer

K

Solid Waste Bylaw No. 1003, 2014 Bylaw Enforcement Officer Manager of Operations Manager of Protective Services

L

Municipal Stormwater System Regulation and Fees Bylaw No. 1024, 2015

Building Inspector Bylaw Enforcement Officer Chief Administrative Officer Corporate Officer Manager of Protective Services Manager of Operations Municipal Engineer

M

Streets and Traffic Bylaw No. 951, 2017 Bylaw Enforcement Officer Corporate Officer Manager of Operations Manager of Protective Services Royal Canadian Mounted Police member

N

The Corporation of the Village of Cumberland Water Conservation Bylaw No. 807

Bylaw Enforcement Officer Corporate Officer Manager of Operations Manager of Protective Services Royal Canadian Mounted Police member

- 191 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 5 of 29

SCHEDULE A Bylaw Enforcement Officers

Schedule Column 1 Designated Bylaw

Column 2 Designated Bylaw Enforcement Officers

O

Municipal Water System Regulation and Fees Bylaw No. 1023, 2015

Building Inspector Bylaw Enforcement Officer Chief Administrative Officer Corporate Officer Manager of Operations Manager of Protective Services Municipal Engineer

P

Zoning Bylaw No. 1027, 2016 Building Inspector Bylaw Enforcement Officer Chief Administrative Officer Manager of Operations Manager of Protective Services

- 192 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 6 of 29

SCHEDULE B Corporation of the Village of Cumberland Animal Control Bylaw No. 893, 2011

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Obstruction of Officer 3.3 $500 $250

Dangerous dog within Village 4.1 $500 $400

Aggressive dog within Village 4.2 $500 $400

Dog at large, first offence 4.3 $50 $25

Dog at large, second offence 4.3 $100 $50

Dog at large, third or continued offences 4.3 $150 $75

Dog off leash, first offence 4.4 $50 $25

Dog off leash, second offence 4.4 $100 $50

Dog off leash, third or continued offences 4.4 $150 $75

Failure to remove excrement 4.5 $100 $50

Barking dog, first offence 4.6 $50 $25

Barking dog, second offence 4.6 $100 $50

Barking dog, third or continued offences 4.6 $150 $75

Dog in cemetery or Village Park 4.7 $250 $125

Failure to contain dog in heat 4.8 $50 $25

Aggressive Dog not leashed and muzzled 4.10 $500 $400

Failure to confine aggressive dog 4.11 $250 $200

Farm animal at large 4.14 $300 $150

Poultry or rabbit at large 4.14 $50 $25

Keeping more than four (4) dogs 4.16 $100 $50

Unlicensed dog 5.1 $50 $25

Failure to display dog license 5.5 $50 $25

- 193 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 7 of 29

SCHEDULE C Corporation of the Village of Cumberland Business License Bylaw No. 896, 2009

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Operating without valid license 3(a) $110 $55

No license for each business 3(b) $110 $55

No license for each business premises 3(c) $110 $55

Failure to provide information 5(b) $110 $55

Failure to pay license fee 5(e) $110 $55

Failure to pay renewal fee 6(c) $110 $55

Failure to provide information 6(d) $500 250

Failure to display the license 7 $110 $55

Removing license revocation notice 11(e) $250 $125

- 194 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 8 of 29

SCHEDULE D Corporation of the Village of Cumberland Building Bylaw No. 949, 2012

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Construction without a permit 3(a) $1000 $500

No occupancy permit 3(b) $1000 $500

Submit false information 3(c) $1000 $500

Tamper with notice 3(d) $400 $200

Unapproved work 3(e) $1000 $500

Obstruct Building Official 3(f) $400 $200

Construction not to Code 21(a) $1000 $500

Damage to Infrastructure 21(b) $1000 $500

No plans on building site 21(c)(i) $400 $200

No civic address 21(c)(ii) $400 $200

Conceal work without inspection 22(e) $1000 $500

Change occupancy without permit 23(a) $1000 $500

Change grade of lot 24(a) $400 $200

Alter drainage 24(d) $400 $200

Roof drainage discharge hazard 26(iii) $400 $200

Failure to clean street 27 $400 $200

Failure to contain sediment 28 $400 $200

Insufficient pool walkway 30(a)(i) $1000 $500

Insufficient pool enclosure 30(a)(iii) $1000 $500

Insufficient pool gate 30(a)(iv) $1000 $500

Work against order 33(b) $1000 $500

Occupy against order 33(d) $1000 $500

- 195 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 9 of 29

SCHEDULE E Fire Protection Services and Regulation Bylaw No. 988, 2014

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Obstruct/interfere with Manager of Protective Services

30 $500 $250

Damage Fire Department operations or equipment

31 $400 $200

Interfere with access points or water access

34 $500 $250

Obstruction with fire safety features/materials installed in a building

35 $400 $200

False request for response 36 $500 $250

Unauthorized crossing of barricade 37 $200 $100

Failure to provide necessary information/assistance

38 $200 $100

Unauthorized removal/destruction of sign or notice posted under this bylaw

39 $200 $100

Failure to remove/reduce things or conditions as directed by Manager of Protective Services

40 $200 $100

Unsecured vacant building 43 $400 $200

Unsecured fire damaged building 44 $500 $250

Fire without permit 50 $200 $100

Burning contrary to permit 51 $200 $100

Burning that causes hazard 58 $400 $200

Burn prohibited materials 61 $400 $200

Yard waste fire contrary to bylaw 62 $100 $50

Recreational fire contrary to bylaw 63 $200 $100

Land clearing fire contrary to bylaw 64 $1,000 $500

- 196 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 10 of 29

SCHEDULE F

Marijuana-Related Business License Regulation Bylaw No. 1040, 2016

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Operate without valid license 4.1(a) $1000 $500

Underage person on premises 5.1 (a) $1000 $500

Advertise to underage person 5.1(b) $500 $250

Consume marijuana on premises 5.1(c) $500 $250

Unlawful sale of edible cannabis 5.1(d) $1000 $500

Unlawful business hours 5.1(e) $500 $250

Deliver products 5.1(f) $1000 $500

Unrelated business activities 5.1(g) $200 $100

Underage sign noncompliance 5.2((a) $200 $100

Health and safety sign noncompliance 5.2(b) $200 $100

Staffing noncompliance 5.2(c) $500 $250

Blocked windows 5.2(d) $200 $100

Building not enclosed 5.2(e) $200 $100

Air filtration noncompliance 5.2(f) $200 $100

Security noncompliance 5.2(h) $1000 $500

Failure to inform 5.2(i) $200 $100

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 11 of 29

SCHEDULE G The Corporation of the Village of Cumberland Noise Control Bylaw No. 950, 2012

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Noise which disturbs, first offence 3(a) $50 $25

Noise which disturbs, second offence 3(a) $100 $50

Noise which disturbs, third or continued offences

3(a) $150 $75

Allow noise which disturbs, first offence 3(b) $50 $25

Allow noise which disturbs, second offence

3(b) $100 $50

Allow noise which disturbs, third or continue offences

3(b) $150 $75

Amplified noise which disturbs, first offence

3(c) $50 $25

Amplified noise which disturbs, second offence

3(c) $100 $50

Amplified noise which disturbs, third or continued offences

3(c) $150 $75

Machinery which disturbs, first offence 3(d) $150 $75

Machinery which disturbs, second offence

3(d) $200 $100

Machinery which disturbs, third or continued offences

3(d) $250 $125

Dog which disturbs, first offence 3(e) $50 $25

Dog which disturbs, second offence 3(e) $100 $50

Dog which disturbs, third or continued offences

3(e) $150 $75

- 198 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 12 of 29

SCHEDULE H Corporation of the Village of Cumberland Parks Regulation Bylaw No. 840, 2007

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Prohibited park use 7(a) $200 $100

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 13 of 29

SCHEDULE I Village of Cumberland Prevention of Public Nuisances Bylaw No. 870, 2007

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Accumulation of rubbish, water, noxious matter

2(a) $200 $100

Depositing rubbish 2(b) $200 $100

Placing graffiti 2(c) $500 $250

Unsightly premises 3(a) $200 $100

Failure to remove noxious weeds 3(b) $200 $100

Failure to remove roof snow 5 $100 $50

Failure to keep fences in good repair 6(a) $100 $50

Damage to boulevards and sidewalks 7(a) $500 $400

Failure to maintain boulevards 7(b) $100 $50

Failure to keep sidewalk clean 7(c) $100 $50

Failure to remove snow from sidewalk 7(d) $100 $50

Failure to maintain clearance 8 $100 $50

Damage to street signs 9 $500 $250

Failure to place house number 11 $50 $25

- 200 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 14 of 29

SCHEDULE J Municipal Sanitary System Regulation and Fees Bylaw No. 1025, 2015

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Failure to apply for permit B1(b)(i)

D1(c)* $1000 $500

Failure to pay fees

B1(b)(ii)

B5(c)

B9(a)

D7(c)

$200 $100

Installation by unauthorized person B1(f) $1000 $500

Substandard private connection B1(h)

B3(a) $1000 $500

Compulsory connection noncompliance B2(a)(b) $1000 $500

Connection noncompliance B3(d) $1000 $500

Reconnection noncompliance B8(a) $1000 $500

Decommissioning by unqualified person B9(b) $1000 $500

Unauthorized connection D1(a) $1000 $500

Tamper with or obstruct municipal system

D1(b) $1000 $500

Failure to treat industrial wastewater D2 $1000 $500

Prohibited discharge of substances D3

D4 $1000 $500

Failure to report accidental discharge D5 $500 $250

Failure to report blockage D6(a) $500 $250

Obstruct access D7(a)(b)

C7(d) $500 $250

Excess volume C2 C3

$500 $250

Noncompliant control manhole C4 $500 $250

Noncompliant analysis C5(b) $500 $250

Failure to provide proof of storage C6(a) $500 $250

Failure to provide analysis C6(b) $500 $250

- 201 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 15 of 29

SCHEDULE J Municipal Sanitary System Regulation and Fees Bylaw No. 1025, 2015

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Untreated discharge C7(a)(b) $1000 $500

Unapproved facility design C7(c) $1000 $500

*Municipal Sanitary System Regulation and Fees Bylaw No. 1025, 2015 has two part Ds. This refers to the second part D. All other references to part D are for the first part D.

