Central Cariboo/City of Williams Lake JOINT COMMITTEE AGENDA

Transcription

1 Central Cariboo/City of Williams Lake JOINT COMMITTEE AGENDA RICK HANSEN BOARDROOM - CITY OF WILLIAMS LAKE MART STREET SEPTEMBER 19, :00 PM (Dinner at 4:45 PM) Page Call to Order Reminders: Ask if any Committee members have any other commitments that will require them to leave the meeting prior to adjournment. Please turn off all cell phones. A. Receipt and Adoption of Minutes & Agenda Minutes of the Joint Committee Meeting of June 27, Adoption of Agenda B. Delegations Mitch Minchau, Manager of Environmental Services, CRD --Solid Waste Management Plan Update C. Items for Consideration and Information (Voting - Electoral Areas D, E, F, J, K and Council) Ratification required by: CRD & City Memorandum of Bernice Crowe, Executive Assistant, Cariboo Regional District --Alexis Creek Area Victim Services Future Funding (Voting - Electoral Areas D, E, F, J, K and Council) Ratification required by: CRD Memorandum of Darron Campbell, Manager of Community Services, Cariboo Regional District --Xeni Gwet'in First Nation Community Airports - Northern Development Initiative Trust Application (Voting - Electoral Areas D, E, F and Council) Ratification for receipt required by: CRD & City Report of Geoff Paynton, Director of Community Services, City of Williams Lake --Pool Task Force Update

2 Central Cariboo / City of Williams Lake Joint Committee Agenda - September 19, (Voting - Electoral Areas D, E, F and Council) Ratification for receipt required by: CRD & City Lori Baxter Consulting Report for Central Cariboo Arts & Culture Society --Review of Central Cariboo Arts & Culture Society's 2011 & 2012 Grants Programs (Voting - Electoral Areas D, E, F and Council) Ratification required by: CRD Memorandum of Darron Campbell, Manager of Community Services, Cariboo Regional District --Esler Sports Complex Access Road - CIIF Grant Application (Voting - Electoral Areas D, E, F and Council) Ratification required by: CRD Memorandum of Darron Campbell, Manager of Community Services, Cariboo Regional District --Central Cariboo Arts & Culture Fee for Service Subcommittee Progress Report Action Page for September 19, 2012 D. Adjournment 1. Adjournment Page 2 of 146

3 MINUTES OF THE CENTRAL CARIBOO / CITY OF WILLIAMS LAKE JOINT COMMITTEE MEETING HELD IN THE RICK HANSEN BOARDROOM OF CITY HALL ON WEDNESDAY, JUNE 27, 2012 AT 5:00 PM PRESENT: ABSENT: STAFF: Co-Chair K. Cook, Councillors I. Bonnell (arrived at 5:15 PM), G. Bourdon, D. Hughes (arrived at 5:15 PM), S. Rathor and S. Zacharias Co-Chair J. Sorley and Director B. Kemp Councillor L. Walters Director D. Bischoff G. Goodall, Acting Chief Administrative Officer, City of Williams Lake G. Paynton, Director of Community Services, City of Williams Lake R. Schill, Corporate Services/Records Management Coordinator, City of Williams Lake J. Bell, Chief Administrative Officer, Cariboo Regional District D. Campbell, Manager of Community Services, Cariboo Regional District CALL TO ORDER Res. A Receipt and Adoption of Minutes Moved by Councillor Bourdon Seconded by Director Sorley That the Minutes of the Central Cariboo / City of Williams Lake Joint Committee Meeting held May 23, 2012 be adopted as circulated. CARRIED UNANIMOUSLY Res. B Adoption of Agenda Moved by Director Kemp Seconded by Councillor Bourdon That the agenda be adopted as amended. CARRIED UNANIMOUSLY Page 3 of 146 ITEM1.

4 June 27, 2012 Central Cariboo / City of Williams Lake Joint Committee Meeting Minutes Page 2 Res. C CMRC Alcohol Consumption Policy (Voting - Electoral Areas D, E, F and Council) Ratification required by: CRD & City Moved by Councillor Bourdon Seconded by Director Sorley That pursuant to the report of Geoff Paynton, Director of Community Services, City of Williams Lake dated May 17, 2012, Joint Committee reconfirm the Cariboo Memorial Recreation Complex' Alcohol Consumption Policy and all CMRC User Groups be advised that the Policy will be strictly enforced immediately. CARRIED UNANIMOUSLY Res. D CMRC Fees & Charges Bylaw - Parking Rental Rates (Voting - Electoral Areas D, E, F and Council) Ratification required by: CRD Moved by Councillor Zacharias Seconded by Councillor Rathor That pursuant to the report of Geoff Paynton, Director of Community Services, City of Williams Lake dated June 19, 2012, Joint Committee approve the rental parking rates for the Cariboo Memorial Recreation Complex as proposed in the Fees and Charges Bylaw, to increase 2% per year for a three year period. CARRIED UNANIMOUSLY Res. E Pool Task Force Update (Voting - Electoral Areas D, E, F and Council) Ratification for receipt required by: CRD & City Moved by Councillor Rathor Seconded by Councillor Zacharias That the report of Geoff Paynton, Director of Community Services, City of Williams Lake dated June 18, 2012 and the verbal report of Director Sorley regarding an update on the Pool Task Force and the pool feasibility study be received and Pool Task Force updates be added as standing items to future Joint Committee agendas until project completion. Page 4 of 146 CARRIED UNANIMOUSLY ITEM1.

5 June 27, 2012 Central Cariboo / City of Williams Lake Joint Committee Meeting Minutes Page 3 Res. F June 2012 Arts and Culture Society Report (Voting - Electoral Areas D, E, F and Council) Ratification for receipt required by: CRD & City Moved by Councillor Rathor Seconded by Councillor Bourdon That the Central Cariboo Arts & Culture Society's 2012 second quarter report be received for information. CARRIED UNANIMOUSLY Res. G LATE ITEM - Verbal Report from Director Sorley re Central Cariboo Rural Directors Caucus' Response to Fire Protection Agreement Progress (Voting - Electoral Areas D, E, F and Council) Ratification for receipt required by: CRD & City Moved by Councillor Bourdon Seconded by Councillor Rathor That the verbal report from Director Sorley on behalf of the Central Cariboo Rural Directors Caucus regarding rural fire protection agreements with the City of Williams Lake be received. CARRIED UNANIMOUSLY Res. H Action Page dated June 27, 2012 (Voting - Electoral Areas D, E, F and Council) Ratification for receipt required by: CRD & City Moved by Councillor Rathor Seconded by Councillor Bourdon That the Action Page dated June 27, 2012 be received and amended as follows: Items 4, 7, 10 and 11 be deleted from the Action Page. CARRIED UNANIMOUSLY Page 5 of 146 ITEM1.

6 June 27, 2012 Central Cariboo / City of Williams Lake Joint Committee Meeting Minutes Page 4 Res. I Adjournment (Voting - Electoral Areas D, E, F and Council) Moved by Councillor Rathor Seconded by Councillor Bourdon That this meeting be adjourned. Time: 5:50 PM CARRIED UNANIMOUSLY CERTIFIED CORRECT: CO-CHAIR Page 6 of 146 ITEM1.

7 Cariboo Regional District Solid Waste Management Plan Review STAGE 3 IMPLEMENTATION PLAN REPORT Page 7 of 146 building communities together ITEM1.

8 SPERLING HANSEN ASSOCIATES Landfill Engineering Solid Waste Planning Environmental Monitoring Landfill Fire Risk Control June 28 th, 2012 SHA Prj09062 Tera Grady Supervisor of Solid Waste Management Cariboo Regional District Suite D, 180 North Third Avenue Williams Lake, B.C. V2G 2A4 Re: Solid Waste Management Plan Review Stage 3 Final Report Sperling Hansen Associates (SHA) is pleased to submit the Stage 3 Final Report of the Solid Waste Management Plan Review. This report outlines a detailed strategy for the management of solid waste including recyclables, organics and residuals generated within the boundaries of the Cariboo Regional District. It introduces a number of new approaches and strategies for increasing waste diversion to achieve a 50% waste reduction goal by the end of the planning period in Please don t hesitate to contact us with any questions. Yours truly, SPERLING HANSEN ASSOCIATES Dr. Tony Sperling, P.Eng. President June 28 th, 2012 Nathalie Maurer, EIT Environmental Engineer Page 8 of 146 Sperling Hansen Associates Inc. # East Keith Road North Vancouver British Columbia V7J 1J3 Phone (604) Fax (604) Internet sperling@sperlinghansen.com ITEM1.

9 EXECUTIVE SUMMARY This document is the Regional Solid Waste Management Plan (RSWMP) for the Cariboo Regional District (CRD) with an implementation timeline of The RSWMP was developed over a three year period between August 2009 and April 2012 in accordance with the Guide to the Preparation of Regional Solid Waste Management Plans by Regional Districts. The plan also presents new strategies to address specific issues of concern identified by the CRD through the Plan Review Process. It introduces a number of new approaches and programs for increasing waste diversion to achieve a 50% waste reduction goal by the end of the planning period in Introduction During the three year RSWMP review process CRD staff and the consulting team prepared a number of reports for the Advisory Committee (AC). The reports were generally circulated to the AC members a week or two before committee meetings. The following is a list of the major reports prepared for the AC as part of the review process. Stage 1 Characterization of the Existing System Report Stage 1 Public Opinion Survey Report Stage 2 Evaluation of Options Report Stage 2 Rural Landfill Efficiency Analysis Report Stage 2 Public Survey Report Public Consultation Report Stage 3 Implementation Plan Report The above listed reports are appended at the end of this Stage 3 Implementation Plan Report. Guiding Principles The key guiding principles adopted at the outset of the planning process include: Protect the Cariboo s natural environment, including surface and groundwater and air quality. Limit impacts of dust, noise, odour and traffic, Long term goal of Zero Waste Support of Product Stewardship and Extended Producer Responsibility Programs Minimize GHG Emissions Maintain an Affordable System Recognize Rural Advantages and Limitations Carefully implement some elements of User Pay approach to program funding Promote local jobs where practical Cariboo Regional District Solid Waste System Review PRJ09062 Page 9 of 146 i STAGE 3 REPORT ITEM1.

10 Regional Management Plan Objectives In alignment with the above guiding principles, the performance goals that the CRD aspires to attain over the next 10 year implementation period are established. These objectives include: Make recycling accessible to all residents of the CRD Gradually increase solid waste diversion to 50% by 2021 Work to lower per capita waste generation rate to 889 Kg/person/year Reduce per capita residuals going to landfill from current 775 Kg/person to 500 Kg/person Work to lower residential residual generation rate to less than 5.70 Kg/person/week Expand participation of Institutional / Commercial / Industrial (ICI) Sector in waste diversion programs MSW Management Strategies and Programs The CRD will continue to systematically upgrade the solid waste system to improve diversion, to achieve greater efficiencies and reduce environmental risks. Foremost, access to recycling services will be provided for the first time with the addition of recycling bins at all existing CRD facilities. The CRD will initiate consultations with Multi Materials B.C. and other Stewards to provide residents and businesses in the CRD convenient access to Extended Producer Responsibility (EPR) programs. Three new Eco-Depots will be established to provide convenient and centralized location where EPR materials can be deposited. The CRD will work with member municipalities to improve the efficiency of residential and commercial collection systems. Upgrades of the collection fleet to automated collection are already taking place in Quesnel and Williams Lake. Gradual conversion of the residential recycling program to single stream is also taking place. Steps will also be taken to improve the efficiency of hauling waste from rural transfer stations and from the Williams Lake transfer station to the Gibraltar Landfill. More organics will be diverted from the landfills. Expansion of the successful back yard composting program will be top priority, followed by evaluation of centralized composting of yard and garden and vegetable waste deposited at the Eco-Depots. In vessel composting of putrescible food waste will not be pursued unless economic barriers are eliminated. Wood waste will be carefully sorted at all attended landfills and transfer stations that accept wood waste. Clean wood waste will be diverted for waste-to-energy where available. Contaminated wood waste will be landfilled directly or chipped and used to augment operational cover. The amount of DLC waste landfilled will be dramatically reduced. Wood waste will be sorted at all attended sites, with clean wood waste diverted for waste-to-energy. Roofing material, and concrete may be separated and diverted to beneficial use. Contaminated soil will be screened to ensure that it is not contaminated in excess of permit limits. Suitable soil will continue to be diverted for beneficial use as operational cover. Cariboo Regional District Solid Waste System Review PRJ09062 Page 10 of 146 ii STAGE 3 REPORT ITEM1.

11 The CRD will strive to make all landfills efficient in terms of operating cost and air space consumption. Contractors will be required to attain best practices levels of compaction density and waste to cover ratio in their contracts. Use of alternate daily cover systems will be mandatory at most CRD landfill sites. Steps will be taken to maintain all CRD landfills compliant with the Landfill Criteria. In particular, progressive closure will continue to be implemented at central sites to reduce environmental impacts and to minimize long term liabilities. Illegal dumping will be discouraged through new bylaws that will be enforced by a new bylaw enforcement officer dedicated to solid waste matters. Education programs will be continued and expanded to promote waste diversion. The CRD will track GHG emissions from all aspects of the solid waste program, including methane emissions from landfills and CO 2 emissions from waste transportation. GHG emissions will be considered when evaluating changes to the solid waste program. Policies The key policies that will be adopted by the CRD to encourage participation in waste diversion programs are: Consultative Policy Development and Enforcement; Authorization of waste management facilities in CRD; Disposal bans on recyclable materials included in EPR programs; Bylaw enforcement of disposal bans and illegal dumping activities; Differential tipping fees on commercial DLC waste; Waste stream management licensing; Policy on Importation of Waste from Out of Region; Gradually shifting program cost recovery from taxation to user pay where practical; and Plan amendment process Implementation Schedule The programs identified in the plan have been prioritized to reflect public input and achievable diversion levels, with those programs resulting the greatest diversion for least cost being prioritized in Phase 1. The priorities for the planned solid waste system upgrades and outlines are detailed in the implementation schedule presented as Table 6.1, with system upgrades scheduled across the three phase implementation period over the next 10 years. The highest priority tasks are providing recycling services to rural residents, expanding the number of locations available for rural residents to drop off waste, and diverting clean wood waste to waste to energy programs. Cariboo Regional District Solid Waste System Review PRJ09062 Page 11 of 146 Costs of Plan Implementation iii STAGE 3 REPORT ITEM1.

12 The CRD is currently budgeting the following amounts for the solid waste program costs as follows: 2010 $6,604, $6,451, $6,554, $5,824, $6,470,574 Stage 2 of this RSWMP review determined that program costs can be expected to range between $6.52 and $6.85 million with the addition of attended transfer stations and landfills, 3 Eco Depots, improved public education programs and expanded back yard composting. Based on public input, the CRD is moving to adopt waste management Option E with back yard composting in Phase 1. According to the Stage 2 Economic Study, the costs of this option are expected to be about $6.56 million per year. In Phase 2, the CRD may look to gradually implement windrow based composting of yard and garden waste. Enhanced diversion of organics would be expected to increase program costs to about $6.82 million, excluding the cost of curbside collection of yard waste, which would be borne by member municipalities. This plan anticipates the following budget for solid waste management over the next five years: 2012 $6,600, $6,700, $6,800, $6,500, $6,500,000 Illegal dumping is a major concern in the CRD, so user pay will be implemented gradually on selected items to ensure that it does not trigger a rash of illegal dumping activity. To avoid the uncertainty of reduced tipping fees, the CRD will continue to generate most of its revenue from a taxation based revenue structure. Plan Administration The CRD Solid Waste Management Plan will be administered by CRD staff and reviewed annually by the CRD Board. Progress on the plan will be reviewed annually against established targets and will be summarized in an annual implementation review. System costs will also be tracked annually against budget. Adjustments to program implementation will be made as necessary to respond to changing market conditions and to ensure that overall solid waste management remains cost effective. Cariboo Regional District Solid Waste System Review PRJ09062 Page 12 of 146 iv STAGE 3 REPORT ITEM1.

13 TABLE OF CONTENTS EXECUTIVE SUMMARY 1. INTRODUCTION 1.1 Background Objectives Plan Review Process Stage 3 Report Structure GUIDING PRINCIPLES 2.1 Protecting Cariboo s Natural Environment Long Term Goal of Zero Waste Support of Product Stewardship and Extended Producer Responsibility Programs: Promote Local Jobs Where Practical Process Waste and Recyclables Responsibly Prioritize Diversion of Hazardous Substances Implementation of New Programs and the 5-R s Hierarchy Maintain an Affordable System Minimize GHG Emissions Education Support for Cooperation Opportunities Recognize Rural Advantages and Limitations Move toward User Pay approach to program funding REGIONAL PLAN OBJECTIVES 3.1 Make recycling accessible to all residents of the CRD Gradually increase solid waste diversion to 50% by Work to lower per capita waste generation rate to 889 Kg/person/year Reduce per capita residuals going to landfill to 500 Kg/person Lower residential residual generation rate to less than 5.70 Kg/person/week Expand participation of ICI Sector in waste diversion programs MSW MANAGEMENT STRATEGIES AND PROGRAMS 4.1 Extended Producer Responsibility Recycling Organics Management Wood Waste Management Waste to Energy Managing Wastes from the Construction Sector Waste and Recycling Collection Residual Waste Management Illegal Dumping Clean-Up Education and Promotion GHG Reduction Page 13 of 146 Cariboo Regional District Solid Waste System Review PRJ09062 v STAGE 3 REPORT ITEM1.

