After many meetings and workshops, public events and written submissions, the City's Imagine our Future process wrapped up with Council's adoption of the Integrated Community Sustainability Plan (ICSP) in the summer of 2010. The ICSP provides a framework that will encourage and support integrated consideration of environmental, social and economic implications when Council makes decisions.
Since the summer, staff have been working to incorporate the ten key priority areas and land use objectives that were identified during the ICSP process, into the City's new Official Community Plan (OCP). The City's new OCP is very unique in that it deals with much more than the traditional land use and zoning issues that are found in an OCP. Together, the ten key priority areas represent the community's vision for an environmentally, socially and economically sustainable community.
The community is now being provided an opportunity to review and provide input to the draft OCP. City staff have already made presentations to a variety of groups in the community and many more presentations are planned for the weeks to come. In addition, staff will be attending a number of high-traffic public areas in order to reach members of the community who might not otherwise particpate in a structured consultation process.
The City of Williams Lake web site has a link to the draft OCP and the community is encouraged to review the document and provide their input.
An OCP is a legislated requirement that helps guide land use and other strategic decisions so that development takes place in a deliberate and sustainable manner. Given the broad scope of this OCP and the high level of public particpation, this plan should assist City Coucnil and the community in making sound, sustainable decisions in the future.
Friday, February 25, 2011
Thursday, February 10, 2011
Closed Meetings of Council
Questions sometimes arise with respect to Council going into 'Closed' or "In-Camera' meetings and I felt it was appropriate to provide some facts around Closed meetings and the use of this legislative provision to conduct Council business. Section 90(1) of the Community Charter allows part of a council meeting to be closed to the public if the subject matter being considered relates to or is one or more of the following:
(a) 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;
(b) personal information about an identifiable individual who is being considered for a municipal award or honour, or who has offered to provide a gift to the municipality on condition of anonymity;
(c) labour relations or other employee relations;
(d) the security of the property of the municipality;
(e) the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure could reasonably be expected to harm the interests of the municipality;
(f) law enforcement, if the council considers that disclosure could reasonably be expected to harm the conduct of an investigation under or enforcement of an enactment;
(g) litigation or potential litigation affecting the municipality;
(h) an administrative tribunal hearing or potential administrative tribunal hearing affecting the municipality, other than a hearing to be conducted by the council or a delegate of council;
(i) the receipt of advice that is subject to solicitor-client privilege, including communications necessary for that purpose;
(j) information that is prohibited, or information that if it were presented in a document would be prohibited, from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act;
(k) negotiations and related discussions respecting the proposed provision of a municipal service that are at their preliminary stages and that, in the view of the council, could reasonably be expected to harm the interests of the municipality if they were held in public;
(l) discussions with municipal officers and employees respecting municipal objectives, measures and progress reports for the purposes of preparing an annual report under section 98 [annual municipal report];
(m) a matter that, under another enactment, is such that the public may be excluded from the meeting;
(n) the consideration of whether a council meeting should be closed under a provision of this subsection or subsection (2);
(o) the consideration of whether the authority under section 91 [other persons attending closed meetings] should be exercised in relation to a council meeting.
Given the range of circumstances that could or would require a matter to be considered in a closed meeting, they can be a fairly common occurrence. However, placing items on a closed meeting agenda is not done so lightly and each and every item is carefully assessed against the legislated criteria by the CAO and Corporate Officer. The most common items that go to closed meetings include employee relations, appointments of individuals to committees/awards, disposition of land and litigation issues. In many cases, the resolutions of Council from a closed meeting are brought forward to regular agendas for the public record. However, there are items such as employee relations or litigation that are not made public due to the need for personal or legal confidentiality.
Public perceptions of Council "doing business behind closed doors" when they are in closed meetings are common. However, it is the role of the CAO and Corporate Officer to ensure that closed meeting items meet the criteria of the Community Charter and provide advice to Council with respect to those items that should be brought forward for the public record.