- 202 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 16 of 29

SCHEDULE K Solid Waste Bylaw No. 1003, 2014

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Failure to use garbage service 5(1) $200 $100

Failure to arrange garbage collection 6(2)(a) $200 $100

Failure to arrange sufficient garbage collection

6(2)(b) $200 $100

Failure to store in animal proof location/container, first offence (private collection)

6(2)(c) $150 $75

Failure to store in animal proof location/container, second offence (private collection)

6(2)(c) $200 $100

Failure to store in animal proof location/container, third or continued offences (private collection)

6(2)(c) $250 $125

Attempt to use Extended Service without proper garbage tag

7(2) $100 $50

Prohibited material in container 8(1) $200 $100

Improper removal/disposal of prohibited material

8(3) $200 $00

Non regulation container 9(1)(a) $100 $50

Unmaintained container 9(1)(b) $100 $50

Recyclables not contained 9(1)(c) $100 $50

Organics not contained 9(1)(d) $100 $50

Solid waste not stored in animal proof location or animal resistant container, first offence

9(1)(e) $50 $25

Solid waste not stored in animal proof location or animal resistant container, second offence

9(1)(e) $100 $50

Solid waste not stored in animal proof location or animal resistant container, third or continued offences

9(1)(e) $150 $75

Wet garbage 9(1)(f) $100 $50

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 17 of 29

SCHEDULE K Solid Waste Bylaw No. 1003, 2014

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Liquid deposited in container 9(1)(g) $100 $50

Liquid in container 9(1)(h) $100 $50

Unsealed grease in container 9(1)(i) $100 $50

No waterproof lid 9(1)(j) $100 $50

Loaded container more than 22 kg 9(1)(k) $100 $50

Solid waste out before collection day, first offence

9(1)(l) $100 $50

Solid waste out before collection day, second offence

9(1)(l) $200 $100

Solid waste out before collection day, third or continued offences

9(1)(l) $500 $250

Containers placed improperly on street for pick up

9(1)(m) $100 $50

Solid waste containers left out 9(1)(n) $200 $100

Prohibited park use 7(a) $200 $100

- 204 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 18 of 29

SCHEDULE L Municipal Stormwater System Regulation and Fees Bylaw No. 1024, 2015

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Failure to apply for permit B1(b)(i)

D1(c)* $1000 $500

Failure to pay fees

B1(b)(ii)

D8(i)(ii)

D1(a)*

$200 $100

Installation by unauthorized person B1(f) $1000 $500

Substandard private connection B1(h)

B3(a) $1000 $500

Compulsory connection noncompliance B2(a) $1000 $500

Failure to connect overflow B2(b) $1000 $500

Connection noncompliance B3(d) $1000 $500

Noncompliant infiltration gallery C1(all) $500 $250

Noncompliant cistern C2(a) $1000 $500

Unauthorized connection D1(a) $1000 $500

Tamper with or obstruct municipal system

D1(b)(i) $1000 $500

Obstruct access D1(b)(ii)

D7(b) $1000 $500

Noncompliant fixture D1(b)(iii) $500 $250

Prohibited discharge of substances D1(b)(iv)

D2 $1000 $500

Oil and grit interceptor noncompliance D3 $1000 $500

Failure to report accidental discharge D4 $500 $250

Reconnection noncompliance D5(c)

D8(a) $1000 $500

*Municipal Stormwater System Regulation and Fees Bylaw No. 1024, 2015 has two part Ds. This refers

to the second part D. Other references to part D are for the first part D.

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 19 of 29

SCHEDULE M Streets and Traffic Bylaw No. 951, 2017

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Refuse to comply 17 $100 $50

Hinder or obstruct Traffic Officer 18 $500 $250

Disobey traffic control device 19 $100 $50

Install false traffic control device 20 $100 $50

Damage traffic control device 21 $200 $100

Interfere at emergency 22 $1000 $500

Unlawful parade 23 $100 $50

Unlawfully close highway 24 $1000 $500

Obstruct sidewalk 25 $200 $100

Litter on highway 26 $1000 $250

Leave chattel on highway 27 $200 $100

Damage boulevard 27(a) $200 $100

Interfere with highway 28 $200 $100

Damage from vegetation 28(c) $200 $100

Failure to barricade construction 29 $200 $100

Drive on sidewalk 31 $200 $100

Fail to stop from alley 32 $200 $100

Drive with spiked tires 33 $500 $250

Unlawful parking 36 $100 $50

Park unlicensed vehicle 37 $100 $50

Park on wrong side 38 $100 $50

Park in alley 39 $100 $50

Park for unlawful purpose 40 $100 $50

Park near playground access 41 $100 $50

Park in disabled zone 42 $100 $50

Park detached trailer 43 $100 $50

- 206 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 20 of 29

SCHEDULE M Streets and Traffic Bylaw No. 951, 2017

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Park trailer 44 $100 $50

Park recreational vehicle 45 $100 $50

Park commercial vehicle 46 $100 $50

Park in loading zone 47 $100 $40

Park to obstruct 48 $100 $50

Idling 49 $100 $50

Sign that obstructs 51 $100 $50

Political sign by park 53 $100 $50

Fail to remove political sign 54 $100 $50

Place second sandwich board sign 55 $100 $50

Sandwich board sign noncompliance 56 $100 $50

Unlawful sandwich board sign 57 $100 $50

Fail to move vehicle 58 $100 $50

Damage highway 73 $1000 $500

Remove notice or ticket 75 $100 $50

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 21 of 29

SCHEDULE N The Corporation of the Village of Cumberland Water Conservation Bylaw No. 807

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Wasting water

Due to appliance damage 3(2) $200 $100

When no stage in effect 3(3) $100 $50

During STAGE 1 3(3) $100 $50

During STAGE 2 3(3) $200 $100

During STAGE 3 3(3) $500 $250

Watering outside permitted days/hours

During STAGE 1 3(4) $100 $50

During STAGE 2 3(4) $200 $100

During STAGE 3 3(4) $500 $400

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Municipal Ticket Information Bylaw No. 1053, 2017 Page 22 of 29

SCHEDULE O Municipal Water System Regulation and Fees Bylaw No. 1023, 2015

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay Fine

Failure to apply for permit B1(b)(i)

E1(c) $1000 $500

Failure to pay fees B1(b)(ii) D8(i)(ii)

E1(a) $200 $100

Installation by unauthorized person B1(f) $1000 $500

Well still connected B1(h) $500 $250

Substandard private connection B1(j)

B3(a) $1000 $500

Compulsory connection noncompliance B2(a) $1000 $500

Failure to notify C1(h)

Unauthorized connection D1(a) $1000 $500

Tamper with or obstruct municipal system

D1(b)(i) $1000 $500

Obstruct access D1(b)(ii)

D10(b) $500 $1000

Noncompliant fixture D1(b)(iii) $500 $250

Prohibited discharge of substances D1(b)(iv) $1000 $500

Alter private connection D1(c)(i) $1000 $500

Open fire hydrant D1(c)(ii) $500 $250

Sell water D1(c)(iii) $1000 $500

Prohibited cross connection D2

D3(a) $1000 $500

Backflow device noncompliance D3(c) D3(e)

$1000 $500

Failure to provide test report D3(d) $500 $250

Reconnection noncompliance D8(a)(iii) $500 $250

- 209 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 23 of 29

SCHEDULE P Zoning Bylaw No. 1027, 2016

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay

Fine

Carrying out prohibited use 3.3(all) $1000 $500

Overheight building or structure 3.10(all) $1000 $500

Vision clearance at intersections 3.11(all) $200 $100

Failure to display street address 3.12 $200 $100

Unlawful use, size or siting of an accessory building

4.1(a, b, c) $1000 $500

Overheight fence 4.4(a, b, & c) $200 $100

Non-compliant landscape wall 4.4(g) $200 $100

Non-compliant retaining wall 4.4(h) $500 $250

Non compliant home occupation 4.7(all $200 $100

Non compliant retail food vending 4.9(all) $500 $250

Non compliant secondary suite 4.10(all) $1000 $500

Non compliant use of shipping/cargo containers

4.11(c) $1000 $500

Non-compliant roadside stand 4.13(d) $200 $100

Non-compliant bee keeping 4.13(e) $500 $250

Non compliant keeping of hens 4.13(f) $200 $100

Non compliant keeping of livestock 4.13(g) $500 $250

Non-compliant market gardens 4.14(all) $200 $100

Non compliant vacation rental 4.15(all) $500 $250

Third party advertising 5.1 $200 $100

Residential signage 5.2 $200 $100

Residential multi-family signage 5.3 $200 $100

Non residential signage 5.4 $200 $100

Inadequate parking 6.3(a & b) $500 $250

- 210 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 24 of 29

SCHEDULE P Zoning Bylaw No. 1027, 2016

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay

Fine

Non compliant use(s)