14 5. POLICIES 5.1 Consultative Policy Development and Enforcement New Bylaws Bylaw Enforcement Controlled Access CRD Staffing Requirements Tipping Fees Policy User Fee Structure for Commercial Wood Waste Funding Program from Taxation Sharing Costs of Programs and Municipalities Scrap Metal and Auto Hulk Recycling Working with First Nations Working with Neighbouring Regional Districts GHG Emissions Importation of Out of Region Waste IMPLEMENTATION SCHEDULE 6.1 Phase 1 Programs ( ) Phase 2 Programs ( ) Phase 3 Programs ( ) COSTS OF PLAN IMPLEMENTATION 7.1 Current Solid Waste Budget Evaluation of Options Uncertainties with MMBC EPR Program PLAN ADMINISTRATION 8.1 Measurement and Reporting Plan Review Financial Planning TABLES Table 6.1 Implementation Schedule Table 7.1 Five Year CRD Solid Waste Budget (2010 Version) Table 7.2 Projected Costs of CRD Solid Waste System with Expanded Program Page 14 of 146 Cariboo Regional District Solid Waste System Review PRJ09062 vi STAGE 3 REPORT ITEM1.

15 1. INTRODUCTION This document is the Regional Solid Waste Management Plan (RSWMP) for the Cariboo Regional District (CRD) with an implementation timeline of The RSWMP was developed over a three year period between August 2009 and April, 2012 in accordance with the Guide to the Preparation of Regional Solid Waste Management Plans by Regional Districts. The plan also presents new strategies to address specific issues of concern identified by the CRD through the Plan Review Process. 1.1 Background The CRD is responsible for coordinating and administering the solid waste management function in the Cariboo. The solid waste system services four municipalities (Williams Lake, Quesnel, 100 Mile House and Wells) together with 12 Electoral Areas (A to L) and numerous First Nations Reserves. The four municipalities provide refuse collection services and recycling support within municipal boundaries. In the Electoral Areas the CRD is responsible for all aspects of refuse collection (from transfer stations), hauling and ultimate disposal of residuals in landfills. The CRD also provides a number of programs to reduce the waste going into landfill, including programs to chip and recycle or burn clean wood waste, Share Shed programs to promote reuse of serviceable goods and a recycling depot at the Williams Lake Transfer Station. In August, 2009 the Cariboo Regional District (CRD) initiated a major review of its Regional Solid Waste Management Plan (RSWMP) that was originally prepared in June 1997 and subsequently amended annually on four occasions in 1998, 1999, 2000 and The original RSWMP divided the 8,026,200 Ha CRD into four solid waste management areas: 1) North Cariboo, 2) Central Cariboo, 3) South Cariboo and 4) Rural Cariboo. For each of the management areas, an ambitious program and implementation schedule were developed for improving regional landfill sites, implementing urban recycling, promotion and education, phasing out of open burning, closing small landfill sites and establishing new transfer stations to better serve the public. 1.2 Objectives At the onset of the project, the CRD asked that the updated RSWMP build on the 1997 Plan, with a planning horizon to extend over a 10 year period from 2012 to The review process to be undertaken was to follow the methodology outlined in the B.C. Ministry of Environment Document Guide to the Preparation of Regional Solid Waste Management Plans by Regional Districts. It was expected that RSWMP review would be a lengthy process, one that would include a significant level of consultation with multiple stakeholders, especially the public and would give consideration to concerns and requests raised by the stakeholders, with relevant issues included in the final documents. Cooperation was to be maintained with member municipalities to ensure that proposed new initiatives in the revised RSWMP would be supported. Cariboo Regional District 1-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 15 of 146 ITEM1.

16 Key tasks to be completed during the review included the following: Extensive public consultation to solicit input on existing and desired waste management practices Establishment of one or more advisory committees Adherence to environmental guiding principles and regional objectives Review of current solid waste management practices to identify operational improvements or efficiencies Review of evolving solid waste management practices and how they can be applied to the current system Review of promotion and education programs Cooperation with member municipalities and First Nations Consultation with Adjacent Regional Districts Guidance for plan monitoring and evaluation of plan effectiveness Staged reporting conforming to the MOE Guidelines In particular, the RSWMP review was to evaluate and compare the costs and benefits of various solid waste management options. The tasks were organized into four broad categories that included Recycling and Waste Reduction, Improved Operational Efficiencies, Tipping Fees and Cost Controls and Reduced Environmental Impact. The individual tasks in each category were to include: Recycling and Waste Reduction Enhanced recycling opportunities at rural refuse disposal sites Provide a strategy for interacting with Stewards responsible for Extended Producer Responsibility programs Investigate opportunities for establishing regional composting facilities DLC waste reduction programs Implementation of landfill bans on recyclables and product stewardship items Identify opportunities for moving toward a long term goal of Zero Waste Improved Operational Efficiencies Evaluate the potential for closure of existing transfer stations and landfills Determine feasibility and acceptability of importing waste from other jurisdictions Determine acceptability, through public and stakeholder consultation, of using Refuse Derived Fuel for energy generation Review CRD Waste-to-Energy report for the purpose of incorporating report recommendations into the new RSWMP Cariboo Regional District 1-2 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 16 of 146 ITEM1.

17 Determine CRD staffing requirements for implementation of the revised SWMP, based on roles and responsibilities of existing resources in the Environmental Services Department Tipping Fees and Cost Controls Implement controlled access and commercial tipping fees at currently uncontrolled facilities Restructure tipping fees to encourage waste reduction Evaluate consistency of user fees applied throughout the District Determine operating and capital requirements for implementation of specific waste reduction initiatives and enhanced operational procedures Reduced Environmental Impact Formulate an illegal dumping strategy with options for enforcement Determine GHG impacts and potential reductions 1.3 Plan Review Process The CRD elected to retain a specialist consultant to assist with the RSWMP update through a competitive RFP process. A detailed RFP was issued in July, A consulting team comprised of solid waste planning and communications specialists from Sperling Hansen Associates, Carney s Waste Systems and Jan Enns Communications were selected to assist CRD staff and support the RSWMP Advisory Committee (AC). Recruitment of volunteers for the AC was initiated in March, members were ultimately selected, representing a diverse group of independent residents, First Nations, local politicians, the recycling sector, community groups, local businesses, local environmental and sustainability groups, local professionals and a representative from the Ministry of Environment. The AC was active, meeting a total of six times throughout the RSWMP review process. Details are provided in the appended report under the tab Public Consultation Report. During the three year RSWMP review process CRD staff and the consulting team prepared a number of reports for the AC. The reports were generally circulated to the AC members a week or two before committee meetings. The following is a list of the major reports prepared for the AC as part of the review process. Stage 1 Characterization of the Existing System Report Stage 1 Public Opinion Survey Report Stage 2 Evaluation of Options Report Stage 2 Rural Landfill Efficiency Analysis Report Stage 2 Public Survey Report Public Consultation Report Stage 3 Implementation Plan Report Cariboo Regional District 1-3 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 17 of 146 ITEM1.

18 Each report is briefly summarized below. A Powerpoint Presentation was typically prepared and presented by staff or a representative of the consulting team at the committee meetings. The Powerpoint presentations are compiled in Appendix B of the State 2 Public Consultation Report. Stage 1 Characterization of the Existing System: Under the guidance of the AC, Stage 1 of the RSWMP was initiated. The purpose of the Stage 1 Review was to fully understand and quantify the existing system, to obtain input from the public on their level of satisfaction with the existing system and to obtain input regarding where the CRD should be focusing future resources to further improve service delivery and make the program more sustainable. The RSWMP Review Stage 1 Report Characterization of the Existing System is appended. The report is organized into seven sections as follows: 1) Description of the Existing System, 2) Quantifying the Existing System, 3) System Costs, 4) Cost Comparison to Other Regional Districts, 5) Stage 1 Public Consultation, 6) Summary of Desired Changes to the System and 7) Conclusions and Recommendations. The Stage 1 work was carried out between March 18th and September 30th, The report is appended under the tab Stage 1 Characterization Report. An efficiency review of the CRD s key facilities was conducted by Owen Carney of Carney s Waste Systems, together with Dr. Tony Sperling of SHA. During the review the team toured all of the CRD s recycling depots, a number of transfer stations and landfills and met with most of the operational contractors. The Stage 1 report identifies the system improvements suggested by Mr. Carney. As well it summarizes the applicable comments and recommendations made by contractors on a site by site basis. Stage 1 Public Opinion Survey: Extensive Public Consultation was conducted as part of the Stage 1 Review by the Cariboo Regional District and the consulting team over a six week period from June 1 st, 2010 to July 9 th, The results of the public survey that included more than 850 responses were presented in a separate report entitled RSWMP Review Stage 1 Report Public Survey dated September 12th, The report is appended under the tab Stage 1 Survey Report. Stage 2 Evaluation of Options: The Stage 2 Report was developed by the consulting team with CRD staff input and direction from the AC. The report first established the performance of the existing CRD waste management system in terms of tonnages and costs processed by each facility and system, including rural transfer stations, wood waste management, rural landfills, rural haulage, central transfer station, central recycling and central landfills. In 2009 the CRD system was processing 69,085 tonnes of MSW and recyclables per year at a overall system cost of $6.25 million per year, which translates to $90.59 per tonne. The Stage 2 analysis determined that total solid waste diversion in 2009 was 13,074 tonnes of recyclables, representing 18.9% of the total MSW stream. The Stage 2 report examined a range of options for increasing the level of recycling, and particularly for providing recycling services to the rural residents of the CRD. Five recycling options (A, B, C, D and E) were developed. These options incorporated various combinations of enhanced services, including Eco Depots in the regional service hubs in Quesnel, Williams Lake and 100 Mile House, 9 fully attended transfer stations facilities at CRD s busiest transfer stations and landfills and recycling bins at all remaining facilities. Cariboo Regional District 1-4 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 18 of 146 ITEM1.

19 A sophisticated model of the entire CRD solid waste system was used to evaluate the diversion performance and costs of each waste management option on overall system performance. This powerful model allowed for direct comparison of options, and for prioritizing those options that resulted in the highest level of diversion at minimum cost. The Stage 2 Analysis determined that waste diversion could be increased to 53% (36,502 tonnes) by implementing single stream curbside recycling in urban areas, providing bins for recyclable materials at all CRD Transfer Stations and Landfills, adding three regional Eco Depots, upgrading nine transfer stations to attended sites, recycling all incoming broken concrete to aggregate, and diverting all incoming contaminated soil for operational cover. Additional efficiencies could be realized by reconfiguring the costly air curtain burning to high intensity open burns. Overall, the analysis determined that system costs would increase to $6.62 million annually. As well, the Stage 2 Evaluation of Options Report explored four options for adding organic waste diversion, ranging from back yard composters, through yard and garden waste diversion to in-vessel composting systems. The evaluation of organic management options concluded that curbside collection of food and yard waste would be prohibitively expensive in the CRD, at $391/tonne. On the other hand, self haul and ICI drop-off of yard and vegetable waste for low tech seasonal composting at Urban Eco Depots and the nine attended transfer sites was projected to increase diversion by 1.9% (2,013 tonnes) at a nominal cost of $41.52 per tonne. The existing back yard composting program was shown to be very cost effective and Stage 2 recommended that the program be expanded to add 1,500 additional composters at a subsidized rate. The Stage 2 Evaluation of Options Report determined that currently, the average operating cost of the three large regional landfills is $30/tonne whereas the cost of operating the small rural landfill sites was determined to be $163/tonne. The report recommended that a detailed analysis be undertaken to investigate whether it would be in the CRD s best interest to close the small landfills and instead to transfer waste to the existing regional landfill sites. The detailed analysis was subsequently undertaken by CRD staff. Results were presented in a separate report, summarized below. The Stage 2 Evaluation of Options Report is appended to this RSWMP under the tab Stage 2 Options Report. Stage 2 Rural Landfill Efficiency Analysis Report: Historically the Cariboo Regional District (CRD) operated 28 rural landfills. Over the past several years the CRD closed 16 of these sites and created transfer station where it was either more financially feasible to do so or an existing landfill did not meet the environmental requirements. At this time 12 rural landfills are in operation. In the Evaluation of Options Report the consulting team determined that the cost per tonne to operate the rural landfills was high as compared to larger urban sites and suggested that a review should occur to determine the feasibility of converting these sites to transfer stations. District staff completed an assessment of 4 representative sites at Nazko, West Chilcotin, Tatla Lake and Inter-Lakes which are geographically distributed throughout the district. The analysis revealed that current land filling practices are still financially more feasible then transfer stations. In the scenarios analyzed the use of tamped 40 yard bins with a load capacity of 7 tonnes versus a mechanical compaction unit with a load capacity of 9 tonnes were chosen. The tamped bins would provide for Cariboo Regional District 1-5 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 19 of 146 ITEM1.

20 greater flexibility to accept larger waste materials, do not require constant supervision, no mechanical maintenance issues, no potential freezing issues associated with wet materials and the tamping equipment (small tractor or excavator) can be used on the site for sorting and piling metals and wood waste as well as snow removal and minor road work. The plan recognizes that the MOE is currently upgrading the Landfill Criteria for Municipal Solid Waste and the new Criteria may require additional environmental safeguards at small landfills sites such as continuous supervision when the landfills are open. These requirements may change the overall economics of the small rural sites. The economic analysis will be re-evaluated when the new Landfill Criteria are implemented. The Stage 2 Rural Landfill Efficiency Analysis is appended to this RSWMP under the tab Stage 2 Rural Landfill Report. Stage 2 Public Survey Report: A second public opinion survey was conducted as an exit survey during open houses and concurrently as an on line Survey-Monkey survey. In total, 435 CRD residents responded. Responses showed strong support (70 to 100%) for the following new programs: Providing access to recycling services for all rural residents by adding permanent recycling bins at all landfills and transfer stations. Sorting of wood waste into clean wood for waste-to-energy and contaminated wood for landfill. Working with EPR Stewards including Multi Materials B.C. and Product Care to improve access to free drop off locations and/or host special collections of recyclables covered by the programs. Selling backyard composters and worm composters at a reduced rate to encourage composting of organics at home. Improving public education so that people will know what materials to recycle and where to take them. Developing a Waste Wise education program for schools. Supporting community clean-up projects by providing bags, signage, support vehicles and staff. Implementing a reporting program and cleaning up illegal dump sites. Pursuing opportunities to use wood waste for waste-to-energy projects. Facilitating public discussion regarding the environmental impacts of mass incineration of MSW. The Stage 2 Public Survey Report is appended in its entirety to this RSWMP under the tab Stage 2 Public Survey Report. Public Consultation Report: An extensive public consultation process was conduced to engage residents, businesses, First Nations and various other stake holder groups in the RSWMP review. The Cariboo Regional District 1-6 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 20 of 146 ITEM1.

21 public consultation was conducted in three ways: Committee Consultation, First Nation Consultation and Community Consultation. The 24 member AC was actively engaged at all stages of the RSWMP review through six meetings and extensive correspondence. All 15 First Nations were contacted and invited to participate in the review. Four First Nations named representatives to participate on the AC. Bands were included in all direct public communications. Community consultation included an Initial Opinion Survey that generated 869 responses, 14 open houses held in all four service areas of the CRD, an exit survey that generated 435 responses. The campaign was supported by a dedicated Let s Talk Trash section on the CRD web site, distribution of s to stakeholders including member municipalities, First Nations, community groups, service clubs and neighbourhood organizations and media coverage that included news releases, advertisements and media coverage including news stories and radio coverage. This report is appended under the tab Public Consultation Report. Stage 3 Implementation Plan Report: The final report of the RSWMP is this document which synthesized all of the analyses, AC input an public comment to develop a strategy for managing solid waste in the CRD during the new planning period from 2012 to The contents of the Stage 3 Report are outlined in the following section. 1.4 Stage 3 Report Structure This Stage 3 Implementation Plan outlines a detailed strategy for the management of solid waste including recyclables, organics and residuals generated within the boundaries of the CRD. It introduces a number of new approaches and programs for increasing waste diversion to achieve a 50% waste reduction goal by the end of the planning period in The report is organized into the following eight sections. 1. Introduction 2. Guiding Principles 3. Regional Plan Objectives 4. MSW Management Strategies and Programs 5. Policies 6. Implementation Schedule 7. Costs of Plan Implementation 8. Plan Administration The contents of each section are briefly summarized below. Section 1. Introduction: This section presented a big picture overview of the work undertaken by the AC, District staff, supporting consultants and public. The contents and key conclusions of each of the eight subject specific reports were briefly summarized. Section 2. Guiding Principles: This section lists the key guiding principles that were adopted at the outset of the planning process. These principles form the cornerstone of the plan. The key guiding principles that were adopted include: Cariboo Regional District 1-7 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 21 of 146 ITEM1.