(a) 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;
(b) personal information about an identifiable individual who is being considered for a municipal award or honour, or who has offered to provide a gift to the municipality on condition of anonymity;
(c) labour relations or other employee relations;
(d) the security of the property of the municipality;
(e) the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure could reasonably be expected to harm the interests of the municipality;
(f) law enforcement, if the council considers that disclosure could reasonably be expected to harm the conduct of an investigation under or enforcement of an enactment;
(g) litigation or potential litigation affecting the municipality;
(h) an administrative tribunal hearing or potential administrative tribunal hearing affecting the municipality, other than a hearing to be conducted by the council or a delegate of council;
(i) the receipt of advice that is subject to solicitor-client privilege, including communications necessary for that purpose;
(j) information that is prohibited, or information that if it were presented in a document would be prohibited, from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act;
(k) negotiations and related discussions respecting the proposed provision of a municipal service that are at their preliminary stages and that, in the view of the council, could reasonably be expected to harm the interests of the municipality if they were held in public;
(l) discussions with municipal officers and employees respecting municipal objectives, measures and progress reports for the purposes of preparing an annual report under section 98 [annual municipal report];
(m) a matter that, under another enactment, is such that the public may be excluded from the meeting;
(n) the consideration of whether a council meeting should be closed under a provision of this subsection or subsection (2);
(o) the consideration of whether the authority under section 91 [other persons attending closed meetings] should be exercised in relation to a council meeting.
Given the range of circumstances that could or would require a matter to be considered in a closed meeting, they can be a fairly common occurrence. However, placing items on a closed meeting agenda is not done so lightly and each and every item is carefully assessed against the legislated criteria by the CAO and Corporate Officer. The most common items that go to closed meetings include employee relations, appointments of individuals to committees/awards, disposition of land and litigation issues. In many cases, the resolutions of Council from a closed meeting are brought forward to regular agendas for the public record. However, there are items such as employee relations or litigation that are not made public due to the need for personal or legal confidentiality.
Public perceptions of Council "doing business behind closed doors" when they are in closed meetings are common. However, it is the role of the CAO and Corporate Officer to ensure that closed meeting items meet the criteria of the Community Charter and provide advice to Council with respect to those items that should be brought forward for the public record.
Monday, January 31, 2011
Why a New Fire Truck?
I always find it interesting the kinds of questions that people ask our Mayor and Councillors when they are out and about and I had originally intended to use this blog as a means to address such questions which may also be on the minds of others in the community.
The Mayor was recently asked - "Why did the City buy a new truck for the Deputy Fire Chief when the Fire Hall was over budget?"
That is an understandable question. My first response is to clarify that the money to purchase new trucks or other equipment comes from an Equipment Reserve, where funds have been set aside on an annual basis for the replacement of aging equipment. Setting funds aside ahead of time ensures that equipment can be replaced when required, without affecting the operational budget.
Secondly, there was a demonstrated need for a new truck. Currently, the pick-up trucks operated by the Fire Department are 1/2 tons with limited towing capacity. The Fire Department has a Fire Safety House and a large Hazardous Materials Response Trailer which required a larger truck to pull them safely and economically.
Furthermore, the 1/2 ton Fire Department truck which was replaced was reassigned to the Engineering Department to replace an 80's model pick-up that had reached the end of it's useful life. The truck from the Fire Department will now serve the Engineering Department well for a number of years to come, without the cost of buying a new truck for Engineering.
There is a common assumption that City vehicles are replaced on a pre-determined schedule (ie. every five years) which is not the case. The City keeps vehicles and equipment in its fleet until such time as the cost of operating and repairing them exceeds the value of purchasing a replacement. Depending on the level of use they receive, some vehicles operate in excess of 10 or 15 years, some even longer. When a new vehicle is purchased, the existing vehicle may often be reassigned to another department where it can operate under lighter duty for an additional period of time. At the end of the day, vehicles and equipment that are no longer required by the City are sold at auction or by sealed bid.
The Mayor was recently asked - "Why did the City buy a new truck for the Deputy Fire Chief when the Fire Hall was over budget?"