R-1 .............. 7.1(1&2) R-1A ........... 7.2(1&2) R-2 .............. 7.3(1&2) R-3 .............. 7.4(1&2) R-4 .............. 7.5(1&2) MHP ........... 7.6(1&2) RM-1 .......... 7.7(1&2) RM-2 .......... 7.8(1&2) RM-3 .......... 7.9(1&2) MU-1 ........ 7.10(1&2) RU-1 ........... 8.1(1&2) FSG ............. 8.2(1&2) WF .............. 8.3(1&2) RE-1 ............ 8.4(1&2) C-1 .............. 9.1(1&2) C-2 .............. 9.2(1&2) C-3 .............. 9.3(1&2) VCMU-1 ..... 9.4(1&2) I-1 ............. 10.1(1&2) I-2 ............. 10.2(1&2) I-3 ............. 10.3(1&2) I-4 ............. 10.4(1&2) IGR ........... 10.5(1&2) PA-1 ......... 11.1(1&2) PA-2 ......... 11.1(1&2) IMU-1 ....... 12.1(1&2) IMU-2 ....... 12.2(1&2) IMU-3 ....... 12.3(1&2) IMU-4 ....... 12.4(1&2) IMU-5 ....... 12.5(1&2) IMU-6 ....... 12.6(1&2) IHR-1 ........ 12.7(1&2) IREC-1....... 12.8(1&2) ICR-1 ........ 12.9(1&2)

$1000 $500

- 211 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 25 of 29

SCHEDULE P Zoning Bylaw No. 1027, 2016

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay

Fine

Exceeding maximum permitted Density R-1 ................... 7.1(4) R-1A ............... 7.2(4) R-2 ................... 7.3(4) R-3 ................... 7.4(4) R-4 ................... 7.5(4) MHP-1 ............. 7.6(4) RM-1 ............... 7.7(4) RM-2 ............... 7.8(4) RM-3 ............... 7.9(4) MU-1 .............7.10(4) RU-1 ................ 8.1(4) FSG .................. 8.2(4) WF ................... 8.3(4) RE-1 ................. 8.4(4) C-1 ................... 9.1(4) C-2 ................... 9.2(4) C-3 ................... 9.3(4) VCMU-1 ......... 9.4(4) I-1 ..................10.1(4) I-2 ..................10.2(4) I-3 ..................10.3(4) I-4 ..................10.4(4) IGR ................10.5(4) PA-1 ..............11.1(4) PA-2 ..............11.1(4) IMU-1 ............12.1(4) IMU-2 ............12.2(4) IMU-3 ............12.3(4) IMU-4 ............12.4(4) IMU-5 ............12.5(4) IMU-6 ............12.6(4) IHR-1 .............12.7(4) IREC-1............12.8(4) ICR-1 .............12.9(4)

$1000 $500

- 212 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 26 of 29

SCHEDULE P Zoning Bylaw No. 1027, 2016

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay

Fine

Exceeds maximum permitted Lot Coverage

R-1 ................... 7.1(5) R-1A ............... 7.2(5) R-2 ................... 7.3(5) R-3 ................... 7.4(5) R-4 ................... 7.5(5) MHP-1 ............. 7.6(5) RM-1 ............... 7.7(5) RM-2 ............... 7.8(5) RM-3 ............... 7.9(5) MU-1 .............7.10(5) RU-1 ................ 8.1(5) FSG .................. 8.2(5) WF ................... 8.3(5) RE-1 ................. 8.4(5) C-1 ................... 9.1(4) C-2 ................... 9.2(5) C-3 ................... 9.3(5) VCMU-1 ......... 9.4(6) I-1 ..................10.1(5) I-2 ..................10.2(5) I-3 ..................10.3(5) I-4 ..................10.4(5) IGR ................10.5(5) PA-1 ..............11.1(5) PA-2 ..............11.1(5) IMU-1 ............12.1(5) IMU-2 ............12.2(5) IMU-3 ............12.3(5) IMU-4 ............12.4(5) IMU-5 ............12.5(5) IMU-6 ............12.6(5) IHR-1 .............12.7(5) IREC-1............12.8(5) ICR-1 .............12.9(5)

$500 $250

- 213 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 27 of 29

SCHEDULE P Zoning Bylaw No. 1027, 2016

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay

Fine

Non compliance with required setback(s)

R-1 .............. 7.1(6&7) R-1A .......... 7.2(6&7) R-2 .............. 7.3(6&7) R-3 .............. 7.4(6&7) R-4 .............. 7.5(6&7) MHP ........... 7.6(6&7) RM-1 .......... 7.7(6&7) RM-2 .......... 7.8(6&7) RM-3 .......... 7.9(6&7) MU-1 ........ 7.10(6&7) RU-1 ........... 8.1(6&7) FSG ............. 8.2(6&7) WF .............. 8.3(6&7) RE-1 ............ 8.4(6&7) C-1 .............. 9.1(6&7) C-2 .............. 9.2(6&7) C-3 .............. 9.3(6&7) VCMU-1 ..... 9.4(6&7) I-1 ............. 10.1(6&7) I-2 ............. 10.2(6&7) I-3 ............. 10.3(6&7) I-4 ............. 10.4(6&7) IGR ........... 10.5(6&7) PA-1 ......... 11.1(6&7) PA-2 ......... 11.1(6&7) IMU-1 ....... 12.1(6&7) IMU-2 ....... 12.2(6&7) IMU-3 ....... 12.3(6&7) IMU-4 ....... 12.4(6&7) IMU-5 ....... 12.5(6&7) IMU-6 ....... 12.6(6&7) IHR-1 ........ 12.7(6&7) IREC-1....... 12.8(6&7) ICR-1 ........ 12.9(6&7)

$500 $250

- 214 -

Municipal Ticket Information Bylaw No. 1053, 2017 Page 28 of 29

SCHEDULE P Zoning Bylaw No. 1027, 2016

Column 1 Word or Expression Designating Offence

Column 2 Bylaw Section

Column 3 Ticket Fine

Column 4 Early Pay

Fine

Non-compliance with conditions of use R-3 ................... 7.4(8) MU-1 .............7.10(8) C-2 ................... 9.2(8) C-3 ................... 9.3(8) VCMU-1 .......... 9.4(9) PA-2 ..............11.2(8) IMU-1 ............12.1(8) IMU-2 ............12.2(8) IMU-4 ............12.4(8) IMU-5 ............12.5(8) IMU-6 ............12.6(8) ICR-1 .............12.9(8)

$1000 $500

Non- compliance with Additional Regulations

R-4 ................... 7.5(9) FSG .................. 8.2(9) C-1 ................... 9.1(9) VCMU-1 ........9.4(10) I-1 ..................10.1(9) I-2 ..................10.2(9) I-3 ..................10.3(9) IMU-1 ............12.1(9) IMU-2 ............12.2(9) IMU-3 ............12.3(8) IMU-5 ............12.5(9) IMU-6 ............12.6(9)

$1000 $500

- 215 -

REPORT

REPORT DATE: January 16, 2017MEETING DATE: January 23, 2017

TO:

FROM:

SUBJECT:

Mayor and Councillors

Michelle Mason, Financial Officer

Financial Plan Amendment Bylaw

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RECOMMENDATION

THAT Council receive the Financial Plan Amendment Bylaw report for information;

AND THAT Council give first, second and third reading to the "2016-2020 Financial Plan Amendment

Bylaw No. 1054, 2017".

SUMMARY

Staff has prepared the "2016-2020 Financial Plan Amendment Bylaw No. 1054, 2017" based on Council

nnotions made throughout 2016 along with amendments that staff are recommending in this report.Attachments one and two reconcile the financial plan bylaw that was adopted May 9, 2016 to the

amendment bylaw being considered at this time.

BACKGROUND

Council adopted the "2016-2020 Financial Plan Bylaw No. 1033, 2016" on May 9, 2016. Since thenbudget changes have been approved through Council motions and events have occurred throughout

the year that staff are recommending amendments for. The following is a list of these amendmentsthat staff has included for consideration in the bylaw.

Council Motipns

Motion #16-216THAT Council approve the additional expenditure of up to $13, 000 from the Community WorksFund for the change to the scope of work for the Zoning Bylaw update; and THAT Council direct

staff to bring forward an amendment to the 2016-2020 Financial Plan Bylaw for this

expenditure.

Page 1 of 5- 216 -

Motion #16-384

THA T Council direct staff to bring forward an amendment to the 2016-2020 Financial PlanBylaw to allocate $60,000 in LWMP community works funding from the 2017 calendar yearto the 2016 calendar year.

Motion #16-406

Due to a delay in the project timeline staff is recommending an amendment to the 2017 yearof the budget for the following motion instead of 2016 (Council's motion approves thebudget in the 2016 year).

THAT Council approve the additional expenditure for the Cumberland and Bevan Project of up

to $280,180 to be funded from the following sources:

o. $50,000 to be borrowed from accumulated surplus in 2016 and paid back in 2018 usingCommunity Works Funds in order to fully cover the estimated project costs.

b. $80,460 from the Roads Development Cost Charges fundc. $149,720 from the Water Development Cost Charges fund with $93,000 from the Water

Development Cost Charges fund and $56,720 to be borrowed from and then repaid to theRoads Development Cost Charges fund as new Water DCCs are collected

AND FURTHER THA T Council direct staff to bring forward an amendment to the 201 6-2020Financial Plan Bylaw to reflect this expenditure.

Motion #16-434THAT Council approve the additional expenditure of up to $50,000 to be funded through theInfrastructure asset renewal reserve for additional costs for the Egremont Road Infrastructurerenewal project;

AND THAT Council direct staff to bring forward an amendment to the adopted 2016-2020Financial Plan Bylaw for this expenditure.

Motion <fl6-514The Village has been successful with a grant application for Green Municipal Funds in the

amount of $175,000 for LWMP and staff has recommended a budget amendment of the useof these funds under staff recommendations below.