22 Protect the Cariboo s natural environment, including surface and groundwater and air quality. Limit impacts of dust, noise, odour and traffic, Long term goal of Zero Waste Support of Product Stewardship and Extended Producer Responsibility Programs Minimize GHG Emissions Maintain an Affordable System Recognize Rural Advantages and Limitations Move toward User Pay approach to program funding Promote local jobs where practical Section 3. Regional Management Plan Objectives: In alignment with the above guiding principles, Section 3 describes the performance goals that the CRD aspires to attain over the next 10 year implementation period. These objectives include: Make recycling accessible to all residents of the CRD Gradually increase solid waste diversion to 50% by 2021 Work to lower per capita waste generation rate to 800 Kg/person/year Reduce per capita residuals going to landfill from current 775 Kg/person to 594 Kg/person Work to lower residential residual generation rate to less than 5.70 Kg/person/week Expand participation of Institutional / Commercial / Industrial (ICI) Sector in waste diversion programs Section 4. MSW Management Strategies and Programs: The CRD will continue to systematically upgrade the solid waste system. Section 4 describes each of the planned system upgrades to improve diversion, to achieve greater efficiencies and reduce environmental risks. Section 5. Policies: This section outlines the key policies that will be adopted by the CRD to encourage participation in waste diversion programs. These policies include: Consultative Policy Development and Enforcement Authorization of waste management facilities in CRD; Disposal bans on recyclable materials included in EPR programs,; Bylaw enforcement of disposal bans and illegal dumping activities; Differential tipping fees on commercial DLC waste; Waste stream management licensing; Policy on Importation of Waste from Out of Region; Gradually shifting program cost recovery from taxation to user pay where practical; Cariboo Regional District 1-8 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 22 of 146 ITEM1.

23 Plan amendment process; Section 6. Implementation Schedule: This section prioritizes the planned solid waste system upgrades and outlines a detailed implementation schedule for system upgrades over the next 10 years. A Gantt chart maps out the planned works. Section 7. Costs of Plan Implementation: This section documents the anticipated program costs, including capital investments and annual operating costs. Cost recovery is also discussed in terms of planned tipping fees and gradual transition of some of the program elements from a taxation based to a user pay system, where practical. Illegal dumping is a major concern in the CRD, so user pay will be implemented gradually to ensure that it does not trigger a rash of illegal dumping activity. Section 8. Plan Administration: The CRD Solid Waste Management Plan will be administered by CRD staff and reviewed annually by the CRD Board. Progress on the plan will be reviewed annually against established targets and will be summarized in an annual implementation review. System costs will also be tracked annually against budget. Adjustments to program implementation will be made as necessary to respond to changing market conditions and to ensure that overall solid waste management remains cost effective. Cariboo Regional District 1-9 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 23 of 146 ITEM1.

24 2. GUIDING PRINCIPLES The starting point in the CRD s RSWMP review was to develop a set of guiding principles that would focus and prioritize policies and strategies developed during the plan review. The guiding principles serve as the foundation on which the CRD s RSWMP has been developed. The CRD has adopted the following principles to guide the development of the waste management plan. 2.1 Protecting Cariboo s Natural Environment The Cariboo is a region that is rich in natural resources, wide open spaces and spectacular vistas. The people who live in the CRD place strong values on these attributes of their home. It is important to operate the solid waste system in a way that will protect the natural environment, one that will not cause extensive illegal dumping problems, that will reduce litter along highways, that will protect streams, groundwater resources and air quality, and that will not cause unacceptable odours or noise impacts on the residents or workers in the CRD. Photo 2-1. The Cariboo, a natural environment worth protecting Cariboo Regional District 2-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 24 of 146 ITEM1.

25 2.2 Long Term Goal of Zero Waste The residents of the CRD recognize that the resources of this planet are finite and cannot be wasted if we are to achieve a sustainable future. Zero Waste is an encompassing philosophy that strives to maximize recycling, minimize waste, reduce consumption, and ensure that products designed to be reused, repaired or recycled back into nature or into the market place. Zero Waste goes beyond simple recycling by adopting a whole system approach to the flow of resources over their entire life cycle. This approach could include redesigning a product to use fewer raw materials, or finding new markets that use waste as a resource for a different product. For individual residents of the CRD, Zero Waste may mean changing purchasing habits to avoid buying items with excessive packaging, setting up a back yard composter or supporting new product stewardship initiatives by diverting more materials into the single stream recycling bin than into the garbage bin. Zero Waste does not mean that Zero Waste will be generated or disposed of at the end of the day. Rather, it means that the CRD will work diligently and continuously to reduce the amount of residuals going to landfill by adopting aggressive waste reduction policies. The CRD recognizes that many communities across B.C. and Canada have already adopted a Zero Waste goal, and have demonstrated that the philosophy has lead to a marked reduction in the amount of waste ultimately disposed to the landfill. Adopting Zero Waste will also allow the CRD to become more aligned with the direction of neighbouring regional districts, including the TNRD, the CSRD and the RDFFG, as well as the future direction of the province. The CRD will also work through the Southern Interior Waste Managers and UBCM to support the adoption of Zero Waste as a province wide goal at the provincial level. 2.3 Support of Product Stewardship and Extended Producer Responsibility Programs: Product Stewardship, also known as Extended Producer Responsibility (EPR) is a resource management policy where the producer s responsibility for managing the environmental impact of their product is extended across the entire life cycle of the product, from initial section of materials, through use and ultimate disposal at end-of-life. Product Stewardship places financial responsibility for the management of the product, from production through final disposal on producers and consumers. Thus it removes the financial burden of managing components the waste from Local Government. The Stewardship agencies that include Multi Materials B.C., ENCORP, B.C. Used Oil Association, Product Care B.C. amongst others have been formed by producers and brand owners to deliver a single efficient program for each recyclable material. The stewards have the flexibility to collect recyclables at point of sale and/or at recycling depots. It has been demonstrated that one of the most effective means of EPR program delivery is at Eco Depots where many different recyclables can dropped of by the public at one convenient location. Cariboo Regional District 2-2 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 25 of 146 ITEM1.

26 The Stewardship Agencies are responsible for educating consumers regarding their programs and for providing information about collection options, fees, and handling practices. Most agencies maintain websites, and / or utilize the services of the Recycling Council of BC Hotline. Details of the existing EPR programs in British Columbia were provided in Section 5 of the Stage 2 Evaluation of Options Report (appended). Since the Stage 2 Report was prepared, the Ministry of Environment commenced the roll out of a major new EPR program that is targeted at all printed paper and packaging. Under the Waste Management Act, packaging is defined as a material, substance, or object that is (a) used to protect, contain, or transport a commodity or product, or (b) attached to the commodity or product or its container for the purpose of marketing or communicating information about the commodity or product. Printed Paper is defined in the Recycling Regulation as including all paper printed with text or graphics (e.g. news papers, magazines, flyers, phone books), with the exception of bound books. According to the Recycling Regulation Amendment of May 19 th, 2011 the new EPR program will come into effect within three years of regulatory amendment, by May 19 th, In B.C. the above materials will be managed by a newly formed Steward, Multi Materials B.C. (MMBC). MMBC will be tasked with establishing collection programs, transporting collected recyclables and ultimately reusing those materials or selling the recycled commodities for reprocessing elsewhere. The MMBC program could divert up to 40% of the solid waste from CRD s system. According to the Ministry of Environment, local governments may choose to participate in or assist a product stewardship program by: providing facilities or operational services as a service provider at a landfill, transfer station or other local site for product collection or processing, helping to inform the public that the stewardship program is available, assisting the EPR Stewards with local land use and business licence issues relating to collection and processing facilities, and imposing bans on the landfilling of the relevant products, when appropriate. Residents of the CRD agree strongly with expanding EPR programs across the entire Regional District and improving access to recycling of the items covered by EPR. The level of support is 96.3% region wide. The CRD supports the concept and practice of product stewardship. In support of the MMBC program and other EPR programs already in place or to be launched in the future, the CRD will work with the Stewards to make EPR a success in the region. As part of ongoing EPR implementation, the CRD anticipates undertaking the following. 1. The CRD will offer to work directly with stewardship agencies and BC Ministry of Environment to help ensure that stewardship agency collection depots are well sited and meet the needs of CRD s communities. 2. The CRD will work with EPR Stewards to improve access to free Eco-Depot drop off locations at the three main business centres at Quesnel, Williams Lake and 100 Mile House. Two options are currently envisioned for service delivery: Cariboo Regional District 2-3 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 26 of 146 ITEM1.

27 A) CRD Eco-Depots whereby CRD will partner with stewardship agencies to provide collection services at the CRD operated facilities. At the CRD Eco-Depots, the CRD would provide space and staffing for the collection and storage of EPR-regulated products. The stewardship agencies would provide funding for: a. Construction of storage buildings (if required) b. Containers appropriate for storage of the materials c. Training for Eco Depot staff d. Transportation and disposal/recycling of the collected materials B) Private Sector Eco-Depots whereby participating Stewards would contract directly with a private sector service provider to administer the various collection services. Recognizing that private waste management companies including Quesnel Recycling Depot, Central Cariboo Disposal and Gold Trail Recycling are important service providers with a well established presence in the hub communities, the CRD supports the delivery of future EPR programs in a way that will compliment rather than compete with existing programs, with the overlying objective of making the services as convenient as can be for the public. 3. The CRD will work with EPR Stewards to host special collection events for extended producer responsibility items in smaller communities and in major centres for materials that are not included at the Eco-Depots. For these events, CRD will coordinate activities and provide onsite staff to greet and direct participants. The stewardship agencies would be expected to provide: a. Funding for event promotion, b. Technicians for each event that are familiar with the receipt and packing of the hazardous waste products received at the events, c. Approved collection containers, and d. Transportation and proper disposal or recycling of the collected items. 4. The CRD will ban disposal of items covered by EPR programs from CRD s transfer stations and landfills when adequate EPR programs are in place to serve as practical options. 5. The CRD will monitor non-controlled landfills and transfer stations to determine if the use of these sites increases as a result of the EPR bans. The benefits of EPR to local government and taxpayers are significant and it is critical that any long term waste management planning and ensuing contracts recognize the changes that will come from a product waste going into a stewardship program. Further, CRD, as with other outlying jurisdictions, also has the challenge of getting stewards to provide adequate levels of service to significantly impact waste volumes. Stewardship Plans set provincial targets for materials recovery and in many cases those targets can be reached by having efficient metropolitan based programs with little need to incur the costs of operating less efficient programs to service lower population density areas. Part of this problem can be addressed by having regional recovery targets as part of the provincial target in the stewardship plan and CRD and other jurisdictions should continue to work to ensure that the Provincial Government recognizes this imbalance. It is also critical that CRD maintain an ongoing working relationship with all of the stewards so they will meet the CRD s needs and opportunities. Cariboo Regional District 2-4 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 27 of 146 ITEM1.

28 2.4 Promote Local Jobs Where Practical Strong communities are built on local jobs. Other things being equal, the CRD will support and give preference to local contractors and local workers in the delivery of solid waste management services, be they collection, processing, or disposal. However; it is understood in this plan that strong economies of scale do exist in most solid waste management programs, and many aspects of waste management, such as automated sorting of single stream recycling can be done more efficiently at large scale facilities that are typically located in major metropolitan areas such as Metro Vancouver. 2.5 Process Waste and Recyclables Responsibly The CRD will require recyclers dealing with waste generated in the CRD to process that waste in a responsible and safe way. 2.6 Prioritize Diversion of Hazardous Substances The CRD solid waste program will prioritize the diversion of hazardous materials from landfill. High priority objectives will include diversion of hazardous materials like fluorescent light bulbs that contain mercury, recyclable batteries that contain heavy metals, and liquid wastes like oils, solvents, pesticides, etc. 2.7 Implementation of New Programs and the 5-R s Hierarchy Any program that is implemented in the CRD will be technically sound, economically feasible and acceptable to the public. Programs will be prioritized following the 5-R s hierarchy of Reduce, Reuse, Recycle, Recovery and Residuals Management. Any new solid waste management program chosen for implementation will be communicated appropriately to affected stakeholders, and further consultation specific to that program will be carried out in impacted communities and service areas as required. To support the implementation of new programs, the CRD may elect to implement pilot programs to test the effectiveness of major changes before full implementation. The results of the pilot programs will be used to determine if full-scale implementation of the tested program is justified. 2.8 Maintain an Affordable System The CRD recognizes that many waste diversion programs can be much more expensive than residual management. The CRD will continuously evaluate waste diversion opportunities and prioritize program implementation to select those programs that achieve the highest level of diversion at the lowest cost. 2.9 Minimize GHG Emissions The evidence that green house gas emissions released by mankind is strong. Because residents of the CRD rely on a healthy environment to support their livelihood, curtailing of GHG emissions is a priority. The CRD will track total GHG emissions generated by the Solid Waste program on an annual basis and will seek ways to reduce those emissions over time through implementation of new technologies. Measures that will be explored during this plan implementation period will include voluntary collection and flaring of methane from the three regional landfills, active biocovers to reduce Cariboo Regional District 2-5 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 28 of 146 ITEM1.

29 fugitive methane emissions, optimized hauling of waste materials and diversion of organics from landfill where practical Education Public behaviour can be effectively altered through awareness. Education and social marketing will be key aspects of the CRD s solid waste program to attain a high level of public awareness about the importance of reducing solid waste and will be critical to the success of the waste management program. The CRD is committed to supporting a comprehensive education and social marketing program and all of the waste diversion programs that will be introduced will include an integral public education component. Outreach to young people in school through the Waste Wise program will be a top priority. The CRD will continue to improve existing waste reduction and awareness programs and will introduce new programs as they become available. The CRD will look to partner will neighbouring regional districts to take advantage of cost sharing on educational program opportunities Support for Cooperation Opportunities The CRD recognizes that member municipalities and First Nations are important partners in the implementation of this RSWMP. Also, the CRD anticipates benefits of coordinating policies with neighbouring regional districts. Sections 5.9, 5.11 and 5.12 of this plan outline how the CRD will cooperate with member municipalities, First Nations and neighbouring regional districts Recognize Rural Advantages and Limitations The CRD is one of the largest and least densely populated regional districts in the province. The CRD s solid waste programs will give consideration to this important demographic. Priority will be given to programs that minimize transportation. Back yard composting of organics is the best example of a program that will make beneficial use of solid waste without any transportation. Local re-use of clean wood waste for large scale waste-to-energy in mills and thermal plants, and for small scale waste-to-energy as home heating fuel is another example. Given the large distances, emphasis will be placed on hauling solid waste as efficiently as possible, always striving to maximize load tonnages to legal weight and to use the largest, highest capacity truck / trailer combinations practical for each job Move toward User Pay approach to program funding Solid waste programs and services delivered by the CRD are currently funded primarily by general taxation, with only a limited number of weight based tipping fees in place for commercial waste. The CRD recognizes that unlike a user pay program where costs increase proportionately with the amount of trash thrown away, the taxation based fee structure does not encourage waste reduction. This is because in the taxation model costs for waste disposal are fixed and the true costs of waste management are not readily apparent to the user. In addition, the taxation model does not provide a financial incentive for users to reduce the tonnage of residuals disposed. Cariboo Regional District 2-6 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 29 of 146 ITEM1.

30 However, the AC and the public are concerned that moving toward a user pay system may result in significant unintended consequences with illegal dumping. Also, the CRD envisions significant barriers to user pay at its various rural unattended landfill and transfer station sites. Finally, the user pay principle currently receives only a moderate level of support by the public, with an approval rating of about 56.3% across the region. Given these constraints, the CRD intends to move slowly and carefully toward user pay, implementing the program gradually and only when all of the infrastructure is in place to properly collect tipping fees (attendants), bylaw enforcement is in place, and a public education campaign has been implemented to better educate the public about the benefits of the user pay approach to cost recovery. Cariboo Regional District 2-7 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 30 of 146 ITEM1.