That is an understandable question. My first response is to clarify that the money to purchase new trucks or other equipment comes from an Equipment Reserve, where funds have been set aside on an annual basis for the replacement of aging equipment. Setting funds aside ahead of time ensures that equipment can be replaced when required, without affecting the operational budget.
Secondly, there was a demonstrated need for a new truck. Currently, the pick-up trucks operated by the Fire Department are 1/2 tons with limited towing capacity. The Fire Department has a Fire Safety House and a large Hazardous Materials Response Trailer which required a larger truck to pull them safely and economically.
Furthermore, the 1/2 ton Fire Department truck which was replaced was reassigned to the Engineering Department to replace an 80's model pick-up that had reached the end of it's useful life. The truck from the Fire Department will now serve the Engineering Department well for a number of years to come, without the cost of buying a new truck for Engineering.
There is a common assumption that City vehicles are replaced on a pre-determined schedule (ie. every five years) which is not the case. The City keeps vehicles and equipment in its fleet until such time as the cost of operating and repairing them exceeds the value of purchasing a replacement. Depending on the level of use they receive, some vehicles operate in excess of 10 or 15 years, some even longer. When a new vehicle is purchased, the existing vehicle may often be reassigned to another department where it can operate under lighter duty for an additional period of time. At the end of the day, vehicles and equipment that are no longer required by the City are sold at auction or by sealed bid.
Tuesday, January 11, 2011
Reduced Crime in Williams Lake
St. Sgt. Warren Brown of the Williams Lake RCMP provided Council with a review of the 2010 crime statistics at the January 11th Council meeting and the results are nothing short of amazing. Compared to 2008, when crime appeared to be at an all-time high in Williams Lake, a majority of criminal offence categories have seen as much as an 88% reduction, with many in the 50 - 60% range. The reduction in offences corresponds with a 20% reduction in Calls for Service.
Having been the City's liaison with the RCMP for a number of years, I can offer some opinions and observations with respect to the why these numbers have decreased so dramatically. It is recognized that crime in general in down in communities throughout BC and the country. However, not anywhere near the levels of reduction we've seen in Williams Lake.
Most notably, the Williams Lake RCMP has taken a very consistent approach to dealing with the community's prolific offenders - those few individuals who are responsible for a vast majority of crime. These individuals have been provided a particularly high level of attention from our RCMP members and as a result, when they offend, they are being arrested and are receiving stronger sentences. There is a clear correlation between reduced incidents of property crime and the incarceration of prolific offenders so when these individuals are in prison, our community is much safer.
Another factor influencing crime reduction is the dedication and efforts of the numerous volunteers in our community policing programs. These volunteers spend numerous hours patrolling our streets, facilitating Restorative Justice circles, monitoring traffic speeds and providing education to the community to name a few.
In late 2008, the current Council approved funding for two civilian support positions at the Williams Lake detachment, intended to reduce some of the administrative requirements of the RCMP members, thus allowing the members to spend more time on patrol and conducting investigations. These positions have proved invaluable and in 2010, Council committed to these positions becoming long term.
These latest statistics are good news for our community and indicate a promising trend that we hope will continue in 2011.
Having been the City's liaison with the RCMP for a number of years, I can offer some opinions and observations with respect to the why these numbers have decreased so dramatically. It is recognized that crime in general in down in communities throughout BC and the country. However, not anywhere near the levels of reduction we've seen in Williams Lake.
Most notably, the Williams Lake RCMP has taken a very consistent approach to dealing with the community's prolific offenders - those few individuals who are responsible for a vast majority of crime. These individuals have been provided a particularly high level of attention from our RCMP members and as a result, when they offend, they are being arrested and are receiving stronger sentences. There is a clear correlation between reduced incidents of property crime and the incarceration of prolific offenders so when these individuals are in prison, our community is much safer.
Another factor influencing crime reduction is the dedication and efforts of the numerous volunteers in our community policing programs. These volunteers spend numerous hours patrolling our streets, facilitating Restorative Justice circles, monitoring traffic speeds and providing education to the community to name a few.