THATCouncil approve moving forward with preparing an application for wastewatertreatment to the Clean Water and Wastewater Fund. THAT Council approve the additional

expenditures associated with a treatment system in the amount of $105, 000 in 2016 and$10,000 in 2017 to be funded by sewer accumulated surplus to be reimbursed by 2018Community Works Funds.

AND FURTHER THAT Council direct staff to bring forward an amendment to the 2016-2020Financial Plan Bylaw for this expenditure.

Page 2 of 5- 217 -

Motion #16-522THAT Council approve the additional expenditure of up to $30,000, to be funded through theHost Community Amenity Funds, for the completion of the Lake Park 19th WingConcession/Washroom Renovations;

AND THAT Council direct staff to bring forward an amendment to the 2016-2020 Financial PlanBylaw to reflect this expenditure.

Motion S16-556

Council direction to amend the 2017 budget for the total expenditure of $6,038,400 requiredfor this project is missing in the Council motion below but based on the staff report and Councildiscussions at the meeting, staff believe that this direction was implied.

THAT Council approve the Village of Cumberland submitting an application for grant funding tothe Canada-British Columbia Clean Water and Wastewater Fund for an amount up to$6,010,000 for the Water Supply Capital Improvements Project consisting of the construction ofa reservoir, treatment plant, and twinning of the supply line;

THAT Council support the Water Supply Capital Improvements Project and commit the Village ofCumberland to its share up to $1,021,700 of the project;

THAT Council acknowledge that without the Canada-British Columbia Clean Water andWastewater Funding the full scope of the Water Supply Capital Improvements Project would nototherwise have been undertaken in fiscal years 2016-17 or 201 7-18;

AND THAT Council direct staff to proceed with the Alternative Approval Process for borrowingup to $1,050,100 for the completion of the Water Supply Capital Improvements Project onbehalf of the residents in accordance with requirements as described in the Community Charterand Local Government Act.

Motion #16-583Council direction to amend the 2017 budget for the total expenditure of $21,000,000 requiredfor this project is missing but based on the staff report and Council discussions at the meeting,staff believe that this direction was implied.

THAT Council approve the Village of Cumberland submitting an application for grant funding tothe Canada-British Columbia Clean Water and Wastewater Fund for an amount up to$21,000,000 for the Cumberland Wastewater Treatment Project;

THAT Council support the Cumberland Wastewater Treatment Project and commit the Village ofCumberland to its share of up to $4,310,650 of the project;

THAT Council acknowledge that without the Canada-British Columbia Clean Water and

Wastewater Funding the Cumberland Wastewater Treatment Project could not proceed;

AND THAT Council direct staff to proceed with the Alternative Approval Process for borrowingup to $4,310,650 for the completion of the Cumberland Wastewater Treatment Project on

Page 3 of 5- 218 -

behalf of the residents in accordance with requirements as described in the Community Charterand Local Government Act.

Staff Recommended Amendments

Liquid Waste Management Plan (LWMP)

The Village applied for funding through the Green Municipal Fund for the LWMP process. The grant inthe amount of $175,000 was successful and this grant can be applied against 2016 and 2017 eligiblecosts. Staff is recommending a budget amendment to the 2016 year for a budget increase to theLWMP project for this funding source and staff will include amounts remaining to be carried forward to2017 in the carry forward list that will come back to Council for approval.

The Village was also successful with an Infrastructure Planning grant application in the amount of$10,000 for the LWMP process as well. The study that will use these funds will start in 2017 andtherefore staff is recommending a budget amendment to the 2017 year for a budget increase to theLWMP project for this funding source.

BC Rural Dividend Program Grant Funding

The Village was successful with a Rural Dividend grant application in the amount of $10,000 for a newEconomic Development Service Delivery Model. In addition, the Village received a refund from the2016 Comox Valley Regional District (CVRD) Economic Development service requisition in the amountof $12,000 as per a recent agreement between the Village and CVRD for withdrawal from the service.

Staff is recommending a budget amendment to the 2016 year for an "economic development model,planning and implementation" project in the amount of $22,000 for these funding sources.

Teen Partlcipaction Grant

One of the many recreation grant applications that the Village was successful with in 2016 was a teenparticipaction grant and the Table Tennis group felt that they could leverage this grant with fundsraised through table tennis tournaments for Village staff to purchase a new ping-pong table. Thegrant was approved for $400, one of the tournaments took place in the fall of 2016 and raised $470and the next tournament will take place in February and is expected to raise the remaining $1,410.

Staff is recommending a budget amendment to the 2016 year for the ping-pong table purchase forthese funding sources.

Equipment Replacement

In the 2016 budget process, Council approved a reserve contribution of $30,000 for facility equipmentemergency replacements. The concept is that the reserve allows these types of equipment to bereplaced when they are actually required rather than having to budget and tax for the repairs andreplacement each year when in reality, the budget may not be needed if there is no breakdown. TheCultural Centre heat pump did need to be replaced during 2016 and therefore $12,145 from the facilityequipment emergency replacement reserve was used for this replacement. As previously reported toCouncil, staff intend to request budget to top up this reserve during the 2017 budget process.

Page 4 of 5- 219 -

Staff is recommending a budget amendment to the 2016 year for the emergency equipmentreplacement.

Another piece of equipment that broke down unexpectedly in 2016 was the floor scrubber over at theCultural Centre, it was determined that it was not possible to transport the CRI scrubber over to theCultural Centre so a replacement scrubber had to be purchased.

Recreation program revenues in 2016 were significantly higher than expected and therefore staff isrecommending an amendment to the 2016 year for the scrubber purchase to be funded by theincreased program revenues. This will still leave a significant amount of program revenue that is inexcess of the expected budget for 2016 which will fall to the annual surplus and staff will reassessestimates for recreation revenue for 2017.

All of the Council approved and staff recommended amendments are contained in the 2016 - 2020Financial Plan Amendment Byalw No. 1054,2017.

FINANCIAL IMPLICATION

None.

STRATEGIC OBJECTIVENone.

ATTACHMENTS1. 2016-2020 Financial Plan Amendment Bylaw No 1054, 2017 Reconciliation - 2016 year.

2. 2016-2020 Financial Plan Amendment Bylaw No 1054, 2017 Reconciliation - 2017 year.3. 2016-2020 Financial Plan Amendment Bylaw No. 1054, 2017.

CONCURRENCENone.

OPTIONS

1. THAT Council give first, second and third reading to the "2016-2020 Financial Plan Amendment

Bylaw No. 1054, 2017".

2. Any other action deemed appropriate by Council.

Respectfully submitted,

Michelle Mason

Financial Officer

SundanceTophamChief Administrative Officer

Page 5 of 5- 220 -

Attachment 1

Motion Original Budget Budget Amended Budget

# Bylaw 1033 Amendments Bylaw 1054

REVENUES

Property taxes & payments in lieu (2,317,045)$ (2,317,045)$

Parcel taxes (183,280) (183,280)

Sale of services & fees adjustments: -

Increased REC Program to cover Auto Scrubber replacement (6,525)

Total Sale of services & fees (1,301,060) (6,525) (1,307,585)

Sale of services to other governments (373,970) (373,970)

Transfers from other government adjustments:

Green Municipal Fund & Infrastructure Planning Grants for

LWMP (185,000)

Rural Dividend grant for new economic development model (10,000)

Total transfers from other government (4,508,480) (195,000) (4,703,480)

Other revenue adjustments:

Refund from CVRD Economic Development Service requisition

payment based on withdrawal agreement for economic

development model, planning & implemnetation project (12,000)

Fund raised donations and Teen Participaction grant for table

tennis purchase (2,280)

Total other revenue (1,629,550) (14,280) (1,643,830)

(10,313,385) (215,805) (10,529,190)

EXPENSES

Other municipal purposes adjustments:

Zoning bylaw update increased budget 16-216 13,000

LWMP reallocation of budget from 2017 to 2016 16-384 60,000

LWMP budget increase for preparation of grant application 16-514 105,000

LWMP budget increases for sucessful GMF and Infrastructure

Planning grants 185,000

Economic Development Model, Planning & Implementation 22,000

Ping-pong table purchase through grant and funds raised by

Table Tennis group 2,280

Total other municipal purposes 4,694,455 387,280 5,081,735

Debt interest 128,550 128,550

Amortization 1,014,542 1,014,542

5,837,547 387,280 6,224,827

NET (REVENUES) EXPENSES (4,475,838) 171,475 (4,304,363)

Reconciliation For The 2016 Year

2016-2020 Financial Plan Amendment Bylaw No 1054, 2017

The Corporation of the Village of Cumberland

1 of 2- 221 -

Attachment 1

Motion Original Budget Budget Amended Budget

# Bylaw 1033 Amendments Bylaw 1054

Reconciliation For The 2016 Year

2016-2020 Financial Plan Amendment Bylaw No 1054, 2017

The Corporation of the Village of Cumberland

ADJUSTMENTS

Acquisition of capital assets adjustments:

Egremont Road Infrastructure project 16-436 50,000

Lake Park washroom & shower renovations (19 Wing labour

donation) 16-522 30,000

Cultural Centre heat pump replacement 12,145

Auto Scrubber replacement request (using increased program

revenues) 6,525

Total acquisition of capital assets 8,457,780 98,670 8,556,450

Add back amortization (1,014,542) (1,014,542)

Proceeds from borrowing (170,000) (170,000)

Principal payments on debt 294,860 294,860

TOTAL ADJUSTMENTS 7,568,098 98,670 7,666,768

CHANGE IN CONSOLIDATED FUNDS 3,092,260 270,145 3,362,405

TRANSFER FROM OTHER RESERVES

Reserves adjustments:

Community Works Funds for zoning bylaw increase 16-216 (13,000)