31 3. REGIONAL PLAN OBJECTIVES The overall purpose of the Solid Waste Management Plan Review is to update the SWMP, last amended in 2001, to reflect the current status and goals for solid waste management in the region. This report brings together the results from Stages 1 and 2 of the review. Stage 1 was to provide an analysis of the current waste management system and an overview of possible future upgrades to the system. Stage 2 provided a detailed economic analysis of the current waste management system and an overview of a range possible future upgrades to the system intended to achieve further waste reduction. The overriding objective of this Stage 3 Report is to provide the CRD with guidance for moving forward with implementing the Solid Waste Management strategies and programs. In alignment with the guiding principles presented in Section 2, the CRD has set out 6 goals to achieve during this 10 year implementation period, from 2012 to Make recycling accessible to all residents of the CRD The top priority of the updated RSWMP is to make recycling accessible to all residents in the CRD. To date, recycling has only been accessible to residents living in the major urban centres of the CRD, including Williams Lake, Quesnel and 100 Mile House. Residents of outlying areas have had the option to haul recyclables into recycling depots established in the three above noted communities, but this was not particularly convenient and the CRD is looking to expand recycling services to all CRD landfills and transfer stations. 3.2 Gradually increase solid waste diversion to 50% by 2021 In 2009 the CRD diverted 18.3% of solid waste from landfill. The CRD looks to make big strides in improving waste diversion levels during this plan implementation period, setting a goal to divert 50% of incoming waste by To achieve this ambitious goal the CRD will work with municipal partners and Multi-Material BC to divert considerably more paper and packaging from the residential and ICI waste streams. Also, diversion and beneficial use of crushed concrete and low level contaminated soils are seen as low hanging fruit that can be diverted from direct landfill disposal. Finally, the CRD will strive to expand back yard composting and to add simple windrow composting of yard and garden waste and vegetable waste at three urban compost sites toward the end of this implementation period. 3.3 Work to lower per capita waste generation rate to 889 Kg/person/year In 2009, the total MSW production in the CRD was 60,725 tonnes, generated by a population of 61,437 residents. Thus, the per capita MSW generation rate (including recyclables) was 988 Kg of MSW per person per year. Consistent with the Zero Waste policy, the CRD will strive to educate the public to consume less resources and generate less waste. The CRD s goal is to reduce total MSW generation during this 10 year implementation period by 10% to 889 Kg per person, or less. Cariboo Regional District 3-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 31 of 146 ITEM1.

32 3.4 Reduce per capita residuals going to landfill to 500 Kg/person In 2009, 47,651 tonnes of waste was landfilled, representing 775 Kg/person/year. To achieve the 50% diversion goal by 2021, the CRD is looking to reduce the tonnage going to landfill to 30,362 tonnes or less by 2021, and the per capita residual generation rate to 500 Kg/person/year. 3.5 Lower residential residual generation rate to less than 5.70 Kg/person/week Of the total solid waste stream, about 60% of MSW is generated at home, with the balance generated by the ICI sector and as demolition / land clearing / construction waste (DLC). The CRD goal is to have each resident generate less than 5.70 Kg of residuals in their trash bin each week. Through the Waste Wise program, the CRD public education program will challenge residents to weigh their residuals and to dispose of less than 0.8 Kg/person/day. 3.6 Expand participation of ICI Sector in waste diversion programs To date the focus of recycling education and CRD s diversion programs have been aimed primarily at the residential sector. The ICI sector generates almost half of the MSW in our region. In this plan, educational outreach will be targeted to educate restaurants, stores and businesses to divert more of their solid waste. Provided in this report is a road map toward achieving the above six objectives, including an overview of applicable policies, an implementation schedule, costs for plan implementation and suggestions for plan administration. Cariboo Regional District 3-2 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 32 of 146 ITEM1.

33 4. MSW MANAGEMENT STRATEGIES AND PROGRAMS This Section describes the planned improvements to the existing solid waste system that will allow the Regional District and its member municipalities to move toward 50% waste diversion over the next 10 years, and ultimately toward the long term goal of Zero Waste. Also, the plan identifies ways to make the existing system more efficient through adjustments in the collection, hauling and processing systems that are currently in place. The program outlined below combines waste diversion, residual management strategies and policy options to effectively manage solid waste within the region and achieve the above goals. The section reviews each of the major components of the solid waste system, including: 1. Extended Producer Responsibility Programs 2. Recycling 3. Organics Management 4. DLC Waste Reduction Program 5. Wood Waste Management 6. Waste to Energy 7. Waste and Recycling Collection 8. Residual Waste Management 9. Illegal Dumping Clean Up 10. Education and Promotion 11. GHG Reduction Targeted programs are identified for each of the above services. The plan recognizes that all of the planned program upgrades cannot be implemented at once. Therefore, an implementation schedule has been developed which prioritizes the programs based on the potential waste diversion that can be achieved and cost per tonne, so that the CRD can achieve maximum levels of diversion quickly and at minimum cost. Also, the phasing recognizes that at this time there is a very large amount of uncertainty with respect to the roll-out of the MMBC program for packaging and printed paper materials. Therefore, major elements of the recycling program involving these materials may be delayed to Phase 2, when clarity is obtained as to how collection of recyclables will be conducted and funded by MMBC. Phase 1 programs are recommended for high priority implementation in the short term, between now and December, Phase 2 programs are targeted for implementation in the medium term between January 2015 and December, Phase 3 Programs are targeted for the long term, between January 2018 and December, The order in which programs are rolled out also recognizes the need to undertake preparatory studies and complete other tasks in advance of full program implementation. For the same reason, some programs will straddle two or more phases, beginning with preparatory activities and/or pilot programs in Phase 1, and continuing to full implementation in Phase 2 or Phase 3. Where appropriate, specific policy tools to support these initiatives have also been identified. Cariboo Regional District 4-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 33 of 146 ITEM1.

34 4.1 Extended Producer Responsibility In British Columbia, Industry-led Product Stewardship is a government strategy to place the responsibility for end of life product management on the producer and consumers of a product and not the general taxpayer or local government. (BC Ministry of Environment Product Stewardship website). Product stewardship programs play an integral and increasingly significant role in the management of municipal solid waste in BC. Most existing product stewardship programs, also referred to as Extended Producer Responsibility (EPR) programs, have been established by producers and brand-owners of products in accordance with requirements set out in the BC Recycling Regulation. In accordance with the BC Recycling Regulation, mandatory waste management programs have been established for the following categories of products: Products currently covered by an EPR program: Paint Solvents Pesticides Tires Fuels Pharmaceuticals Cell Phones Thermostats Beverage containers Batteries Small appliances Smoke detectors Televisions Residential fluorescent lamps Printers Antifreeze Lead Acid Batteries Used motor oil, oil filters and empty oil containers Audio-visual and consumer equipment Computer monitors, keyboards, mice and other peripherals The EPR programs are managed by Stewards that have been formed by brand owners of the various manufactured goods to efficiently manage each category of recycled materials these stewards include: Encorp Beverage containers Product Care Paint, Solvents, Pesticides, Fuels, CFL s Tire Stewardship B.C. Automobile Tires British Columbia Used Oil Management Association used oil, oil filters Multi Materials B.C. (MMBC) - cardboard, mixed paper, plastic packaging Canadian Battery Association (CBA) - lead acid batteries Call2Recycle - electronics batteries Electronics Stewardship Association of British Columbia - E-waste Canadian Wireless and Telecommunications Association (CWTA) - Cell Phones Summerhill Impact - Thermostats Alarm Recycle - Smoke and Carbon Monoxide Alarms under a stewardship program Cariboo Regional District 4-2 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 34 of 146 ITEM1.

35 Products to be covered by an EPR program: As of July 2012 As of May, 2014 Large appliances Toys, leisure and sports equipment Packaging Electrical and electronic tools Monitoring and control instruments Printed Paper Medical devices IT and telecommunications equipment Automatic dispensers Batteries used in these products Lighting equipment Centralized EPR Eco-Depots (Phase 2): Setting up the collection infrastructure for mandatory product stewardship programs is the responsibility of the Stewards. Return to point of purchase programs are effective for some commodities like tires; but for most products such programs are not convenient for the public. It has been demonstrated that well equipped Eco-Depots that accept recyclables from the full spectrum of EPR programs, as well as other recyclable materials not covered by EPR are the most efficient and convenient way to collect recyclables. The CRD supports the concept and practice of product stewardship and will assist stewardship agencies in the siting of collection depots to meet the needs of CRD s communities. Stewards will be encouraged to establish a presence at a centralized Eco Depot in each of CRD s major municipalities. One model for the Eco Depot program delivery being considered is for CRD to establish three Eco Depots in the major municipalities and to encourage stewardship agencies to provide collection services at the CRD s Eco Depots. At the eco depots, the CRD would provide space and staffing for the collection and storage of EPR-regulated products. The stewardship agencies would provide funding for: Photo 4.1 Typical Hazardous Waste Eco-Depot, Grande Prairie Construction of storage buildings (if required) Cariboo Regional District 4-3 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 35 of 146 ITEM1.

36 Containers appropriate for storage of the materials Training for Eco Depot staff Transportation and disposal/recycling of the collected materials Round-Up Events in Smaller Municipalities (Phases 1 to 3): The CRD will support stewardship agencies to provide round up events for smaller communities on a regular basis Material Bans to Support EPR Disposal Bans on ICI Materials (Phases 1 to 3): Disposal bans will be implemented for all materials included in provincial EPR programs for which practical diversion options are in place in the CRD. Commercial loads containing these materials may be banned from disposal at CRD s transfer stations and landfills. Implementation of recycling bans will involve a targeted public information campaign in advance of each program being implemented, as well as a transition grace period where ban reminders and education materials will be issued to haulers disposing of banned materials. The transition grace period will be followed by full scale implementation and enforcement of the material ban. The CRD may step up bylaw enforcement activities at transfer stations and landfills during the early stages of the implementation period to put out the message that the regional district is serious about ban implementation. Section 5 outlines the enforcement tools that may be implemented in support of disposal bans Working with Multi Materials BC Coordination of Collection Programs with MMBC (Phase 1): If it achieves 75% collection efficiency, the MMBC EPR program for packaging and printed paper is likely to capture about 14,574 tonnes of recyclables per year in the CRD (based on 60,725 tonnes of waste (excluding contaminated soil), 20% paper and 12% plastics, and 75% capture rate). This represents about 24% of the CRD s solid waste stream. Therefore, it will be vitally important to coordinate both urban and rural recycling programs with MMBC. Issues that will need to be resolved as part of plan implementation include: Will MMBC collect materials as single stream format or source separated materials? How much contamination will be acceptable to MMBC? Will MMBC take over existing curbside recycling programs? Will MMBC be responsible from collecting recyclables from attended transfer stations in the CRD? Will MMBC be responsible for collecting printed paper and packaging from CRD s unattended sites that have small tonnages and long haul distances? Cariboo Regional District 4-4 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 36 of 146 ITEM1.

37 How will MMBC interface with established recycling businesses? Will MMBC participate in CRD s Eco Depots? How will MMBC reimburse the CRD for collection costs? CRD staff will liaise with MMBC and neighbouring regional districts to answer the above questions and to generally facilitate a smooth transition to the new EPR program Monitoring CRD staff will monitor unattended transfer stations and landfills to determine if implementation of bans at the controlled sites results in the redirection of solid wastes containing banned materials to CRD s unattended sites. If significant redirection of waste is observed, the CRD will step up control activities at these sites. 4.2 Recycling Urban System Urban recycling programs in the CRD are in a state of flux. Drop-off facilities for recyclables have been in place for many years in the major municipalities, and offer programs for diversion of cardboard, mixed paper, plastics, glass, metals and EPR materials. Starting in 2009 Williams Lake commenced a curbside program for single stream recyclables. The CRD is committed to improving access to recycling programs for the public during this implementation period; however, this plan recognizes that responsibility for diversion of a large portion of the solid waste stream is being shifted to producers through EPR programs, and most significantly, the upcoming paper and packaging program that is being rolled out by Multi-Material B.C. Support of EPR programs and methods of interaction between the CRD and EPR stewards are discussed in Section 4.1. Implementing Three New Eco-Depots (Phase 2): To provide better and more centralized access to recycling services, the CRD intends to establish full service recycling Eco-Depots in Williams Lake, Quesnel and 100 Mile House. It is the CRD s intent to base the Eco Depot program on the very successful Eco Depots that have been developed at Hartland Landfill (Capital Regional District) and Grande Prairie, Alberta for example. These depots provide for all recyclable materials, including: cardboard, mixed paper, plastic packaging with a 75% diversion goal by May 2014, under the Multi Materials B.C. Program paint, used oil, oil filters and HHW under Product Care Program lead acid batteries under the Canadian Battery Association (CBA) stewardship program electronics batteries with a 40% recovery for disposable and rechargeable batteries under Call2 Recycle program, E-waste under Electronics Stewardship Association of British Columbia, Cariboo Regional District 4-5 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 37 of 146 ITEM1.

38 Cell Phones with a 80% diversion target by 2015 under the Canadian Wireless and Telecommunications Association (CWTA) fluorescent light tubes, CFL s, U-tubes and metal halide bulbs with a 40 to 75% recovery rate for CFL s under the Product Care Program, Thermostats with a 75% diversion rate under the Summerhill Impact program Smoke and Carbon Monoxide Alarms under a stewardship program glass, yard waste, clean wood waste, used cooking oil, Styrofoam, ink jet cartridges propane canisters As well, the facilities may provide a re-use facility for building materials. The CRD will carefully evaluate and consult with the public and the various Stewards to determine whether the Eco-Depots will be owned and operated by the CRD, whether they will be contracted, or whether the CRD will look to partner with existing private sector providers to implement the Eco- Depots. Regardless of the management model, the goal will be to have a single, conveniently located and easily accessible facility in each major municipality of the CRD where the public and businesses can take all of their recyclables for processing and shipment. The Eco-Depot program will be implemented as soon as there is clarity with regards to the roll-out of the MMBC program in the CRD. Eco Depots will be established in Material Bans for OCC and Packaging (Phase 1): Recycling from the institutional / commercial / industrial (ICI) sector will be encouraged through material bans at disposal facilities. Old corrugated cardboard (OCC), printed paper and packaging will be the main products targeted, as will vegetable waste once composting operations are established. Unlike the residential programs, which will be moved toward single stream, ICI programs will be encouraged to maintain material separation so that the highest values can be maintained in the products. This program will be implemented in Education Targeted at ICI Sector (Phase 1): Recycling rates in the workplace are currently 10 to 25% lower than in the residential system according to the Stage 1 Public Opinion Survey, with recycling rates of 45% to 75% participation. To increase recycling rates in the work place, the CRD Public Education Program will target development and delivery of recycling education programs for businesses to increase the participation rate. The ICI education program will be implemented in the period Cariboo Regional District 4-6 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 38 of 146 ITEM1.

39 Photo 4-2. Loads of recyclable EPR materials will be banned from landfills Rural System Recycling in rural areas is currently not supported by the CRD. Residents can recycle by bringing their sorted materials to one of the existing recycling facilities in Williams Lake, Quesnel or 100 Mile House. Providing access to recycling services in rural areas was considered the top priority for capital expenditure in the CRD Stage 1 Public Opinion Survey. During the Stage 2 Evaluation of Options it was determined that the most efficient method of delivering the service would be to provide the following services: Three staffed full service Eco Depots accepting full range of EPR products Nine staffed transfer stations with recycling bins for single stream recyclables and facilities for recyclables including scrap metal and clean wood waste. Bins for single stream recyclables will be provided at unattended transfer stations and landfills, or the closest rural community. Due to challenges with transportation logistics, E-Waste will not be accepted at the rural transfer stations. E-waste, will be banned from all landfills and transfer stations. Residents and businesses will be required to transport their E-waste to the nearest Eco-Depot for proper disposal. Nine Staffed Transfer Stations and Landfills with Support for Recycling (Phase 1): To maintain clean and safe facilities, the CRD recognizes there is an immediate need to provide supervision and bylaw enforcement at its busiest transfer station sites. In Phase 1, the CRD will provide attendant facilities and staff the following nine facilities: Cariboo Regional District 4-7 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 39 of 146 ITEM1.

40 Photo 4-3. Typical Attended Transfer Station in Elmworth, note attendant shelter 1. Lac La Hache Transfer Station (2012 pilot, with full implementation in 2013) 2. Wildwood Transfer Station (2014) 3. Frost Creek Transfer Station (2014) 4. Baker Creek Transfer Station (2014) 5. Lone Butte Transfer Station (2013) 6. Forest Grove Transfer Station (2013) Mile Transfer Station (2014) 8. Inter-Lakes Landfill (2013) 9. Watch Lakes Landfill (2013) The facility upgrades will include the addition of an attendant shelter, security fencing and a controlled gate (as required), one or more large volume bins for single stream recyclables, a bin, or marshaling area for clean wood waste, and a pad or bin for scrap metal. Recycling Bins at Unattended Sites (Phase 1): Bear proof, fully enclosed roll-off bins for the collection of recyclables will be provided at unmanned transfer stations and landfills, or their closest community. A public education program will be included on implementation. The quality of recyclables will be evaluated on an ongoing basis to assess the level of contamination. Education and bylaw enforcement will be ramped up if necessary to improve the quality of materials collected. If recycling bins are not a success, they will be removed from the unattended sites on a site by site basis. Transfer Station Attendants (Phase 1): Attendants will be interface with residents, businesses and contractors. They will educate patrons on recycling opportunities and will direct them to unload the various recyclables and residuals in the appropriate bins or bays. In particular, they will ensure that all materials being deposited in the single stream recycling bins, clean wood waste bins or marshaling yards and scrap metal pads are clean and properly sorted. The attendants will collect tipping fees, Cariboo Regional District 4-8 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 40 of 146 ITEM1.