In late 2008, the current Council approved funding for two civilian support positions at the Williams Lake detachment, intended to reduce some of the administrative requirements of the RCMP members, thus allowing the members to spend more time on patrol and conducting investigations. These positions have proved invaluable and in 2010, Council committed to these positions becoming long term.
These latest statistics are good news for our community and indicate a promising trend that we hope will continue in 2011.
Friday, December 31, 2010
All the Best in 2011
2010 was my first full year as the CAO for the City of Williams Lake and it was a very gratifying year in my career. What really stands out for me is the people I have the privilege of working with. The City of Williams Lake has a very dedicated and committed staff, whether it be the Works Yard, Complex, City Hall, Airport, RCMP or Fire hall. From my experience, our staff fulfill their roles with pride and do a great job for City residents. When I take stock of all it takes to keep our City operating, it always comes down to the people. They keep our Airport runway clear, watch our children as they swim and skate, fight fires, keep our water running, plow the streets, enforce our bylaws and handle the public's inquiries to name just a few.
In addition to leading a great group of staff, I have the opportunity of working with an equally committed City Council. It isn't my place as a CAO to offer my opinions or assessment of the decisions made by Council. However, I can speak to the respect and confidence that all of Council has shown our staff throughout the year and their collective fostering of a productive working relationship between Council and Administration. Due to the 'hands-on' nature of local government, it is not uncommon for the roles of the elected body and administration to become blurred. I believe the success of this past year has been a dedicated effort of all concerned to respect and support the respective roles of Council and staff.
I am very much looking forward to 2011 and all of the opportunities that are ahead of us. As with any year, the budget is a critical and delicate process for both staff and Council. At the end of the day, staff must present Council with the best information possible to allow them to make their financial decisions for the upcoming year.
Some key areas where I and my staff will be focusing in 2011 include the implementation of a service delivery review and resident household survey. Economic development will continue to be a high priority as we identify and pursue opportunities to diversify our tax base and support existing businesses and industry. Community Forest, District Heating, Airport land development and development of the mountain biking industry are some examples of initiatives we will pursue. Some changes people will see in 2011 include a much improved City web site and improved communication with residents. We will also be working to improve options for the public to pay their bills and taxes.
In addition to leading a great group of staff, I have the opportunity of working with an equally committed City Council. It isn't my place as a CAO to offer my opinions or assessment of the decisions made by Council. However, I can speak to the respect and confidence that all of Council has shown our staff throughout the year and their collective fostering of a productive working relationship between Council and Administration. Due to the 'hands-on' nature of local government, it is not uncommon for the roles of the elected body and administration to become blurred. I believe the success of this past year has been a dedicated effort of all concerned to respect and support the respective roles of Council and staff.
I am very much looking forward to 2011 and all of the opportunities that are ahead of us. As with any year, the budget is a critical and delicate process for both staff and Council. At the end of the day, staff must present Council with the best information possible to allow them to make their financial decisions for the upcoming year.
Some key areas where I and my staff will be focusing in 2011 include the implementation of a service delivery review and resident household survey. Economic development will continue to be a high priority as we identify and pursue opportunities to diversify our tax base and support existing businesses and industry. Community Forest, District Heating, Airport land development and development of the mountain biking industry are some examples of initiatives we will pursue. Some changes people will see in 2011 include a much improved City web site and improved communication with residents. We will also be working to improve options for the public to pay their bills and taxes.
As 2011 marks the end of this current Council's term, City administration will be busy preparing for the municipal election in November. This is a major undertaking every three years and diligence in planning and preparation ensures a smooth process for the candidates and the electorate.
I very much enjoy my role as the CAO for the City of Williams Lake and I look forward to serving and supporting Council, staff and the community in the coming year.
Happy New Year to all!
Tuesday, December 21, 2010
Use of Social Media
A report to Committee of the Whole last week regarding the proposed use of social media by the City has sparked a few comments from citizens. Although the number of comments aren't significant, it does indicate that some members of the community have reservations about the City moving in this 'electronic' direction. Ironically, some of the comments were received by 'electronic' mail.