Community Works Funds for LWMP reallocation of budget from

2017 to 2016 16-384 (60,000)

Sewer accumulated surplus for LWMP budget increase 16-514 (105,000)

Host Amenity Funds for Lake Park 19th Wing project 16-522 (30,000)

Infrastructure asset renewal reserve for Egremont Rd project 16-434 (50,000)

Facility Mechanical Equipment Repairs & Replacement Reserve

for Cultural Centre heat pump replacement (12,145)

Total Reserves (3,747,140) (270,145) (4,017,285)

Development cost charges (862,240) (862,240)

TRANSFER TO OTHER RESERVES

Reserves 1,517,120 1,517,120

TRANSFER TO/(FROM) OTHER RESERVES (3,092,260) (270,145) (3,362,405)

TRANSFER TO/(FROM) ACCUMULATED SURPLUS -$ -$ -$

2 of 2- 222 -

Attachment 2

Motion Original Budget Budget Amended Budget

# Bylaw 1033 Amendments Bylaw 1054

REVENUES

Property taxes & payments in lieu (2,435,665)$ (2,435,665)$

Parcel taxes (183,280) (183,280)

Sale of services & fees (1,499,990) (1,499,990)

Sale of services to other governments (398,120) (398,120)

Transfers from other government adjustments: -

Clean Water and Wastewater fund for Water Supply

Capital Improvement Projects 16-556 (4,988,300)

Clean Water and Wastewater fund for Sewer

Treatment Plant 16-583 (16,689,350)

Total transfers from other government (1,329,415) (21,677,650) (23,007,065)

Other revenue (282,775) (282,775)

(6,129,245) (21,677,650) (27,806,895)

EXPENSES

Other municipal purposes adjustments: -

Reallocate LWMP 2017 budget to 2016 16-384 (60,000)

LWMP budget increase for preparation of grant

application 16-514 10,000

Total other municipal purposes 4,121,005 (50,000) 4,071,005

Debt interest 227,350 227,350

Amortization 1,014,565 1,014,565

5,362,920 (50,000) 5,312,920

NET (REVENUES) EXPENSES (766,325) (21,727,650) (22,493,975)

ADJUSTMENTS

Acquisition of capital assets adjustments:

Cumberland and Bevan Road capital project 16-406 280,180

Water Supply Capital Improvement Projects 16-556 6,038,400

Sewer Treatment Plant 16-583 21,000,000

Total acquisition of capital assets 7,293,675 27,318,580 34,612,255

Add back amortization (1,014,565) (1,014,565)

Proceeds from borrowing -

Debt for Water Supply Capital Improvement Projects 16-556 (1,050,100)

Debt for Sewer Treatment Plant 16-583 (4,310,650)

Total proceeds from borrowing (5,560,000) (5,360,750) (10,920,750)

Principal payments on debt 302,680 302,680

TOTAL ADJUSTMENTS 1,021,790 21,957,830 22,979,620

CHANGE IN CONSOLIDATED FUNDS 255,465 230,180 485,645

TRANSFER FROM OTHER RESERVES

Reserves adjustments:

Accumulated Surplus for increased budget for

Cumberland Road based on preliminary estimates 16-406 (50,000)

Community Works Funds for LWMP moved to 2016 16-384 60,000

Sewer accumulated surplus for LWMP budget

increase 16-514 (10,000)

Total Reserves (1,780,175) - (1,780,175)

Development cost charges adjustments:

Roads & Water DCC revenues for Cumberland Road

budget increase 16-406 (230,180)

Total development cost charges (188,785) (230,180) (418,965)

TRANSFER TO OTHER RESERVES

Reserves 1,713,495 1,713,495

TRANSFER TO/(FROM) OTHER RESERVES (255,465) (230,180) (485,645)

TRANSFER TO/(FROM) ACCUMULATED SURPLUS -$ -$ -$

The Corporation of the Village of Cumberland

2016-2020 Financial Plan Amendment Bylaw No 1054, 2017

Reconciliation For The 2017 Year

- 223 -

THE CORPORATION OF THE VILLAGE OF CUMBERLAND

BYLAW NO. 1054

A bylaw to amend the 2016-2020 Financial Plan Bylaw.

The Council of the Corporation of the Village of Cumberland, in open meeting assembled, enacts as follows:

1. This Bylaw shall be cited as “2016-2020 Financial Plan Amendment Bylaw No.

1054, 2017.” 2. “2016-2020 Financial Plan Bylaw No. 1033, 2016” is amended by deleting

Schedule A to the Bylaw in its entirety and replacing it with Schedule A to this Bylaw.

READ A FIRST TIME THIS DAY OF 2017.

READ A SECOND TIME THIS DAY OF 2017.

READ A THIRD TIME THIS DAY OF 2017.

ADOPTED THIS DAY OF 2017.

_____________________________ Mayor Corporate Officer

- 224 -

The Corporation of the Village of Cumberland 2016-2020 Financial Plan Amendment Bylaw No. 1054, 2017 Page 2 of 2

Schedule A 2016-2020 Financial Plan

Amended

2016 2017 2018 2019 2020

Budget Budget Budget Budget Budget

REVENUES

Property taxes & payments in lieu $ (2,317,045) $ (2,435,665) $ (2,583,820) $ (2,765,595) $ (3,016,760)

Parcel taxes (183,280) (183,280) (183,280) (183,280) (183,280)

Sales of services & fees (1,307,585) (1,499,990) (1,823,700) (2,107,770) (2,202,680)

Sales of services to other governments (373,970) (398,120) (407,470) (418,350) (428,050)

Transfers from other government (4,703,480) (23,007,065) (1,337,770) (1,276,370) (1,377,580)

Other revenue (1,643,830) (282,775) (398,780) (399,780) (393,780)

(10,529,190) (27,806,895) (6,734,820) (7,151,145) (7,602,130)

EXPENSES

Other municipal purposes 5,081,735 4,071,005 4,066,320 4,126,740 4,241,595

Debt interest 128,550 227,350 425,210 435,390 476,350

Amortization 1,014,542 1,014,565 1,014,565 1,014,565 1,014,565

6,224,827 5,312,920 5,506,095 5,576,695 5,732,510

NET (REVENUES) EXPENSES (4,304,363) (22,493,975) (1,228,725) (1,574,450) (1,869,620)

ADJUSTMENTS

Acquisition of capital assets 8,556,450 34,612,255 3,192,635 1,324,290 1,914,205

Add back amortization (1,014,542) (1,014,565) (1,014,565) (1,014,565) (1,014,565)

Proceeds from borrowing (170,000) (10,920,750) (1,417,790) (154,000) (442,000)

Principal payments on debt 294,860 302,680 469,100 522,210 524,720

TOTAL ADJUSTMENTS 7,666,768 22,979,620 1,229,380 677,935 982,360

CHANGE IN CONSOLIDATED FUNDS 3,362,405 485,645 655 (896,515) (887,260)

TRANSFER FROM RESERVES

Reserves (4,017,285) (1,780,175) (1,655,895) (971,370) (1,211,295)

Development Cost charges (862,240) (418,965) (115,480) (76,000) (38,000)

TRANSFER TO RESERVES

Reserves 1,517,120 1,713,495 1,770,720 1,943,885 2,136,555

TRANSFER TO / (FROM) RESERVES (3,362,405) (485,645) (655) 896,515 887,260

TRANSFER TO/(FROM) ACCUMULATED SURPLUS $ - $ - $ - $ - $ -

- 225 -

Heritage Tax Credit Bill:

CALL TO ACTION

A few weeks ago, we reported on the

Private Member’s Bill for the rehabilitation of

historic buildings and designed to support

those who invest in our cultural heritage.

What can you do to help?

In collaboration with the National Trust

for Canada, we are offering three easy steps

to support the passage of this Bill.

1. First, use our template letter to write

to your Member of Parliament.

2. Write a letter to the Minister of

Environment, who is responsible

for built heritage in Canada.

Thank you for reading

The Heritage BC

UPDATE.

Please let us know what you think and if you

have any suggestions for this newsletter.

Please feel free to forward this to your

colleagues and friends.

ANNOUNCING

Heritage BC Webinars

- 226 -

3. Let us know what action you’ve

taken! Copy us on your emails or

send us a copy of your letters

to info@heritagebc.ca.

To learn more about this Call To Action,

please visit our website.

For Hire

Book Heritage BC to lead

your next workshop.

Planning

Registers

Statements of Significance

Strategic Planning

Community Engagement

Contact us to learn how we can help

you reach your heritage goals.

Nelson CPR Station Heritage conservation creates key

community amenities and assets

Heritage Conservation, Sustainability and

Climate Change

Friday, February 17, 2017, 12:00 PM

Heritage & Cultural Tourism

Friday, March 17, 2017, 12:00 PM

How to Use the Standards & Guidelines

for the Conservation of Historic Places in

Canada

Friday, April 14, 2017, 12:00 PM

NEW: The Economic Impact of Heritage:

Making Data Relevant

Friday, May 26, 2017, 12:00 PM

Register Online Today!

Youth Works

Canada Works

Every year, the National Trust for Canada

helps employers hire Canadian youth

through the Young Canada Works (YCW)

program.

Questions? Contact Kevin Parker at (613)

237-1066 ext. 240 or by emailing

kparker@nationaltrustcanada.ca. The

application deadline is January 16, 2017.

- 227 -

Nelson was once inextricably linked with

prospecting and mining, and the town’s

viability was primarily based on railway

power. With this long history, it is not

surprising the former CPR Station remains a

focal point of travel and economy, restored

with a vision to transform it into a hub for

tourism and local and regional businesses.