41 where applicable and will ensure that commercial haulers from outside the service areas and users from outside the region are not dumping at the sites to avoid tipping fees. The attendants will also be responsible for cleaning up and maintaining the sites. Each transfer station and landfill will have posted signs that indicate operating hours. The facility hours will also be posted on the CRD s web site. Access to each facility will be allowed only during open hours. Operating hours will be chosen carefully in consultation with the public to meet the needs of each service area. Recognizing that the costs of facility operation are proportional to the time that it is open, the CRD will work with each community to identify a schedule that provides convenient access for most users while reducing the total hours that the facility is open each week. A combination of morning, afternoon and weekday / weekend hours are envisioned. Municipal hauling schedules and collection schedules will need to be synchronized such that municipal, First Nations and commercial haulers will not be adversely impacted in the execution of their routine business. Weigh Scales: Weigh Scales are in place at the 100 Mile Regional Landfill and at the Williams Lake Transfer Station. The Quesnel Landfill is scheduled to have a scale within the phase 1 timeline. As the CRD does not anticipate moving to a full User Pay system in the short to medium term, scale facilities will not be added to the attended transfer stations and landfills. Instead, for those materials subject to a tipping fee, volume based tipping fees that are a function of vehicle size will be developed. All waste and recyclables entering the CRD system will ultimately be scaled at regional landfill facilities, except the waste deposited at the CRD s rural landfills. The tonnage of waste received by the rural landfills represents about 5% of the total MSW in the region. 4.3 Organics Management Organic waste currently represents about 22% of the total waste disposed in the CRD system, representing about 10,000 tonnes per year. The organics are broken out to include 5,800 tonnes of food waste, 1,600 tonnes of residential yard waste and 2,600 tonnes of ICI brush and yard clippings. At present almost all of the food waste and yard and garden waste are landfilled Back Yard and Vermi Composting Back yard composting is already main-stream in the CRD, with a participation rate of 60 to 70% according to the Stage 1 Public Opinion Survey. The CRD has supported back-yard composting in the past with distribution of subsidized composter units and public education. Because organic waste is managed at home and the product is used to fertilize gardens, backyard composting is the best method to manage yard and garden waste and vegetable waste generated by the residential sector in the CRD. Due to the risk of attracting bears and other wildlife, composting of odorous food scraps will be discouraged. Back yard composters are typically larger volume plastic containers designed to allow for the decomposition of organic waste under aerobic conditions. They are capable of diverting up to 200 Kg of yard and garden waste and vegetative food waste per year. They are suitable for use in homes with gardens where space is available to accommodate the unit. Cariboo Regional District 4-9 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 41 of 146 ITEM1.

42 Photo 4-4 Back Yard Composter Photo 4-5 Vermi-Composter Vermi-composters or worm composters use a more compact design and special worms that accelerate the composting process and allow composting occur in a smaller space such as an apartment or condominium with limited or no access to yard space. Worm composters can process about 50 Kg of food waste per year. Distribution of Back Yard and Vermi Composters (Phase 1): In the implementation of this program, the CRD will arrange for the purchase and distribution of back yard and vermi-composters to residents that desire to participate in the at-home composting program. CRD staff will determine the number of back yard and vermi-composters desired each year and will coordinate distribution activities. Member municipalities will be encouraged to participate in the back yard composting initiative, as will interested businesses. This plan anticipates that 500 back yard composters and 50 worm composters will be distributed to residents each year. The composters will be subsidized by 25% (purchased at approximately $40/unit and sold for $30/unit). The program will continue to be implemented in 2013 and After two years the program will be evaluated to determine if demand for backyard composting has been saturated. Composting at-home Education Program (Phase 1): A public education program will be developed on how to effectively compost organic waste in a back yard composting program. The program will include a course taught by a public education coordinator for the CRD and on-line education material on CRD s website Centralized Composting of Yard and Garden Waste Centralized composting of yard waste received moderate support from CRD s residents in the public consultation survey; however, it was suggested that the support for the program was low because the survey questions were not clearly structured. Cariboo Regional District 4-10 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 42 of 146 ITEM1.

43 Centralized Windrow Composting (Phase 2): Simple composting of yard waste, including grass clippings, leaves and brush is a program that can be managed at a cost lower than that of transfer to a centralized landfill. The CRD will conduct a detailed feasibility study of windrow composting costs and diversion potential from both the residential and ICI sector in If results are positive, the CRD will propose a partnership with the City of Williams Lake to introduce a centralized composting pilot program in Williams Lake in 2016 for organic waste generated at the CRD s transfer stations (see below). Materials would be combined with those currently collected at the Central Cariboo Transfer Station. If the Williams Lake program proves effective, it will be expanded, in partnership with the other host municipalities. The compost will be accumulated for use in the progressive closure of the Williams Lake Landfill. Compost will also be made available for sale to residents of the CRD. Photo 4-6 Typical Centralized Windrow Composting Facility Yard and Garden Bins at Attended Transfer Sites (Phase 2): Roll-off bins or compactor bins for clean yard and garden waste will be put in place at the three central attended transfer stations(150, Frost Creek and Wildwood) concurrently with the launch of the Williams Lake centralized windrow composting program. The bins will be hauled to the centralized composting facility where the material will be composted in aerated windrows. The collection program will be rolled out in , subject to positive results of the feasibility study. Yard Waste Collection from Urban Areas (Phase 3): If centralized yard and garden waste composting programs are effectively implemented in the urban centers of the CRD, the CRD will consult with member municipalities to determine if the programs can be effectively expanded to include yard waste collected from residential curbside. In that case, the member municipalities would be required to fund and operate the collection programs. Cariboo Regional District 4-11 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 43 of 146 ITEM1.

44 The CRD will either continue to provide composting services on a cost shared basis at its facilities, or will look to participate in the larger scale composting programs organized by the member municipalities. Yard and Garden Waste Ban (Phase 3): In support of the yard and garden waste diversion program, large volumes of yard and garden waste will be banned from disposal at all attended transfer station and landfill facilities where bins or tipping pads for yard and garden collection are in place. This ban may be implemented in 2018 once the yard and garden waste composting program is fully implemented Centralized Composting of Food Waste The Stage 2 Evaluation of Options Report determined that about 11% of the existing waste stream could be diverted with an in-vessel composting program targeting food waste. However, because the program would require weekly collection of food scraps at the curbside and an expensive composting facility, it was not generally supported by the public. Assessment of Food Waste Composting (Phase 3): The CRD will observe the evolution of food waste composting in other small municipalities before contemplating the roll out of such a program in the CRD. Foremost, it will be necessary to demonstrate that food waste composting can be done cost effectively at a scale of approximately 4,400 tonnes per year. Also, it will be necessary to establish that food waste can be collected effectively at curbside without attracting bears into neighbourhoods in a fringe urban setting that is surrounded by wilderness and bears. 4.4 Wood Waste Management About 7,200 tonnes of wood waste is generated in the CRD each year. The wood is derived from two sources. The majority is comprised of brush, stumps organic debris generated during land clearing and property maintenance activities. A smaller amount is comprised of dimensional lumber from demolition and home renovation projects and from pallets. Of the total wood waste, 2000 tonnes was ground up and diverted to the Williams Lake Power Plant for waste-to-energy, 3,800 tonnes was burned on-site in air curtain burners and 1,400 tonnes was landfilled. The costs of chipping wood for waste to energy were determined to be $100/tonne, the costs of air curtain burning were about $65/tonne and the costs of landfill disposal in rural landfills was $189/tonne. Wood waste was collected and chipped for cogen at Williams Lake, Frost Creek, Chimney Lake, 150 Mile House, and Wildwood transfer stations. At 100 Mile House landfill and the rural landfills and transfer stations wood waste and yard and garden waste was consolidated and periodically burned in an air curtain burner. At the Quesnel Landfill wood waste was ground and used at a local mill as hog fuel Wood Waste Separation Sorting of Clean Wood for Waste to Energy (Phase 1): Diversion of wood waste from landfills was very strongly supported in the Stage 2 Public Opinion Survey, with 93% support. To implement an effective wood waste diversion program, the CRD will implement a clean wood waste diversion program at all attended waste management sites. Sorting pads or roll-off bins will be provided at each Cariboo Regional District 4-12 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 44 of 146 ITEM1.

45 attended facility. The public will be required to sort wood waste into clean wood including unprocessed wood and dimensional lumber that is free of paint, stain, glue or wood preservative and contaminated wood includes one or more of the above contaminants. All plywood and particle board will be directed to the contaminated wood pile. The wood waste separation initiative will be phased in as attendants are added at each site in 2013 and Photo 4-7. Wood Waste Sorted into Clean and Contaminated Piles - Kamloops Clean wood will either be hauled to a central facility for chipping, or will be chipped on site and then hauled to a waste-to-energy facility or to a pellet plant. The CRD will investigate whether clean chipped wood has a market value and will seek to establish a long term supply contract with one or more facilities capable of utilizing the wood for waste-to-energy Burning On Site Burning Clean Wood Waste at Unattended Facilities (Phase 1): Air Curtain incineration of wood waste will continue to be carried out at unattended landfills and unattended transfer stations that currently have room for a wood waste marshaling area. Burning of clean wood may also be carried out at attended facilities at times when market forces make waste-to-energy fiscally unattractive. Clear signage will be provided at each pad to indicate what constitutes clean wood waste. Site maintenance contractors will be required to periodically clean up the pile to sort out and landfill obvious contamination while piling up and consolidating wood on the pad. Open burning will be conducted in compliance with the B.C. Landfill Criteria and site permits. Currently, only air curtain burning is permitted. However, it is anticipated that the MOE will authorize controlled dawn-to-dusk open burns of clean wood waste in the Updated Landfill Criteria that is schedule to be issued later this year. Controlled burning will result in a significant reduction in the cost of the burning programs. Cariboo Regional District 4-13 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 45 of 146 ITEM1.

46 Beneficial Use of Contaminated Wood Waste (Phase 1): Contaminated wood waste may be directed to landfill for beneficial use as road construction material where possible. DLC waste is routinely used at a number of B.C. landfills for road sub-base. It is a strong, low density structural material that can offset the large cost of importing gravel or shot rock for road base applications. Clean Wood Waste Ban (Phase 2): In support of the clean wood waste diversion initiative, clean wood waste will be banned from disposal at all attended transfer station and landfill facilities. This ban may be implemented in 2015 once the clean wood waste sorting programs are well established. 4.5 Waste to Energy The typical MSW waste stream contains a significant amount of energy, with an energy content of 10 to 17 GJ/tonne, roughly 50% of that contained in gasoline. Wood waste processed as hog fuel contains even more energy, about 20 GJ/tonne. Recognizing that energy recovery is positioned above residual disposal in the waste management hierarchy, the CRD has actively investigated available options for energy recovery AECOM Study (2009) AECOM was commissioned to undertake a Waste to Bio-Energy Feasibility Study in AECOM s report investigated a range of options for energy utilization from the entire waste stream, including conventional waste to energy (incineration) and advanced thermal processes (Gasification, Plasma and Pyrolysis) waste to energy. AECOM s report also investigated options for energy recovery from wood waste, which constitutes about 8% of CRD s solid waste stream. AECOM concluded that conventional waste to energy would be very expensive, with net disposal costs of $180/tonne, excluding the costs of collection. AECOM also explored selectively processing CRD s MSW waste stream to produce refuse derived fuel (RDF). This process would consume 100% of wood waste and 46% of the MSW, for a net diversion of 69% of MSW. In 2009 the costs of processing refuse derived fuel from MSW were estimated to be $109/tonne. Additional costs of disposing of the RDF residual at $81/tonne, ash management and required air quality upgrades to the Capital Power boiler made this waste to energy option equally expensive. AECOM investigated three processes to recover energy from the wood waste contained in CRD s waste stream, including mass burn of chipped wood waste at Capital Power, diversion of clean wood waste to an established Pellet Plant (Pinnacle Pellet) and development of a bio-oil facility. Of the three wood waste options, burning of all clean wood at Capital Power or diversion of the wood waste to pellets were seen as fiscally attractive because the current costs of air curtain burning would be used to offset the costs of site supervision to achieve a cleaner wood supply. In particular, the costs of the pellet plant option were estimated to be only $60,000 per year on 12,400 tonnes of wood waste, or roughly $5/tonne. Furthermore, under this scenario, the CRD would stop further air curtain burning of wood waste, saving costs of $372,000 (in 2009). Cariboo Regional District 4-14 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 46 of 146 ITEM1.

47 However, the study did not recognize that the pellet plant would only accept clean wood waste, excluding plywood, pressure treated wood containing chromated copper arsenate, painted wood (potentially containing lead). SHA estimates that some 33% to 50% of the wood would be considered contaminated, and thus unsuitable for combustion (or air curtain burning). As a result, per tonne costs would be higher, but still very inexpensive in comparison to all other options. AECOM concluded that the results of their analysis clearly indicated that the CRD should pursue the option to have wood waste processed into pelletized fuel. Although the options that process only wood waste do not achieve as much diversion as options that address both wood waste and MSW, using the wood waste to create wood pellets minimizes net GHG emissions, has the lowest cost (lower than the status quo), has minimal risk, and can be implemented as soon as the current contract with the air curtain burner has expired. AECOM reported that the primary barriers to success for the pellet plant option are related to the cost of transporting the wood waste to the plant, and the ability of the CRD to provide a consistently clean feedstock to the plant. The cost of transporting the wood to the pellet plant has been modeled as breaking even with the value of the wood; should the value of wood drop (either due to external economic factors or due to the quality of the wood), the cost of this option could increase to be greater than or equal to the cost of sending all wood waste to Capital Power. When diverting wood for pellet production, the level of contamination in the wood would have to be strictly monitored and enforced; this has been provided for by upgrading several of the remote transfer sites to have controlled access and staff; however, other transfer sites will continue to be uncontrolled. The quality of the wood from the uncontrolled sites may be improved through public education, and through the establishment of separate tipping areas for clean wood and treated wood. During the Stage 1 Public Opinion Survey residents indicated that they were interested in more information about waste-to-energy programs. Residents were asked what programs they were interested in seeing investigated for costs. Generally, the respondents ranked Waste-to-Energy at least a 4 out of 5 in level of support. In the Stage 2 Public Opinion Survey, 93% of respondents indicated that they would like to see wood waste beneficially used for energy recovery Expanded Waste to Energy program from Wood Waste Establish Supply Agreement for Wood Waste Derived Fuel (Phase 1): Acting on the conclusions of AECOM s study, the CRD will proceed (where feasible) to develop a long term supply agreement with a waste-to-energy operator in the private sector that will utilize the CRD s clean wood waste. The agreement will be structured in parallel with CRD s wood waste management strategy outlined in Section 4.4 above Incineration of MSW for Energy Recovery The CRD will continue to track new developments in Waste-to-Energy. In particular, if opportunities are identified whereby a partnership is established with other regional districts to increase economies of scale, or whereby new technologies are developed that drive the per tonne costs significantly below Cariboo Regional District 4-15 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 47 of 146 ITEM1.

48 current price points, then the CRD will re-evaluate its current residual management strategy that diverts all residuals to landfill. 4.6 Managing Wastes from the Construction Sector Wastes from the construction sector, including DLC waste, concrete rubble and contaminated soil represent 35% of all MSW generated in the CRD. Effective diversion of these materials from landfill is a top priority in this RSWMP update. Sorting Demolition Waste (Phase 1): Demolition waste is typically comprised of the following materials: Dimensional lumber; Roofing materials; Drywall; Concrete / Brick; Plastics and other Dry Waste; To encourage diversion of recyclable materials, sorted DLC waste will be accepted at CRD s landfills and transfer stations that are configured to accept DLC for a reduced fee. Haulers will be required to deposit clean wood waste, concrete, and roofing materials where feasible into designated bins or pads for recycling. Contaminated wood and other non-recyclables will be directed for disposal as general refuse. Unsorted DLC waste will be accepted at an elevated tipping fee. Beneficially Using Contaminated Soil (Phase 1): Soil contaminated with metals and/or hydrocarbons at concentrations below Hazardous Waste, as defined in the Hazardous Waste Regulation, can be landfilled at CRD s regional landfill facilities or used for daily and intermediate cover. The CRD will accept soils contaminated with metals up to Hazardous Waste concentration, and soil contaminated with hydrocarbons up to CL/IL minus concentration, at its landfill facilities. A tipping fee for this soil may be charged if soil storage and handling become a logistical issue. Contaminated soil will be stockpiled at regional landfill facilities, where it will be diverted for beneficial use as daily and intermediate cover. Such beneficial use does not constitute disposal, as the contaminated soil will be used to replace cover soil excavated on site or imported to the landfill site. Large volumes of uniform soil will be analyzed for suitability as final cover material and stockpiled as needed. Processing Concrete (Phase 1): Concrete rubble is currently stockpiled at the Williams Lake landfill and 100 Mile House Landfill, and used to construct large cell partitions at Quesnel Landfill. To divert this material to a beneficial use, the rubble will be periodically crushed. Local road building contractors will be offered the crushed aggregate for road construction projects. Crushed concrete will also be used at CRD s landfills as aggregate for road sub-base and base course applications and may be used as aggregate in the gas collection layer of final cover systems Cariboo Regional District 4-16 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 48 of 146 ITEM1.