It is important to note that the City is not abandoning the traditional methods of communicating with constituents such as newspaper ads/articles, public meetings, newsletters, radio, etc. These are all important tools to reach various segments of our population. However, various levels of government, including municipalities are recognizing the importance of social media in reaching a segment of the population that we may not normally engage. And unlike many of our conventional methods of communication, social media provides an opportunity for timely feedback from citizens.
Personally, I am not a regular user of Facebook, Twitter or other electronic networking sites and have my own opinions with respect to the overall benefits of social media to society. With that said, I do understand that social media has become an integral part of our culture and we need to keep pace with our citizens and their communication preferences, thus my CAO blog.
The creation of a social media policy for the City ensures that as we embrace these relatively new forms of communication, that they are used effectively and appropriately.
It is important to note that the City is not abandoning the traditional methods of communicating with constituents such as newspaper ads/articles, public meetings, newsletters, radio, etc. These are all important tools to reach various segments of our population. However, various levels of government, including municipalities are recognizing the importance of social media in reaching a segment of the population that we may not normally engage. And unlike many of our conventional methods of communication, social media provides an opportunity for timely feedback from citizens.
Personally, I am not a regular user of Facebook, Twitter or other electronic networking sites and have my own opinions with respect to the overall benefits of social media to society. With that said, I do understand that social media has become an integral part of our culture and we need to keep pace with our citizens and their communication preferences, thus my CAO blog.
The creation of a social media policy for the City ensures that as we embrace these relatively new forms of communication, that they are used effectively and appropriately.
Friday, December 3, 2010
CFIB Report - Municipal Spending Out Of Control
The Canadian Federation of Independent Business released a report this week that slams local governments for out of control spending. The CFIB uses a very simplistic formula that compares the increase in municipal spending between 2000 and 2008 with population and inflation growth over the same period and suggests that municipal spending increases should not exceed the population/inflationary increase.
The report ranks the City of Williams Lake as having the 4th highest per capita spending of the 25 BC municipalities with populations between 10,000 and 15,000 with $1656/capita. The report also shows an increase in operating expenditures of 43% in the 8 previous eight years compared to an 11% increase in population and inflation, concluding that there was excess spending in 2008 of $4.1 million.
The obvious problem with the CFIB report is that it only considers expenditures and does not factor in new or increased revenues that off-set increased expenditures. Some examples of new or increased revenues during this 8 year period include Gaming revenue, traffic fine revenue and Provincial grants for non-capital programs to name a few.
The report ranks the City of Williams Lake as having the 4th highest per capita spending of the 25 BC municipalities with populations between 10,000 and 15,000 with $1656/capita. The report also shows an increase in operating expenditures of 43% in the 8 previous eight years compared to an 11% increase in population and inflation, concluding that there was excess spending in 2008 of $4.1 million.
The obvious problem with the CFIB report is that it only considers expenditures and does not factor in new or increased revenues that off-set increased expenditures. Some examples of new or increased revenues during this 8 year period include Gaming revenue, traffic fine revenue and Provincial grants for non-capital programs to name a few.
In addition, the report does not acknowledge the fact that many increases in operating expenditures are beyond the control of the municipal government. Some examples include policing costs (RCMP), regional solid waste (CRD) or the costs of complying with new or enhanced regulations.
The CFIB report suggests that if the City of Williams Lake had maintained operational expenditures in line with population and inflationary increases, expenditures in 2008 should have been $4.1 million less than they actually were. There is no disputing that operating expenses have increased substantially in the past eight years. However, to reduce the municipality's operating expenses by $4.1 million would result in profound impacts to services provided by the municipality. The City provides cores municipal services to its residents, very few of which are discretionary. For example, RCMP and fire protection alone cost a total of $4 million annually. Water and sewer services are essential, roads must be maintained, garbage must be picked up, our airport and transit provide mobility and parks, recreation and culture add to quality of life. To reduce or eliminate any of these, or other services the City provides I would argue would not bve acceptable to our residents.
The CFIB report does bring to light the fact that municipal spending has increased over the past eight years. However, far more analysis of revenues, local priorities, service demands and historic spending decisions are required in order to determine that a particular municipality's spending is "excessive".
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