Constructed in 1901, the CPR Station has

undergone numerous renovations,

responding to changing needs over the

decades. Its most recent transformation was

a $3.5 million rehabilitation that began in

2010, shortly after it was purchased by the

Nelson District Chamber of Commerce. The

project created approximately 60 jobs and

offered skills re-training in the construction

and trades industries.

“We have gone from a building that a lot of

people thought was a liability to a great

community asset,” said Tom Thomson,

executive director of the Nelson Chamber of

Commerce. Now housing the Chamber of

Commerce, the Nelson Tourism Visitor

Centre, the Nelson Star newspaper, offices

BECOME A MEMBER

Heritage BC is your provincial

service organization supporting

heritage conservation across British

Columbia through education,

training and skills development,

capacity building in heritage

planning and funding through the

Heritage Legacy Fund.

Support your provincial heritage

organization by becoming a member

today. Membership fees start as low

of $35.

Become a member today!

- 228 -

for other community organizations, and

providing a boardroom for public meetings

and gatherings, the revitalized CPR Station

carries forward its long legacy related to

travel and economy.

“The Station’s attractiveness to the tourist

and local tourism operators, combined with

the gateway redevelopment initiated by the

City, will produce tremendous increases in

traffic to the Visitor Centre, resulting in more

trade for all tourism businesses in the

region,” continues Thomson. “The first 6

months of operation in the restored heritage

building have seen double digit increases

every month.”

Last year, Heritage BC completed the 2014 economic

impact study, part of a larger project completed on behalf of

the Heritage Branch. This is the last of six case studies,

showcasing good heritage work that is taking place

throughout our province.

Copyright © 2017 Heritage BC, All rights reserved.

Thank you for receiving The Heritage Update.

- 229 -

Our mailing address is:

Heritage BC

1459 Barclay Street

Vancouver, BC V6G 1J6

Canada

Add us to your address book

Want to change how you receive these emails?

You can update your preferences or unsubscribe from this list

- 230 -

DATE

YOUR MP

INSIDE ADDRESS

Dear YOUR MP,

We are writing to express our support for Bill C-323: An Act to Amend the Income Tax Act (Rehabilitation of Historic Property).

This private members Bill, tabled on December 1, 2016, is inspired by the successful US Federal Historic Tax Credit Program,

the outcome of which resulted in hundreds of thousands of housing units, many for low/moderate income families.

In Canada, Bill C-323 has the potential of achieving the same success, widely affecting property owners and developers, the

construction industry, and positively impacting the economy, job creation and environmental issues.

Bill C-323 includes the creation of:

- A 20% tax credit on eligible costs for rehabilitation work done to designated historic places (commercial & owner-occupied

residential);

- An accelerated Capital Cost Allowance (25%/50%/25%) for eligible capitalized costs incurred under the same conditions of

the tax credit (commercial only).

These two tax measures would transform the economic fundamentals for renewing historic places, and will encourage building

conservation of every size and type, from landmark commercial buildings to modest homes. Examples in your constituency

include:

1. (INSERT NAMES AND LOCATIONS OF BUILDINGS IN YOUR CONSTITUENCY THAT COULD BENEFIT

FROM THE NEW TAX CREDIT.)

2.

3.

There are many examples of the significant financial impact of heritage conservation:

- Studies show building rehabilitation generates upwards of 21% more jobs, including skilled jobs, then the same investment

in new construction.

- Building renewal and re-use capitalizes on materials and energy already invested, reduces construction and demolition

waste, and avoids environmental impact associated with new development. A recent study shows that it takes from 10 to 80

years for a new “green” building to make up for the negative climate change impacts of its construction.

- The Commercial Heritage Properties Incentive Fund (CHPIF), a Canada-wide pilot program (2003 - 2008), was designed to

test the benefit of a heritage tax credit. The results were impressive: federal contributions of $21.5 million supporting 49

projects leveraged over 8 times more in private sector investment ($177.2 million).

- The new tax credit program will be supported with tools already in place, such as the Canadian Register of Historic Places,

which continues to be populated with designated heritage properties, and nationally-adopted heritage conservation

standards.

As the significant impact of this Bill will be felt in our own community, as well as nationally, we urge you to support Bill C-323:

An Act to Amend the Income Tax Act (Rehabilitation of Historic Property).

Thank you for your consideration of this important issue.

Sincerely,

YOUR NAME

cc National Trust of Canada, Ottawa

Heritage BC, Vancouver

- 231 -

From: Gary

Date: Wed, Jan 11, 2017 at 12:01 PM

Subject: AVICC resolution/Third Crossing Society project

To: bill.mckay@nanaimo.ca, ljangula@courtenay.ca, mayor@qualicumbeach.com,

mayor.baird@cumberland.ca, mayor.adams@campbellriver.ca, pives@comox.ca,

mike_ruttan@portalberni.ca, mayor@parksville.ca

Dear Central Vancouver Island Mayors

I am the President of the Third Crossing Society. We are writing to you collectively, in your capacity as a

mayors of cities or towns on Central Vancouver Island. This is the area of Vancouver Island that would

be most impacted by our proposed highway between Powell River and Brackendale (south of Whistler).

Our proposed highway will materially improve the Vancouver Island ferry routes that serve your

community. Several of your cities (or regional districts) have endorsed our project in principle or I have

spoken with you directly or by telephone.

The B C Government is currently expecting the filing of the independent professional engineers report on

the various road proposals being considered. Our 'Open Letter to the Premier’ is attached and gives a

good summary of the proposed roads and the benefits to the coastal communities and to the province

generally.

The main proposed routes are road access to the lower Sunshine Coast that would replace the Langdale

ferry and our road proposal that would complete a Third Crossing of the Province from Central

Vancouver Island to the Interior. There is considerable detail at www.thirdcrossingsociety.com and we

are prepared to provide additional details, should your council require them.

Our request is that your Council sponsor and support a resolution in support of these projects at the

AVICC convention this spring. The deadline for such resolutions is February 21, 2017. We are prepared

to compose appropriate wording for a resolution for your consideration.

You will be interested to know that we are making a similar request of cities and towns in the interior, to

present a similar resolution to the spring convention of the Southern Interior Local Government

Association.

In our imagined perfect world, the presentation of these resolutions by AVICC and SILGA at the UBCM

convention this fall will symbolize the true new east/west connection that the Third Crossing of the

Province will be.

We are committed to campaigning for support throughout the Province for approval at the UBCM

convention.

Our open letter to the Premier is attached for your reference. Thank you for your consideration.

Yours truly

Gary Fribance

President, Third Crossing Society

- 232 -

Open Letter to Premier Clark

A Coquihalla for the Coast

'Madam Premier, this can be your legacy'

It's no secret that large swaths of prime coastal real estate are now hostage to our struggling coastal ferries operation. The Third Crossing Society offers you the following three-pronged prescription for putting that land to revenue-producing use and growing our Province:

1. A highway from Sea-to-sky Country to the Upper Sunshine Coast and by ferry to Vancouver Island.

2. A bridge or bridges across Howe Sound between Highway 99 and the Lower Sunshine Coast.

3. A major overhaul of our coastal ferries to generate savings that over ten years will pay for both.

Our campaign in times past has been perceived as of local interest only. This is a narrow view unworthy of a Province like British Columbia, so we are taking the campaign provincial -- to you personally.

Below, we show that the above three undertakings will, at one swoop, bring the coastal ferries problem to heel and pave the way for the benefits that connecting highways historically bring in their wake. Together, they will:

Reduce congestion at Horseshoe Bay by eliminating the Langdale route, and free the Queen of Surrey for extra runs in peak periods elsewhere;

Make the Earls Cove - Saltery Bay ferry available for peak runs elsewhere, because the new Upper Coast highway will absorb most of the traffic that today must use that ferry. Together, the highway and the redeployment set the stage for a much smaller vessel on that run.

Convert the Comox - Powell River route to one that serves a vast area instead of a very limited one (Powell River), and makes money instead of losing it.

Consolidate all Nanaimo’s ferry service in the Duke Point-Tsawassen route and thus reduce current losses on the existing runs during low season.

Permit deactivation of two underutilized Queen-class vessels on the Nanaimo runs in low season, and their reactivation in peak season and on holiday weekends.

Eliminate all runs now using Horseshoe Bay except Bowen Island.

Make prime real estate now sunk under the terminals at Langdale and Departure Bay (and most of Horseshoe Bay), available for re-development and revenue-generating purposes.

As this was written, the cost of the two proposed “fixed links” was the subject of what engineers call an “Order of Magnitude” study. We expect that study will be completed this month (December). Our engineering experts are standing by to analyze and comment on what will be a large but far from realistic estimate.

The point we wish to make now -- and we expect the experts will confirm -- is that whatever the realistic estimate may be, most if not all of the costs will be offset by (a) savings at BC Ferries, (b) cost recoveries from redundant assets, and (c) road tolls and other economies.

- 233 -

Introducing an automated reservations system throughout the fleet will enable flex-pricing, which will pull demand from peak sailing times to less busy ones, and permit the use of smaller vessels in the long low season. Adjustments to the frequency of sailings can be made in the shoulder seasons, and allow extra vessels to be thoroughly serviced and ready for reactivation come the busy times.

Increased ferry efficiencies will provide major ferry economies, reduced subsidies, reduced pressure to raise fares and reduced service failures in peak periods.

Obstacles to travel to our coastal communities will diminish and regional economies will recover. Metro’s congestion misery and infrastructure cost pressures will ease. Accessibility from most interior cities to our Pacific coast will expand without adding to Metro Vancouver’s traffic jams. A new vision and expansion of our coastal presence will be a major legacy for the Province and the administration that has the courage to make it happen.

We have done substantial research to come to the above conclusions. Additional details at thirdcrossingsociety.com.

Madam Premier, the time for action has come.