49 Photo 4-8. Mobile Crushed for Processing Broken Concrete Use of Soil Bioremediation Facilities (Phase 1): Although soils contaminated with hydrocarbons up to Hazardous Waste levels are authorized for disposal, they can emit hydrocarbon odours and contamination from those soils can migrate into leachate. For those reasons, the CRD will only accept hydrocarbon contaminated soils that are at contaminant levels of CL/IL minus, as defined in the Contaminated Sites Regulation, at its regional landfill facilities. If soil containing higher levels of hydrocarbons is to be disposed, it must first be treated to reduce the level of contamination. The CRD has partnered with Tervita to operate a soil bioremediation facility at 100 Mile House and with Quantum Murray to operate a bioremediation facility at the Williams Lake DLC landfill site. Soils are accepted with approval from CRD staff and subject to a tipping fee. Soil bioremediation at these facilities typically involves the treatment of hydrocarbon contaminated soils using bacterial and biological agents and fertilizers to break down the organic contaminants in the soil. Contaminated soils are received and placed on geomembrane lined pads with leachate collection and treatment systems, where required. Excavators are typically used to place and turn the soil as treatment progresses. Advantages of conducting soil remediation at landfills include the access to scale facilities, a secure work area, an area where some dust impact can be tolerated, and a beneficial use for the soil once it is treated below target levels. The City of Quesnel may also consider developing a contaminated soil bioremediation facility at its landfill facility. Disposal of contaminated soils will not be authorized at any of CRD s smaller rural landfill facilities that rely completely on natural attenuation of leachate. Cariboo Regional District 4-17 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 49 of 146 ITEM1.

50 Recycling Asphalt Roofing (Phase 1): Asphalt roofing may be separated at attended transfer stations and landfill facilities. The CRD will contact local paving companies regarding the development of a quality ground-up asphalt roofing material for incorporation in asphalt pavement. Disposal Bans on Concrete Rubble and Roofing (Phase 2): In support of CRD s goal to divert recyclable construction waste from landfill, disposal bans may be set in place for the above noted materials once effective recycling programs are in place that recycle or beneficially reuse these materials. 4.7 Waste and Recycling Collection At 80,000 km 2, the CRD is the third largest Regional District in B.C. (after Peace River and Kitimat Stikine R.D. s). As a result, the solid waste programs extend over a very large region and a large portion of the waste and recyclables generated in the region must be transported long distances. As a result, efficient collection and transportation strategies are a key aspect of this RSWMP Urban Collection of Waste Collection of MSW residuals in urban areas is the responsibility of the member municipalities. Weekly curbside collection services are provided in Quesnel, Williams Lake, 100 Mile House, 108 Mile House and Wells. Contractors managing residential refuse collection programs in Quesnel and Williams Lake have recently switched to automated haul trucks that collect refuse from roll-out totes deposited at curbside. Due to collection efficiencies and health and safety benefits, the CRD supports the switch to automated collection and encourages other member municipalities to adopt automated collection as well. Increase Tonnage of Trucks Hauling to Gibraltar Landfill (Phase 1): MSW loads hauled from Williams Lake Transfer Station to Gibraltar Landfill are transported in walking floor trailers. The CRD will structure future haul contracts to ensure that high capacity trailers that maximize tonnage per load will be adopted and that methods of densifying loads through tamping or pre-load compaction be investigated Urban Collection of Recyclables Recyclables are currently collected curbside only in Williams Lake. collection program is a single stream program. The Williams Lake residential The CRD will endeavor to facilitate conversion to curbside collection programs for waste and recyclables such that they will be consistent across the region. The objective will be to increase operational efficiencies, maximum utilization and sharing of resources. The commercial recycling program is focused on OCC with lesser amounts of mixed paper collected. Three to six yard cardboard bins are distributed strategically at businesses in the member municipalities. The CRD recognizes that it is important that the rural recycling program operated by the region be aligned with the type of recycling program implemented by member municipalities, so that recyclables collected in the rural program can be processed and marketed together with the recyclables from the municipal programs. Cariboo Regional District 4-18 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 50 of 146 ITEM1.

51 4.7.3 Collection and Hauling of Waste from Rural Transfer Stations Transition from Transtors to 40 Cu.Yd. Roll-off Bins (Phase 1 and Phase 2): The CRD s rural transfer station system is comprised primarily of self-tipping 25 cu.yd. Transtor bins, with a smaller amount of 40 cu.yd. roll-offs. As the Transtor bins reach the end of their service life they may gradually be replaced by more efficient and less expensive high capacity roll-off bins (40 or 50 cu.yd. capacity). To achieve the greatest efficiency, retention of Transtor bins at long haul sites in combination with compaction haul trailers may also be considered. This transition may require that transfer stations that are being changed over be reconfigured. Add Tamping Capacity at Attended Sites (Phase 1): The CRD will require that attended roll-off bin transfer stations be equipped with a small back hoe that is capable of tamping waste and densifying loads to maximize load tonnages and increase hauling efficiency. Add Capacity to Haul Two Bins on Live Trailer (Phase 1 and 2): The CRD will structure future hauling contracts in a way that encourages hauling efficiency. Hauling two or more bins with a live trailer on long hauls, increasing load density and servicing bins when at or near capacity will be the guiding principles that will be incorporated in the contracts Rural Collection of Recyclables from Transfer Stations and Landfills Provide and Service Recycling Bins at All Rural Sites (Phase 1 and 2): All 29 rural transfer stations and landfills will be equipped with roll-off containers for collection of recyclable materials. The system will initially be configured for collection of mixed single stream recyclables. Large volume (40 or 50 yd) containers with lids that can be top loaded, or enclosed containers with side chute doors will be provided. Depending on participation rates, bins may eventually be upgraded to compactors at high use sites. Collected recyclables may be hauled to central baling facilities in Williams Lake, Quesnel or 100 Mile House for baling. During initial roll-out of the rural collection programs, a recycling trailer may initially be used in the affected communities to educate the public on proper recycling techniques and what materials are suitable for disposal. Add Live Trailers on Long Hauls (Phase 1): The CRD will structure future hauling contracts to require haulers on longer transfer station hauls to haul at least two bins per trip (a refuse bin and a recycling bin, or two refuse bins). Adding a second bin will increase haul efficiencies by 40 to 50%. To benefit from lower processing costs, baled single stream recyclables may be shipped to a high capacity automated MRF out of region for sorting and shipment to markets. Transition Rural Recycling Program to MMBC (Phase 2): The CRD will liaise with MMBC to establish how the rural collection program will be integrated into and financed by MMBC when the printed paper and packaging EPR program is implemented in May, Residual Waste Management Residual waste (solid waste material that is not recycled) is landfilled in three regional and 12 rural landfill sites. In 2009, 47,651 tonnes of MSW was landfilled. Of that total, only 3,689 tonnes was Cariboo Regional District 4-19 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 51 of 146 ITEM1.

52 deposited in the CRD s 12 rural landfill facilities. The balance was deposited in the three regional landfills Regional Landfill Facilities Three regional landfill facilities are located in the CRD, Quesnel Landfill services the North Cariboo, Gibraltar Landfill services the Central Cariboo and 100 Mile Landfill services the South Cariboo. Quesnel Landfill is owned and operated by the City of Quesnel. Gibraltar Landfill and 100 Mile Landfill are owned and operated by CRD. The Gibraltar Landfill is a fully engineered landfill that meets all requirements of the current landfill criteria, including a geomembrane liner system, leachate collection and treatment and progressive closure. Because it is a fully compliant engineered site, Gibraltar costs more to operate than the natural control landfill sites at Quesnel and 100 Mile House. Assess Existing Regional Landfills Against New Landfill Criteria (Phase 1): The updated Landfill Criteria for Municipal Solid Waste, 2 nd Edition is expected to contain a number of requirements that will make landfills environmentally safer and more efficient. The CRD will undertake reviews of regional landfills to identify any areas that may be out of compliance with the new criteria requirements. Plans for addressing any compliance issues will be developed. Require that Progressive Closure be implemented at all regional landfill sites (Phases 1 to 3): Progressive closure of completed landfill phases is required in the current landfill criteria. Progressive closure requirements are expected to be even more stringent in the Updated Landfill Criteria, 2 nd Edition. Because progressive closure reduces environmental risks and liabilities, the CRD will require that progressive closure be conducted as per approved design and operations plans for each facility. Require that Managers of Regional Landfill Facilities be SWANA MOLO Certified and that operators be SWANA BCQLO Certified: The B.C. Yukon Chapter of the Solid Waste Association of North America offers two excellent training programs. A comprehensive Manager of Landfill Operations (MOLO) certification course is designed to train Managers how to safely and efficiently operate landfill facilities. The B.C. Qualified Landfill Operator Course (BCQLO) is a course designed for front line landfill staff. It teaches best practices for cell construction, air space conservation, landfill safety, amongst many other related topics. Having all staff properly trained in landfill operations is important to ensure that CRD s landfills will continue to be operated in a safe and efficient manner, reflecting current best practices and standards Attended Rural Landfill Facilities Convert Watch Lake and Inter-Lakes Landfills to Attended Sites (Phase 1): High use rural landfills at Inter-Lakes and Watch Lake will be converted to attended landfill facilities. The upgrade will include provision for an attendant shelter, expanded facilities for sorting wood waste into clean and contaminated streams, expanded recycling facilities for scrap metal and single stream recyclables. Additional recycling capacity for some EPR materials may be added in a lockable roll-off container. Evaluation of cross border use of the Watch Lake landfill and the 70 Mile transfer station by CRD residents and Thompson-Nicola Regional District residents will be completed and recommendations made.establish Service Hours for Attended Landfills (Phase 1): Public consultation will be Cariboo Regional District 4-20 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 52 of 146 ITEM1.

53 undertaken to determine appropriate service hours for each facility that provide adequate access while minimizing the hours that each facility will be open to the public, thereby reducing operating costs Unattended Landfills The CRD currently operates 12 unattended landfills. This number will be reduced to the following ten facilities when attendants are added at Watch Lakes and Inter-Lakes: 1. Nazko Landfill 2. Likely Landfill 3. Big Lake Landfill 4. Mahood Lake Landfill 5. West Chilcotin Landfill 6. Kleana Kleene Landfill 7. Tatla Lake Landfill 8. Cochin Lake Landfill 9. Puntzi Lake Landfill 10. Nemiah Valley Landfill An economic study undertaken by the CRD concluded that despite being very expensive to operate at an average of $189/tonne, continued operation of small unattended landfills continues to be less expensive than servicing these areas with transfer stations. Adding Safety Railings and Fall Protection at Trench Landfills (Phase 1): SHA s Stage 1 Efficiency Review identified a risk factor in that the public was exposed to dangerous slopes at several of the trench type landfills. Reconfiguration of the landfills to incorporate flatter slopes at the tipping face, or to add a portable safety rail will be implemented on a priority basis. Evaluating Feasibility of Unattended Sites with Criteria (Phase 2): New environmental and safe landfill operating requirements may be added in the Updated Landfill Criteria, 2 nd Edition. These requirements may increase the operating costs of the small unattended facilities. The CRD will evaluate the compliance status of each landfill once the new guidelines are introduced and will then evaluate whether continued operation of the facilities remains in the best public interest. 4.9 Illegal Dumping Clean-Up With access to a multitude of back roads, illegal dumping of waste continues to be a problem in the CRD and the AC is concerned that implementation of user pay programs would increase the magnitude of the problem in the region. To reduce the occurrence of illegal dumping the CRD will introduce bylaws that discourage illegal dumping and will put in place financial penalties to serve as deterrent for illegal dumpers. The Bylaw enforcement program will be empowered to prosecute illegal dumpers. Supporting Clean-Up of Illegal Dumping (Phases 1 to 3): The RSWMP will make provisions to encourage volunteer driven clean-up of illegal dump sites and will support illegal dumping clean-up activities through targeted funding. Where necessary, funding and resources will be directed toward Cariboo Regional District 4-21 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 53 of 146 ITEM1.

54 organizing clean-up events, supplying equipment and staff time to support volunteers and allowing free dumping of all waste that is collected Education and Promotion In order to achieve the higher waste reduction and diversion goals targeted in this RSWMP it will be vital to get the message to the public in both the residential and ICI sectors. The success of waste management programs and policies requires that people know and understand why and how to effectively participate in the programs. Therefore, education and promotion are integral and critical components of the overall solid waste management system. Promotion and education efforts directly related to municipally-provided waste management services such as curbside garbage collection will continue to be done by the municipality providing the service. The CRD will be responsible for promotion and education efforts related to their services such as recycling drop-off depots, transfer stations, landfills, as well as promotion and education in regards to waste reduction and reuse, composting, household hazardous waste and product stewardship programs. The CRD will be a willing partner with the various stewards, to promote available EPR programs as promotion opportunities arise. In particular, the CRD is prepared to support MMBC to effectively launch the printed paper and packaging EPR program in the Cariboo. Moving forward, it will be necessary for the Regional District, Municipalities and product stewards to work together to ensure consistency in promotion and education programs. Promotion and education activities will use a range of promotion and education activities and tools to coordinate solid waste management activities, to increase waste diversion and to work towards zero waste. These activities may include: The Waste Wise program for schools Web-based information, including a searchable database Sponsoring and promotion of the RCBC Telephone hotline Promoting the information provided in the local telephone directories TV and Radio campaigns to promote new programs Newspaper advertising Engaging local cable stations to develop more in-depth information on the CRD waste management system and waste management issues Community Outreach o Participation in community events o Displays at community locations o Contests o Recognition programs (e.g. awards for exemplary actions towards waste reduction) o Facility tours o Workshops and seminars Social media (e.g., Facebook) Cariboo Regional District 4-22 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 54 of 146 ITEM1.

55 Partnering with stewards to promote EPR programs Some of the key programs that will be delivered include: Improved Public Information on Recycling (Phase 1): Improvements and updating of the CRD s web site to provide current information on how to recycle and where various materials can be deposited, complete with addresses and contact numbers. Utilizing mapping technology provided Google Maps will be investigated. Consolidated information on a simple 1 page map for each region may also be considered. Education Targeted at ICI Sector (Phase 1): Recycling rates in the workplace are currently 10 to 25% lower than in the residential system according to the Stage 1 Public Opinion Survey, with recycling rates of 45% to 75% participation. To increase recycling rates in the work place, the CRD Public Education Program will target development and delivery of recycling education programs for businesses to increase the participation rate. The ICI education program will be implemented in the period Composting at-home Education Program (Phase 1): A public education program will be developed on how to effectively compost organic waste in a back yard composting program. The program will include a course taught by an education coordinator for the CRD and on-line education material on CRD s website. Waste-Wise School Program (Phases 1 to 3): Teaching elementary and high school students about sustainable solid waste management is an effective way to disseminate knowledge into communities. Foremost, because students are likely to incorporate the environmental knowledge and sustainability principles into their future lives, the Waste Wise education programs will pay long term dividends. In the short term, many students will bring the information home and will educate parents and siblings to do the right thing at home as well. The CRD sets a Phase 1 goal of providing an opportunity for every child in the school program to participate in the Waste Wise Program at least once in elementary school. In Phase 2 or Phase 3 the CRD will strive to develop a second program targeted at high school students. Partnering with Stewardship Agencies in Promotion and Communications (Phase 1 to 3): In British Columbia, the Stewardship Agencies are responsible for educating consumers regarding their programs and for providing information about collection options, fees, and handling practices. Most agencies maintain websites, and / or utilize the services of the Recycling Council of BC Hotline. As the lead proponent responsible for coordinating solid waste programs in the CRD and with well established communication networks, the CRD is well positioned to efficiently distribute messages regarding EPR programs throughout the region. The CRD will partner with Stewards as opportunities arise and assist them in promoting their programs with the assistance of the CRD s website and communications resources. As EPR stewards are responsible for the promotion of their programs, any promotional activities conducted by the CRD will be provided on a cost recovery basis. Cariboo Regional District 4-23 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 55 of 146 ITEM1.

56 Minimizing Use of Paper (Phases 1 to 3): Promotion and education initiatives will aim to minimize the use of paper through using electronic media to distribute information whenever practical. Funding Public Education Program (Phases 1 to 3): The budget for these programs is based on a cost of $5 per household per year, for an annual budget of approximately $75,000. This estimate includes the existing $25,000 budget for the Waste Wise program. Efforts will be made to cost share the education programs with EPR stewards in situations where activities are directly related to EPR programs. Public education will initially be delivered by a qualified contractor. In Phase 2 the CRD will review whether a Public Education Coordinator position should be implemented at staff level. Education and promotion will continue to be implemented on an annual basis throughout the implementation period, GHG Reduction The Cariboo Regional District is aware of the importance of reducing anthropogenic green house gas emissions to slow global warming. The devastating pine beetle epidemic that has severely impacted the fibre supply for local mills has been linked to our changing climate. To reduce the region s GHG emissions, the CRD will be pro-active in promoting emission reductions. Most important, the wood waste and fibre recycling initiatives presented above will divert a large amount of the carbon away from landfill, where it would otherwise decompose over time to produce methane gas. The CRD will implement landfill gas collection systems at the major regional landfills when methane production rates exceed 1,000 tonnes per year. Earlier implementation of voluntary capture and flaring will be evaluated as opportunities arise. The CRD will consider overall GHG emissions in all of its waste and recycling programs, particularly emissions related to transportation. Total GHG emissions from the solid waste program will be reported annually. Cariboo Regional District 4-24 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 56 of 146 ITEM1.

57 5. POLICIES 5.1 Consultative Policy Development and Enforcement The Environmental Management Act Part 3 authorizes all Regional Districts significant legal powers with respect to solid waste management. These powers are granted without limitation, and include the ability of a Regional District to establish bylaws with respect to the fees, types, quality or quantity of municipal solid waste or recyclable materials that may be brought onto or removed from a site. Many of the options for waste diversion that are presented in this RSWMP will be supported by policies or bylaws to achieve the waste diversion objectives outlined within. Regional Districts may establish different prohibitions, conditions, requirements and exemptions for different classes of users, sites, operations, activities, municipal solid wastes and recyclables bases on Sections 25 and 26 of Part 3 of the Act. This Plan also recognizes that the CRD s mandate under the Environmental Management Act extends its jurisdiction and authority to solid waste facilities and operations that may be the responsibility of member municipalities, and/or private operators. While it is anticipated that the existing positive relationships between facility operators and the CRD will result in broad support for the policies proposed, the CRD may exercise this authority as approved by the Board to ensure that the principles of the RSWMP are adhered to by all facility owners and operators. The CRD understands that with this authority comes significant responsibility to consult with all affected stakeholders prior to implementation of new policies or bylaws, so as to ensure that all interests are properly represented. To this end, the CRD will undertake such consultation as may be required, and will work with the Ministry of Environment to develop appropriate consultation plans. The CRD will also be responsible for ensuring compliance with new policies and bylaws by establishing appropriate enforcement measures. It is recognized that additional enforcement capacity within the CRD will be required to achieve compliance and resources may be added to the solid waste program accordingly. 5.2 New Bylaws As part of the RSWMP, the CRD plans to implement two new bylaws which are described in further detail below Landfill Bans on Recyclables and Product Stewardship Items The CRD will implement a new bylaw focusing on preventing recyclables and Product Stewardship items from being landfilled. The implementation of disposal bans on recyclables will only be introduced once an alternative exists for handling that material. The list of recyclables that will be considered for disposal bans includes: paper and cardboard, blue bag recyclables, yard waste, ICI recyclables including metals and plastics, and DLC recyclables. Cariboo Regional District 5-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 57 of 146 ITEM1.

58 5.2.2 Illegal Dumping Bylaw Illegal dumping is a serious concern in the CRD; therefore the CRD will impose a new bylaw specifically targeting illegal dumping. Financial penalties will be imposed for illegal dumping offenders. Funds collected through imposing the new illegal dumping bylaw can be used to promote educational programs to discourage illegal dumping as well as clean up programs. 5.3 Bylaw Enforcement The CRD is in the process of retaining an additional bylaw officer. Enforcement of solid waste bylaws will be a core part of the duties as the bylaws are implemented. The CRD will evaluate the need for a dedicated bylaw officer focused strictly on solid waste as implementation of the plan, particularly enforcing the new landfill bans and illegal dumping bylaws as they are implemented. 5.4 Controlled Access All new attended landfill facilities will be gated and fenced to control after-hours access. The existing facilities will be gated to prevent any dumping outside of regular hours. 5.5 CRD Staffing Requirements Currently the CRD does not have a dedicated bylaw officer for enforcement of waste related infringements. As mentioned previously, the CRD will explore the need for hiring an additional bylaw enforcement officer in the future. 5.6 Tipping Fees Policy The goal of the tipping fees policy is to implement consistency across the CRD, member municipalities and the private sector. The tipping fees will be consistent with, but not lower than tipping fees set in regional districts surrounding the CRD. The CRD will maintain a taxation-based model for cost recovery and is reluctant to shift to a user-pay system for two reasons. There are illegal dumping concerns in the region and increasing tipping fees will lead to an increase in illegal dumping. Additionally, there is a concern that with decreasing waste streams due to increased recycling and EPR programs, reduced tonnage to landfills would then result in a decreasing revenue stream or steeply rising tipping fees if the CRD were to shift to a user-pay policy. 5.7 User Fee Structure for Commercial Wood Waste The CRD will support a consistent fee structure for commercial wood waste at all attended facilities. Where feasible the CRD will implement wood waste sorting at collection facilities to separate energy recoverable wood waste from that which is not. 5.8 Funding Program from Taxation The CRD will maintain the current system of funding for solid waste management from taxation. The funds generated from tipping fees and bylaw penalties will supplement the taxation funding. Cariboo Regional District 5-2 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 58 of 146 ITEM1.

59 5.9 Sharing Costs of Programs and Municipalities The CRD will seek opportunities for sharing waste management services or contracts with the member municipalities. The CRD recognizes that this will provide greater economies of scale and potentially reduce the administrative burden of contract management for all parties involved. The CRD will look to partner with the member municipalities for cost sharing and improve the efficiency of the solid waste management system Scrap Metal and Auto Hulk Recycling The Cariboo Regional District will provide a scrap metal and auto hulk recycling program in rural areas to utilize private enterprise to process and market metals. The Cariboo Regional District will also provide controlled marshalling yards where necessary for the orderly disposal of metals. Recycling operations will remain consistent in the types of materials they receive and work towards eventual economic self-sustainability Working with First Nations The CRD recognizes the importance of continuing to cooperate with First Nations in achieving the goals of this RSWMP. The CRD plans to partner with First Nations on the program implementation and cost sharing of these programs. The details for waste disposal agreements between the CRD and First Nations will be developed with the goals of protecting the environment, reducing waste disposal as much as possible and providing service to all residents within a given area Working with Neighbouring Regional Districts The CRD recognizes the benefits to be gained with economies of scale through working with the neighbouring Regional Districts. The opportunities for partnering on recycling programs can improve access to recycling for all residents GHG Emissions The recommendations made in this RSWMP are made with the reduction of greenhouse gas (GHG) emissions as an important goal. As described in the Guide to the Preparation of Regional Solid Waste Plans, landfills are the main anthropogenic source of GHG emissions. It was projected that they account for 51-55% of total anthropogenic methane emitted in the past 15 years, and approximately 25% of the anthropogenically generated greenhouse gases emitted in British Columbia. Methane emissions from landfills come from the decomposition of the organic fraction of municipal solid waste, wood residue and sludge from pulp mills -- with respective contributions of 79%, 17% and 4% in The two main strategies for reducing the impact of methane on the global environment are to reduce the flow of organic, compostable materials to landfills, and to implement landfill gas recovery systems. The CRD understands that eliminating open burning, even of segregated wood waste, can also be justified as a way of reducing the effect of local release of carbon dioxide on the global atmosphere. Cariboo Regional District 5-3 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 59 of 146 ITEM1.

60 Open burning of mixed MSW, including substances such as plastic, rubber, batteries and chemicals of all kinds, also releases a number of toxic substances as well as other greenhouse gases. In addition to GHG emissions from landfills, waste hauling and transfer contributes to emissions. The CRD is one of the largest geographic Regional Districts in the province; therefore, waste transfer by trucks is an integral part of the CRD solid waste management system. The recommendations made in this RSWMP were done with minimization of haul times and truck hours keeping in mind the need to reduce GHG emissions Importation of Out of Region Waste The CRD recognizes the possibility to accept waste from outside of the region due to the airspace capabilities of the existing landfills. There are benefits to be gained from importation of waste due to economies of scale and the CRD plans to keep this option open for the future. If this option is pursued in the future, the tipping fees structure will be modified for out of region waste to ensure local waste disposal is held as a priority. Furthermore, it is recognized that making a decision on the importation of out of region waste will require a public consultation process. Cariboo Regional District 5-4 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 60 of 146 ITEM1.

61 6. IMPLEMENTATION SCHEDULE The sequencing of tasks into Phases 1, 2 and 3 was introduced in Chapter 4 when the programs were individually described. In scheduling individual programs consideration was given foremost to prioritizing programs that would quickly increase diversion at minimal cost and programs that were identified as highest priority during public consultation. In particular, offering recycling services to rural residents, expanding the recycling locations in rural areas and diverting waste, particularly biomass waste, to waste-to-energy applications. Table 6.1 presents a master schedule of planned program implementation, broken out into Phases 1, 2 and 3. Colour codes are used to distinguish between program design and planning (or engineering design), construction and operation. It is recognized that many programs will also require public consultation, public education, negotiation with stakeholders and/or contractors, staffing commitments and purchasing commitments. Each of these activities are shown with different colour. In Table 6.1 the order of tasks follows the same order individual programs are described in Chapter Phase 1 Programs ( ) The key programs in Phase 1 include upgrading of the seven transfer stations and two landfills to attended facilities complete with recycling drop-off capacity, segregating and diverting clean wood waste for waste to energy applications and preparing the public for the significant shift in recycling programs expected as a result of the new MMBC recycling program. 6.2 Phase 2 Programs ( ) The primary focus in Phase 2 is going to be implementation of the three full service Eco-Depots in Williams Lake, Quesnel and 100 Mile House. The CRD intends to implement one of these facilities each year in 2015, 2016 and It remains to be determined how these facilities will interface with MMBC, Encorp and the other Stewards and who will ultimately control the facilities. The CRD is committed to consolidating recycling operations at one location to provide a single one-stop-shop to meet the public s recycling drop-off requirements. 6.3 Phase 3 Programs ( ) Phase 3 will be primarily an ongoing operations Phase, with most programs introduced in Phase 1 and Phase 2 continuing. Expansion of composting may be undertaken to include curbside collection of yard and garden waste. Cariboo Regional District 6-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 61 of 146 ITEM1.

62 Table 6.1 Implementation Schedule Coordinating with MMBC Extended Producer Responsibility Eco Depot Williams Lake Phase 2 Eco Depot 100 Mile House Phase 2 Eco Depot Quesnel Phase 2 Round Up Events Phases 1-3 Disposal Bans Phases 1-3 Material Ban for OCC Packaging Phase 1 Education Targeted at ICI Sector Phase 1 9 Staffed Transfer Stations Pilot Lac La Hache Transfer Station Phase 1 2 Wildwood Transfer Station Phase 1 3 Frost Creek Transfer Station Phase 1 4 Baker Creek Transfer Station Phase 1 5 Lone Butte Transfer Station Phase 1 6 Forest Grove Transfer Station Phase Mile Transfer Station Phase 1 8 Inter-Lakes Landfill Phase 1 9 Watch Lakes Landfill Phase 1 Establish Service Hours at Controlled Sites Phase 1 Provide Recycling Bins for Rural Communities Phase 1 Back Yard and Vermi Composting Phase 1 Composting at Home Education Program Phase 1 Centralized Windrow Composting Pilot Phase 2 Yard and Garden Bins at Attended Sites* Phase 2 Yard Waste Collection from Urban Areas* Phase 3 Yard and Garden Waste Ban* Phase 3 Wood Waste Separation Phase 1 Burning on Site Phase 1 Elimination of Air Curtain Burning Phase 1 Beneficial Use of Contaminated Wood Waste Phase 1 Clean Wood Waste Ban Phase 2 Supply Agreement for Wood Waste Fuel Phase 1 Sorting Demolition Waste Phase 1 Beneficially Using Contaminated Soil Phase 1 to 3 Processing Concrete Pilot Phase 1 to 3 Processing Roofing Pilot Phase 1 to 3 Disposal Bans on Concrete Rubble and Roofing* Phase 2 Increase Tonnage of Trucks Hauling to Gibraltar Phase 1 Transition Transtors to Roll-Offs Phase 1 and 2 Add Tamping Capacity at Attended Sites Phase 1 Add Capacity to Haul Two Bins Phase 1 and 2 Transition Rural Recycling Program to MMBC Phase 2 Assess Existing Landfills Against New Criteria Phase 1 Require Progressive Closure at Regional Landfills Phase 1 to 3 Require MOLO and BCQLO Training of Operators Phase 1 to 3 Add Safety Railings as Fall Protection Phase 1 Evaluate Feasibility of Unattended Sites Phase 2 Illegal Dumping Clean-Up Phases 1 to 3 Improved Public Education on Recycling Phase 1 and 2 Improved Public Education for ICI Sector Phase 1 to 3 Waste Wise School Program Phase 1 to 3 Partnering with Stewardship Agencies Phase 1 to 3 Minimizing Use of Paper Phases 1 to 3 Funding Public Education Program Phases 1 to 3 GHG Reduction Monitoring Phases 1 to 3 Phase 1 Phase 2 Phase Design Construction Operation Public Education Negotiation Staffing Purchasing * Dependant on Success of Pilot Programs Page 62 of 146 ITEM1.

63 7. COSTS OF PLAN IMPLEMENTATION 7.1 Current Solid Waste Budget The annual costs of the CRD Solid Waste CRD Solid waste system was $6.489 million in This translates into a total system cost of $93.92 per tonne, or $257 per average household per year. Table 7.1 presents the summary of the five year solid waste budget that was formulated in 2010, breaking out expenditures by major categories. This budget was prepared before the RSWMP review. Table 7.1 Five Year CRD Solid Waste Budget (2010 Version) 7.2 Evaluation of Options In Stage 2 of this RSWMP review, the project team investigated the costs of a range of solid waste program delivery options that included attended transfer stations and landfills, Eco-Depots, composting operations ranging from back-yard composting to in-vessel composting and curbside collection of recyclables and organics. The review determined that program costs can be expected to range between $6.06 million if minimal changes are made to the current system to $8.76 million per year if in-vessel composting of food waste was brought on stream, together with advanced single stream recycling, Eco-Depots and attended landfill sites. Most of the options that excluded in-vessel composting, but provided improved access to composting for rural residents ranged between $6.55 and $6.82 million. Based on public input, the CRD is moving Cariboo Regional District 7-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 63 of 146 ITEM1.

64 to adopt waste management Option E with back yard composting in Phase 1. According to the Stage 2 Economic Study, the costs of this option are expected to be about $6.56 million per year. Table 7.2 presents an overview of the total and per tonne costs of the various components of the solid waste system, as identified for Option E, with backyard composting. Details are provided in Table F-1 of the Stage 2 Evaluation of Options Report. Table 7.2 Projected Costs of CRD Solid Waste System with Back Yard Compost Program Cost Tonnage Cost per Total System Tonnage 69,085 Total Tonnage Recycled 37,202 Total Tonnage of Residuals Landfilled 31,883 Diversion Percentage 53.85% Tonnage in Rural Transfer System 11,890 Tonnage in Rural Landfills 5,153 Tonnage in Urban Transfer System 52,042 Checksum 69,085 Tonne Total System Cost $ 6,557,243 69,085 $ 95 Cost of Urban Collection $ 813,504 52,042 $ 16 Cost of Rural Transfer Stations $ 969,518 11,890 $ 82 Cost or Rural Hauling $ 192,628 11,890 $ 16 Cost of Transfer and Haul to Gibraltar $ 752,488 8,918 $ 84 Cost of Regional Landfills $ 1,869,481 58,749 $ 32 Cost of Rural Landfills $ 620,008 5,153 $ 120 Cost of Regional Eco Depots $ 540,816 12,867 $ 42 Cost of CRD Program Costs $ 798,800 69,085 $ 12 Check Sum $ 6,557,243 Cost of North Cariboo System $ 1,434,875 23,891 $ 3,568 Cost of Central Cariboo System $ 2,625,329 27,214 $ 3,604 Cost of South Cariboo System $ 1,497,792 16,998 $ 3,596 Cost of Chilcotin System $ 200, $ 3,712 Cost of CRD Program Costs $ 798,800 69,085 $ 12 Check Sum $ 6,557,243 69,085 $ 95 Cost of Recycling Programs $ 763,606 16,563 $ 46 Cost of Organics Diversion $ 5, $ 8 Cost of Wood Waste Management $ 314,927 5,969 $ 53 Cost of Soil and Concrete Recycling $ 220,975 13,971 $ 16 Cost of Landfill Disposal $ 5,252,235 31,883 $ 165 $ 6,557,243 69,085 $ Cariboo Regional District 7-2 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 64 of 146 ITEM1.