Sincerely,

The Third Crossing Society

December 5, 2016

- 234 -

From: Jennifer Steel

Sent: Monday, January 16, 2017 8:53 AM

Subject: CVRD News: Get Notified by the CVRD about emergencies

For immediate release January 16, 2017

Get Notified by the CVRD about emergencies

The Comox Valley Regional District (CVRD) is implementing a new, free emergency notifications service to keep residents and businesses informed in a timely manner. The service will issue prompt emergency notifications to landline or mobile phones through a text or voice message. Initially the service will focus on boil water notifications but will later be expanded to include all other types of regional emergency messages.

“We encourage all residents to sign-up for these emergency notifications.” explains Howie Siemens, Comox Valley emergency program coordinator. “This new system will help ensure residents and businesses be notified of emergency related events quicker.”

The free sign-up process is simple. Just go to www.comoxvalleyrd.ca/getnotified. Follow the steps outlined for setting up your account. Remember to choose both the community in which you live and the Comox Valley Water Supply System (boil water) notification lists. If you are not interested in receiving boil water notifications simply register for the community in which you live:

City of Courtenay

Electoral Area A (Baynes Sound – Denman/Hornby Island)

Electoral Area B (Lazo North)

Electoral Area C (Puntledge – Black Creek)

Town of Comox

Village of Cumberland).

There are many residents within the Comox Valley that do not have access to a computer. If you wish to receive notifications but currently do not have a computer please call 250-334-6057 and we will help set up your account for you. All you need to know is the phone number you wish to use and the community in which you live. Callers will also be asked if they are part of the Comox Valley Water Supply System and if they would like to receive boil water notifications.

"Until construction of the new water filtration plant is complete, we may continue to experience boil water notifications.” explains Kristian La Rose, senior manager of water/wastewater services. “Signing up for our emergency notifications will allow residents to maintain awareness of when a boil water notice is issued and when it is lifted.”

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For more information and to sign-up for free visit www.comoxvalleyrd.ca/getnotified

The Comox Valley Regional District is a federation of three electoral areas and three municipalities providing sustainable services for residents and visitors to the area. The members of the regional district work collaboratively on services for the benefit of the diverse urban and rural areas of the Comox Valley.

Emergency Notification Media Contact:

Howie Siemens, Comox Valley Emergency Program Coordinator

T: 250-334-8890

Boil Water Media Contact:

Kristian La Rose, Senior manager of water/wastewater services

T: 250-334-8890

Jennifer Steel

Manager of Corporate Communications

Corporate Services Branch

Comox Valley Regional District

600 Comox Road

Courtenay, BC V9N 3P6

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Excellent care, for everyone,

everywhere, every time.

January 12, 2017

Her Worship Mayor Leslie BairdVillage of CumberlandPO Box 340Cumberland, BC VOR ISO

Dear Mayor Baird:

Re: Recommendations - Local Government Smoke-Free Bylawsb400

On behalf of the Medical Health OfBcers for Island Health, the Tobacco & Vapour Prevention andControl program (TVPC) is following up on the letter the Village of Cumberland received March 2015.The letter provided recommendations to council and requested the municipality take steps to farther theefforts to reduce tobacco use, exposure to "second-hand" smoke, and to model a tobacco tree lifestyle inthe community. We are now inquiring how the Village of Cumberland is progressing with thedevelopment of tobacco and vapour products bylaws. We have attached a smoke-free bylaw template andfact sheet to help guide your process. What other support we can provide to help Council move forwardwith creating and enacting policies that meet or exceed the provincial legislation?

As of September 1, 2016 the province of British Columbia updated several laws that govern tobacco andvapour products. The Tobacco Control Act and Regulation were replaced with the Tobacco and VapourProducts Control Act and Regulation. The scope of the new legislation is now expanded to includee-cigarettes and vapour products. However, it does not extend to all outdoor public spaces. The Village ofCumberland can contribute to the health and wellbeing of all citizens across the life course by creatingand implementing smoke-free bylaws in outdoor public spaces, public places, and work sites.

For the purpose of Grafting smoke-free bylaws we advocate defining:. "Smoke" or "smoking" to include or burning of a cigarette or cigar, or any substance using a

pipe, hookah pipe, lighted smoking device, or electronic smoking device;. "Burning" to mean to produce smoke, vapour or other substances that can be inhaled, including

vegetative matter; and

. "Vegetative matter" as any plant product that can be dried and burned into vapour.

Environmental smoke whether from tobacco, marijuana, heated vapour, or the burning of other substancescan contain Class A carcinogens similar to benzene and asbestos. These substances upon combustion arelikely to produce fine particulate matter as well as a variety of noxious chemicals, all of which is harmfulto human health. Repeated surveys have demonstrated overwhelming public support for local regulationswhich restrict the public consumption and use of tobacco, vapour, or other substances that can be inhaled.

Therefore, (he Medical Health Officers of Island Health recommend councils implement the followingrecommendations:

. Make outdoor public places smoke-free by prohibiting tobacco, vapour or other substances thatcan be inhaled in areas where children play, including beaches, parks, playgrounds, sports fields,and athletic stands.

Office of the Medical Health Officer

355 - llth Street, Courtenay BC V9N 1S4 Tel: 250.331.8591 Fax: 250-331-8513viha.ca

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January 12.2017 Paae2of2

. Add public places not included in the Tobacco and Vapour Products Control Regulation, such aspatios of bars and restaurants (currently exempted by the Regulation), transit stops (not justshelters), construction and marine environments, and all other outdoor public places whereindividuals are required to queue for the receipt of any service.

. Include water pipes in bylaws. A developing health threat is associated with the use water pipesand regardless of the material smoked in these devices, the same restrictions as smoke-free placesshould apply. Consideration should also be given to preclude the sale and public use of waterpipes within the boundary of the municipality.

. Council support for comprehensive tobacco legislation passed through the Union of BCMunicipalities (UBCM) process. Such resolutions may take time before implementation, hencethe importance of Council acting now to protect and promote the health of your constituents.

In addition to protecting citizens from second-hand smoke exposure, smoke-free outdoor places supportindividuals who want to quit smoking and provide positive role modelling for children and youth.Effective smoke control measures save lives, financial resources, and are vital to protecting the integrityofBC's healthcare system.

On behalf of Island Health Medical Health Officers and the TVPC program we thank you for taking thetime to consider these recommendations. We look forward to working with you to enable the creation andenactment of policies.

Yours in health,

Dr. Charmaine Enns, MD, MHSc, FRCPCMedical Health Officer

^<4

Shelley McClure, Ed.D, CEC, CAM |Leader, OperationsTobacco & Vapour Prevention and Control Program

CE,SM/tm

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THE CITY/ TOWN/VILLAGE OF ABCDEFG

SMOKING REGULATION BYLAW No. xxx, year

A Bylaw to Regulate Smoking in the (City/TownA/illage of ABCD)

WHEREAS it has been determined that Environmental Smoke whether from tobacco.marijuana, heated vapour or the burning of other substances can contain Class A carcinogenssimilar to benzene and asbestos, contain fine particles that can be inhaled deep into the lungscausing harm both locally and in other parts of the body, and is a health hazard to theinhabitants of the (CIT//TOWN/VILLAGE);

AND WHERAS it is generally recognized by scientific and medical communities that there is nosafe level of smoke exposure and that whether the smoking occurs indoors or outdoorsexposure to significant levels of Environmental Smoke can occur;

AND WHEREAS it is desirable for the purposes of maintaining, promoting and preserving thepublic health of the inhabitants of (CITY/TOWN/VILLAGE) to prohibit, regulate and imposerequirements in relation to smoking in (CITY/TOWN/VILLAGE);

NOW THEREFORE, the (CITC/TOWN/VILLAGE), in public meeting assembled HERBY ENACTS ASFOLLOWS:

SECTION 1INTERPRETATION

Name of Bylaw

1.1 This Bylaw may be known and cited for all purposes as the "Smoking Regulation BylawNo. xxxx, year".

Definitions

1.2 In this Bylaw:

'burn" or "burning" means to produce smoke, vapour or other substances that can beinhaled;

'bus stop" means a place on a bus route marked by a sign at which buses stop to pick upand drop off passengers and includes a transit shelter;

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"customer service area" means a partially enclosed or unenclosed area, including abalcony, patio, yard or side walk, that is part of or connected to or associated with abusiness or use in a building or premises that includes the service of food or alcoholicdrinks to customers or other persons for consumption on site;

"designated public space" includes but is not limited to public playing fields, publicplaygrounds, public squares, and outdoor public places where individuals are requiredto queue for the receipt of any service;

"outdoor workplace" means any outdoor place used in conjunction with the workplace,including but not limited to construction and marine sites as well as sites with flagpersons;

"park" means any property owned and dedicated as a park by the(CITY/TOWN/VILLAGE) and including but not limited to public playgrounds, playingfields, beaches, or public trails;

"smoke" or "smoking" means to inhale, exhale, burn, or carry a lighted cigarette, cigar,pipe, hookah pipe, or other lighted smoking device or electronic smoking device thatburns tobacco, weed, or other substance.

Severability

1.3 If any section of or lesser portion of this Bylaw is held to be invalid by a court, suchinvalidity shall not affect the remaining portions of the Bylaw.

SECTION 2

HEALTH REGULATIONS

Prohibition of smoking

2.1 No person shall smoke in, at, on or within Gmetres (or greater; best practice is 9meters) of any of the following:

a. any part of a park within the District of (CITY/ TOWN/VILLAGE);b. a bus stop;

c. a customer service area;

d. any designated public space;e. any outdoor workplace.

2.2 No person shall smoke in any place where prohibited by the Tobacco and VapourProducts Control Act and Regulation.

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2.3 Section 2.1 does not apply to a ceremonial use of tobacco in relation to atraditional aboriginal cultural activity.

SECTION 3VIOLATIONS AND PENALTIES

Offences under Bylaw

3.1 A person who:

a. violates or who causes, permits or allows any of the provisions of this Bylaw tobe violated;

b. neglects to do or refrains from doing anything required to be done by anyprovision of this Bylaw; or

c. fails to comply or allows another person to fail to comply, with an order ordirection given under any provision of this Bylaw;

is guilty of an offence against this Bylaw, and liable to the penalties Imposed under thisSection 3.

Fine for offence

3.2 Every person who commits an offence against this Bylaw is punishable on conviction bya fine of not less that ($250) and not more than ($2,000) for each offence. Each day thatan^ offence against this Bylaw continues or exists shall be deemed to be a separateoffence.

SECTION 4DUTY OF ADMINISTRATION AND ENFORCEMENT

4.1

4.2

The Bylaw Enforcement Officers .of the (CITY/TOWN/VILLAGE) shall be responsible foradministration of this Bylaw.

The intent of this Bylaw is to set standards of general public interest, and not to imposea duty on the (CITY/TOWN/VILLAGE) or its employees to enforce its provisions and;

a. a failure to administer or enforce its provisions or the incomplete or inadequateadministration or enforcement of its provisions is not to give rise to a cause ofaction in favour of any person; and

b. the grant of any approval or permission or issuance of any permit is not arepresentation, warranty or statement of compliance with the Bylaw and theissuance thereof in error is not to give rise to a cause of action.

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SECTION 5

ENACTMENT

Force and Effect

5.1 This Bylaw comes into force and takes effect upon adoption.

READ A FIRST TIME THIS ^ day of (month), (year)

READ A SECOND TIME THIS <*<* day of (month), (year)

READ A THIRD TIME THIS <*» day of (month), (year)

DEPOSITED WITH THE MINISTER OF HEALTH THIS #tt day of (month), (year)

ADOPTED THIS fftt daY of (month), (year)

"Signed Mayor"

"Signed Other"

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Canadian SucieteCmi.cer

du cantor

Frequently asked questions: For BC municipalities

Why outdoor smoke and vape-free bylaws?

Equitable access to clean air for all British Columbians

tobacco is BC's leading cause of preventable death. The Canadian Cancer Society (theSociety) believes all British Columblans have the right to equitable access to'clea'na'ir^positive role modelling and environments supportive of people who want to quit smoking.

The number of _BC communities sheltered by tobacco bylaws with stronger protections thanthe province's Tobacco and Vapour Products Control Act have increased substantially overtl1e_past_ten years'from.6'" 2006to 69 in 2016. However, outside these "communiUes,more than 1 million British Columbians remain unprotected from tobacco exposure Inoutdoor public places.

Protection from second-hand smoke

There Is no safe level of exposure to second-hand smoke. It contains more than 4,000chemlcals, of which more than 70 are known to cause cancer. Every year, more than 800Canadians who don't smoke die from second-hand smoke exposure.

Tobacco smoke can be just as toxic outdoors as Indoors; during periods of active smoking,air quaHty can quickly deteriorate to very poor levels and can be equivalent to indoor levelsw ln_2.metres ofthe,sour<:e' extending beyond this distance if several people are smoking.The amount of partlculate matter, degree to which smoke lingers and amount of drift fi-omoutdoor to Indoor environments are dependent on atmosphenc conditions, the physicat-a-y?ut?fthe al'ea'and the. (jenslty and location of smokers. Research on hospitality patiosand entrances to office buildings show that levels of particulate matter can be high as far as9 meters from a burning cigarette.

Support people who want to quit smoking

The majority (85.7%) of British Columbians do not smoke. Of the minority who do smoke,two-thirds want to quit and are looking for tools to help them. Smelling smoke or seeingpeople smoking outdoors makes it hard for people who are trying to quit smoking and maytrigger relapse. Studies show that when smoking bans have been implemented, manypeople who smoke have chosen to quit or cut back and that smoke-free patio regulationsmay help former smokers avoid relapse.

Positive role modelling

Tobacco use is started and established primarily during adolescence. Since most people whosmoke start before the age of 18, It Is important to model healthy behaviours. Youth who donot see others smoking or vaping will be less likely to view these as normal socialbehaviors, and thereby are less likely to start themselves.

Canadian Cancer Society contacts; mklltchObc.cancer.ca and tbvfordobc.cancer.ca takeaction.cancer.ca

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Canaxli<inCaiicer

Societe

Protect the environment and reduce litter

Regulating smoking in public outdoor locations should serve to reduce the number ofdlscarded'butts. The 2015 Great Canadian Shore Cleanup reported the most littered item(44%) In BC were cigarette butts.

Smoking, particularly In wooded areas, Increases the risk of fire. Smoking and smoker'smateriafs were recorded as one of the top causes of fire In BC in 2012. Policies could helpreduce this risk by establishing areas where smoking Is, and Is not, allowed.

What would a recommended bylaw include?

Recommended bylaws prohibit smoking and vaping on restaurant and bar patios, on city -managed properties, including: parks, playgrounds, trails, plazas, beaches, playing fields,recreation facilities and venues, and establish at least a 7.5 metre buffer zone (best practiceIs 9 metres) for the above mentioned, as well as around the doors, windows and air intakesof public buildings.

"Smoking" would include burning a cigarette or cigar, or burning any substance using apipe, hookah pipe, lighted smoking device or electronic smoking device, with someexemptions for the ceremonial use of tobacco in relation to traditional aboriginal culturalactivities.

E-clgarette products and their use are considered within KC's Tobacco and Vapour ProductsControl Act sn6, to date, fourteen BC communities have regulated electronic smokingdevices alongside tobacco products In tobacco bylaws. The Society believes these policieswill help curb youth experimentation with e-dgarettes and help keep e-cigarettes from re-normalizing smoking behaviours.

E-cigarettes are likely to be less harmful than regular cigarettes; however, the long-termhealth effects of inhaling e-dgarette ingredients are presently unknown. Health Canada, theWorld Health Organization, and the US Federal Drug Administration have issued warningsagainst e-cigarette use, particularly by adolescents and pregnant women.

Data indicates that e-clgarette use amongst youth is increasing. According to the WorldHealth Organization, adolescent e-dgarette use doubled from 2008 to 2012. More than halfof Canadian youth trying e-clgarettes have never smoked, which suggests youth areexperimenting with e-dgarettes, rather than using them to quit smoking.

Are e-cigarettes effective at helping people quit smoking?

The Society recognizes the potential benefit that e-cigarettes may provide to Canadianstrying to quit smoking and is monitoring evolving research. Some studies have shown thate-cigarettes with nicotine may help users quit smoking, satisfying both a person's addictionto nicotine and smoking behaviours, such as oral fixation. However, research remains mixedas to whether e-clgarettes are effective for smoking cessation. Neither the World HealthOrganization, nor Health Canada have determined that e-clgarettes are effective at helping

Smoke and vape-free outdoor public places: Q&A. November 2016 2/4

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Canadian So<:iRteCaiicer canadieiiiie

du cajocer

smokers quit. Nicotine gums, patches, lozenges, and inhalers, as well as some prescriptionmedications are proven to be safe and effective tobacco cessation aids.

Where can people who want to quit smoking be directed?

Residents of British Columbia with a Medical Sen/lce Plan can access select nicotinereplacement therapy for free through their pharmacy and can ask their physician for help todevelop a quit plan. Quit support Is also available through QuitNow.ca and RuntoQuit.com.

Is the public in support of outdoor smoke-free poiicy?

There Is a growing appetite in Canada for smoke-free outdoor public places. A 2013 AngusReld poll conducted on behalf of the Society, BC and Yukon showed 66% of BritishColumbians over the age of 18 support smoke-free outdoor restaurant and bar patios, 91%support a ban in children's playgrounds, and 66% support a ban In all parks and beaches.Support from British Columblans 15-18 years old Increased to 79%, 96%, and 80%respectively.

Eighty-eight percent of the 24 BC municipalities and regional districts Interviewed In thePropel Centre for Population Health Impact's 2016 survey of jurisdictions with outdoorsmoke-free ordinances indicated that their bylaws had had a positive impact on theircommunity. No respondents Indicated a negative effect.

Tobacco Is the leading cause of preventable death In BC and no level of second-hand smokeexposure is safe. One person's right to smoke ends when It impacts another person's rightto breathe clean air. Smoke-free places provide positive role modelling and support peoplewho want to quit smoking by eliminating social triggers.

How can outdoor smoke and vape-free regulations be enforced?

Evaluations have found the fear of compliance issues exceed the number of actualproblems. Effective compliance strategies employ a balance of education, voluntarycompliance, inspection, and progressive enforcement. Communities such as Kelowna,Woodstock, Pemberton, and Brldgewater have shared strategies they've successfulemployed.

Thirty percent of BC municipalities with tobacco bylaws report few or no public complaints,according to Propel's 2016 preliminary findings. Of the communities that have receivedcomplaints, the majority were about people smoking in prohibited areas. When peopleunderstand what tobacco restrictions are in place and why they have been Implemented,they are more likely to comply, and are also more likely to speak up, encouraging others tocomply. According to BC municipalities, "obtaining community buy-ln" and setting "the goalof voluntary compliance" make enforcement much easier.

The Society Is advocating for universal provincial policy and broad awareness measureswhich would make BC residents and tourists more aware of smoking restrictions. Forexample, Ontario banned smoking on restaurant/bar patios, playgrounds and sports fields,effective January 1, 2015. Smoking behaviour and exposure to secondhand smoke

Smoke and vape-free outdoor public pfaces: Q&A. November 2016 3/4- 245 -