65 In Phase 2, the CRD may look to gradually implement windrow based composting of yard and garden waste. Enhanced diversion of organics would be expected to increase program costs to about $6.82 million, excluding the cost of curbside collection of yard waste, which would be borne by member municipalities. This plan anticipates the following budget for solid waste management over the next five years: 2012 $6,600, $6,700, $6,800, $6,500, $6,500, Uncertainties with MMBC EPR Program The roll-out of the MMBC EPR program for printed paper and packaging is expected to shift the cost of managing packaging discards from municipal government to the brand owners, and likely consumers, through increased prices for goods purchased. It has been estimated that the MMBC program could divert up to 14,500 tonnes of recyclables from the CRD s waste stream, about 13,000 tonnes more than is currently diverted. The implications of this shift would be a 27% decrease in the tonnage of residuals going to landfill. As a result, the CRD could expect reduced costs on hauling of waste and to a lesser extent on landfill operations (as many landfill activities are not directly related to changes in tonnage). Also, the costs incurred in shipping recyclables to market will be shifted to MMBC. It is recommended that the CRD initiate further investigations to identify the expected impacts and cost savings that will be realized with implementation of the MMBC program. Also, it will be necessary to establish whether the stewards will indeed be required to achieve a capture rate of 75% in the CRD, as it may prove much more efficient to instead achieve higher diversion efficiencies in the more populated areas of the Lower Mainland while still achieving the province wide 75% target. Cariboo Regional District 7-3 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 65 of 146 ITEM1.

66 8. PLAN ADMINISTRATION To remain an effective tool toward continued waste reduction and increased operational efficiencies, the CRD s RSWMP will be a living document. Performance against established goals will be tracked and reported. Progress on plan implementation will be tracked and evaluated at the end of each implementation Phase. The plan will be administered by staff in CRD s Environmental Services Department. Oversight will be provided by the Board. If major changes to plan are contemplated, then the current Solid Waste Advisory Committee may be reactivated. 8.1 Measurement and Reporting The CRD will continue to track the effectiveness of plan implementation in terms of solid waste flows. Standard and recognized methods will be adopted in order to measure waste reduction results, and to benchmark performance against the 50% waste diversion goal by The MOE is launching a new program that will allow regional districts to track their waste diversion efforts in two ways: Method 1 is a simple per capita disposal rate, defined as MSW Residuals Landfilled / Service Population. Method 2 determines the regional waste diversion rate as the tonnage of waste diverted / total tonnage of MSW generated. In measuring the above performance statistics, the CRD will track the following performance statistics and will report them publically on the CRD s web site and on the MOE s Calculator tool. Regional Population (estimated from latest census and annual growth rate) MSW Tonnage Landfilled (scaled at regional sites, estimated at rural sites) Total Tonnage Diverted (divided into following categories) o Recycling Collected (curbside and depots) o Recycling Diverted by MMBC Program o Wood Waste Diverted for Waste to Energy o Wood Waste Diverted from Landfill o Household Hazardous Waste Diverted by Product Care o Beverage Containers Diverted by Encorp o Electronics Diverted by Encorp o Scrap Tires Diverted o Organics Diverted by Backyard Composting Programs (estimated) o Broken Concrete Processed for Reuse o Contaminated Soil Beneficially Utilized The CRD will encourage its member municipalities to adopt the same method for waste tracking and reporting. Also, the CRD will request that all EPR partners operating in the CRD tabulate their annual diversion statistics for the region in terms of tonnes of material diverted each calendar year. When appropriate, the CRD will undertake further measures to characterize the waste stream and diversion performance, such as waste composition studies conducted according to the procedures developed by the Canadian Council of Ministers for the Environment (CCME) or other applicable guidelines. If feasible, waste composition studies will be scheduled for the end of Phase 1 in 2014, Cariboo Regional District 8-1 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 66 of 146 ITEM1.

67 immediately before the implementation of the provincial MMBC Stewarship program, and at the end of Phase 2 in Costs of solid waste services will also be tracked annually and compared to budget. Where practical, costs will be tracked by category including urban collection, rural transfer station, landfill, Eco Depot, Public Education, Bylaw Enforcement and EPR Programs. 8.2 Plan Review The CRD will initiate a minor review of the RSWMP on completion of each Phase in 2015, 2018 and In each review, the CRD will evaluate how implementation is proceeding in terms of programs implemented on schedule, and whether the expected levels of diversion are being realized. Adjustments to the plan may be undertaken, as required. The 2021 review will be a major update of the SWMP for the next 10 year planning period. 8.3 Financial Planning The CRD is required by law to prepare a Five Year Financial Plan each year, which identifies expected revenues, expenditures and means of cost recovery for solid waste management services and programs provided. This budgeting exercise also allows the CRD to make a realistic assessment of the budget implications of proposed new programs, and the impacts those programs will have on taxes. Maintaining consistency with the format of cost impacts on residents, program cost information will be presented in terms of $/household per year. Cariboo Regional District 8-2 Solid Waste System Review PRJ09062 STAGE 3 REPORT Page 67 of 146 ITEM1.

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71 C2 File: M E M O R A N D U M TO: AND TO: FROM: CENTRAL CARIBOO/CITY OF WILLIAMS LAKE JOINT COMMITTEE JANIS BELL, CHIEF ADMINISTRATIVE OFFICER DARRON CAMPBELL, MANAGER OF COMMUNITY SERVICES DATE: SEPTEMBER 12, 2012 SUBJECT: XENI GWET IN FIRST NATION COMMUNITY AIRPORTS - NORTHERN DEVELOPMENT INITIATIVE TRUST APPLICATION Please find attached an application to the Northern Development Initiative Trust (NT) from the Xeni Gwet in First Nation. The request is for $50,000 in grant funding from the central Cariboo allocation of the NT Regional Development Account, under the Economic Diversification Infrastructure Program. The funding will be used to make improvements to airstrips in the Nemiah Valley and Chilko Lake that will support increased tourism and emergency response preparedness as well as create some local employment. Other funding for the project, which has a total value of $604,434 is proposed to come from the Cariboo Chilcotin Beetle Action Coalition, the Community Infrastructure Improvement Fund, and the Xeni Gwet in First Nation as well as job training grants from the federal government (AANDA) and CCATEC. As of July 2012, the central Cariboo regional account had a balance of approximately $454,000 available for grants and more than two million available for loans. Other NT projects recently approved by the Central Cariboo Joint Committee include the construction of a community kitchen for the Xeni Gwet in ($30,000), improvements to the Child Development Centre in Williams Lake ($30,000) and development of wheelchair accessible trails with the Cariboo Regional District ($30,000). Prior to forwarding the proposal to the Northern Trust for Regional Advisory Committee (RAC) consideration, all Regional Development applications require a sponsoring resolution from the local government with jurisdiction in the project area. Page 71 of 146 ITEM2.

72 RECOMMENDATION: That the memorandum dated February 15, 2012 from Darron Campbell, Manager of Community Services regarding a Northern Development Initiative Trust Central Cariboo Regional Development Account grant application for up to $50,000 from the Xeni Gwet in First Nation to make improvements to airstrips in the Nemiah Valley and Chilko Lake be received. Further, that the application be supported for submission. Page 72 of 146 ITEM2.

73 Xeni Gwet in Community Airport Infrastructure Rehabilitation & Improvement Project A Community Partnership Initiative PROJECT WORKPLAN Project Contact: Nancy Oppermann Phone: nancyo@shaw.ca Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 73 of 146 ITEM2.

74 PROJECT WORKPLAN Table of Contents Community Profile and Partners Infrastructure and Business Profiles Project Description Project Rationale Risk Assessment Sustainable Management Strategies Project Elements 1. Re-investment in Infrastructure Rehabilitate & Expand 2. Awareness Campaign 3. Capital for Operations & Maintenance 4. Project reporting Proposal Budget Request and Partner Contributions Appendices 1 & 2 Supporting Documents Please NOTE: The Tsilhqot in have met the test for aboriginal title in the lands described in Tsilhqot in Nation v. British Columbia, 2007 BCSC 1700 ( Tsilhqot in Nation ). These lands are within the Tsilhqot in traditional territory and the Xeni Gwet in First Nation s caretaking area. Nothing said in our meetings or documents shall abrogate or derogate from any aboriginal title or aboriginal rights of the Tsilhqot in, the Xeni Gwet in First Nation or any Tsilhqot in or Xeni Gwet in members. The Xeni Gwet in First Nation is one of six Tsilhqot in communities which include: Yunesit in, Tl etinqox, Tsi Del Del,?Esdilagh, and Tl esqox. BC Supreme Court Case appeal court sitting concluded November 22, 2010 Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 74 of 146 ITEM2.

75 PROJECT WORKPLAN COMMUNITY PROFILE AND PARTNERS The highest concentration of the people in the Xeni Gwet in Caretaker Area (XGCA) is in the Nemiah Valley, which is located kilometers from the nearest business centre, Williams Lake, BC about a 3 hour drive southwest. The area does not contain any formally incorporated communities but does contain a number of informal hamlets such as Chilko, Tsuniah, Taseko, Yohetta and Nemiah Valley. The Xeni Gwet in First Nation Government office is located in Nemiah Valley and maintains isolation status, which means they provide their own public works services such as electricity, heating, community water supply and communication systems. There is a post-office, a gas bar/convenience store, a laundromat/internet facility, Charlene William s Daycare and immersion program, Naghtaneqed Elementary/Junior Secondary School, a health clinic and rodeo grounds. Recently completed tourism infrastructure includes Visitor Information Centre, Traditional Village site located on the eastern shore of Chilko Lake, renovated gas bar and community signage. The community is also pursuing economic development in Apiculture, Greenhouse Management and will complete a community kitchen to Health Canada standards this fiscal year which will also support local food production, their commercial fishery enterprise and culinary tourism. The commercial tourism sector in the XGCA is comprised largely of wilderness lodges but also hosts several B&Bs, independent outfitters and tour operators. The sector thrives on the region s spectacular natural assets but the area also has an abundance of First Nation cultural assets with planning underway since 2001 by Xeni Gwet in to develop. The XGCA wilderness offers a variety of amazing natural features, with its jagged mountain peaks, volcanic canyons, vast icefields, alpine meadows, large valleys, rolling foothills, grasslands and spruce and pine forests as well as a multitude of lakes and rivers make it a world class setting for eco-tourism. The XGCA is unique in its location and climate with interior environments and coastal ecosystems three hours by road west of Williams Lake and one hour by charter plane from Vancouver. Its rugged, remote, intact wilderness character and its contiguous areas of geologic, climatic, and ecologic features make this area of the province a unique destination and internationally recognized for over seventy years. The XGCA is home to three provincial parks (Ts yl-os, Nunsi and Bishop River) as well one ecological reserve (Cardiff Mountain). The Xeni Gwet in First Nation is not only the original steward of the XGCA but also a significant cultural force in the area. Until now much of the traditional culture that continues to be passed on by the Xeni Gwet in has tended to remain private or only exhibited at select public events. However, the XG still possess knowledge of their traditional language, myths, crafts, healing arts, hunting, fishing and food collection practices and religious rituals. They are also some of the oldest First Nation horse and cattle ranchers in BC, and practice ranching in a limited fashion today. To the extent that the community wishes to share this history and their stories, there is a basis for cultural education and sharing and therefore a basis for cultural tourism. Particular public events of note are the Britanny Gathering, the PowWow and the Nemiah Valley Rodeo and Mountain Race. Also of note is the Traditional Village (earth lodge and picnic shelter), the Healing Centre and the Sweat Lodge and several historical camping or residential sites with traditional earth lodges. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 75 of 146 ITEM2.

76 PROJECT WORKPLAN XG Development Initiatives The following tourism development principles were adopted by the Xeni Gwet in First Nations Government and recorded in their 2003 Cultural Tourism Feasibility study for the benefit of their community: XG intends to assume leadership in planning and managing tourism and recreation activities within the XGCA, working in partnership with other regulatory agencies. XG will develop the capacity to assume a leadership role in tourism business operations and management, and XG community members will participate in the tourism workforce at all levels. XG tourism businesses will focus on cultural, educational and natural history themes, drawing on the natural and cultural resources of the territory to introduce guests to the area and enhance the XG pride of community. New and existing tourism products and activities will conform to the principles of environmental stewardship and cultural respect expressed in the Declaration. New tourism products will complement existing local tourism business operations. XG activities will include regulatory and management functions which support expression of XG s collective stewardship of the land. Revenues from these functions are intended to support continued stewardship. Tourism development will include individual (and community) enterprises. These will be private business enterprises, subject to XG and other regulatory agencies, operating on standard business principles. Tourism development in the Xeni Gwet in Caretaker Area will focus on high yield, low impact visitation. The XG will work with tourism stakeholders and residents to improve access management The XG will work together with tourism stakeholders to improve tourism infrastructure and market awareness of the XGCA as a quality wilderness destination In addition to tourism planning their tourism principles have been applied to a number of community initiatives with a view to developing their cultural assets, securing their traditional territory and improving air access. They include the following initiatives: Construction of the Traditional Village (earth lodge and picnic shelter) Upgrading of the Healing Centre Construction of the Visitor Information Centre Basic guide and horse-shoe training for community members Tourism Training and employment placements with existing lodges in the XGCA Engaging with the BC Government to coordinate access management in the XGCA, and Applying for funding for improvements for two airstrips in the XGCA to address community needs and to facilitate new cultural tourism products and business development Developing a governance and regulatory framework for land and resource management and economic development Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 76 of 146 ITEM2.

77 PROJECT WORKPLAN Discussing Cultural/Destination Lodge development and Partnership opportunities beyond the community Implementing the Tourism Development Plan; developing marketing materials, new cultural tourism product packaging (rack cards attached) and working with Cariboo Chilcotin Coast Tourism Association and Aboriginal Tourism BC to expand our partnership abilities. Project Description Infrastructure and services in the XGCA are relatively rudimentary and for the most part tourism operators and residents are expected to be self-reliant. This lack of infrastructure and services have both limited disturbance from the outside world and protected the cultural resources but also made living and operating a business in the XGCA more difficult than living and doing business in other parts of the province, however the community has developed a strong sense of self reliance while retaining their wilderness destination tourism status internationally for the past seventy years which is a strength and solid foundation for Xeni Gwet in to support and implement their cultural tourism product plan and opportunities. By March 2014, the key objective of this project proposal is to rehabilitate (Chilko Airport) and improve (Nemiah Airport ) existing connectivity infrastructure, managed by the community to the benefit of the public, community, region and province while meeting current aviation standards and supporting community economic development and, ensuring public safety for emergency evacuations. Over 50% of the funding will be coming from other non-federal sources. These funding applications are pending and outcomes are expected to be reviewed between August and September The project is shovel ready and applications have been made to leverage community funds and a number of other sources (CCBAC, NDIT, CCATEC, XGFNG). This project will improve public safety and access through rehabilitating and improving existing transportation infrastructure to the benefit of primarily the community but also to many others. Given the remote location and off-the-grid sense of self-reliance but within a one-hour flight of Vancouver, BC s only international gateway this project also demonstrates environmental benefits by providing infrastructure to bring more people into the area via one vehicle versus less people per vehicle and more miles for road travel an extreme road distance from the international market entry point critical for cultural tourism s success. Project Rationale Successfully developing a sustainable community tourism economy in the Xeni Gwet in Caretaker Area requires long term commitment to a series of tourism development principles. These principles guided decision making throughout the course of tourism product conceptualization and implementation. Expanding on the tourism principles developed in 2003 Cultural Tourism Feasibility Study, Xeni Gwet in further defined what principles would guide the type of tourism product developed in the area. The following tourism development principles were adopted by the Xeni Gwet in First Nations Government in their 2008 Tourism Product Development Plan: Tourism product development should share the culture not sell the culture Authentic and genuine sharing of culture meets the rigorous expectations community members have for their tourism economy while at the same time offering visitors an experience that is increasingly in demand. Tourism product development should offer cultural education not cultural exploitation Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 77 of 146 ITEM2.

78 PROJECT WORKPLAN Community members do not wish to feel exploited. Increasingly the ethic of today s traveler demands that they not participate in any form of exploitation. Offering cultural education will serve both community members and visitors alike. The developing tourism economy should become an instrument to enhance and promote culture Culturally appropriate tourism product that provides education and opportunities for authentic sharing with visitors serves to ignite local pride and passion thereby enhancing cultural knowledge and community building. The developing tourism economy should be ecologically impact free Tourism product should be designed to minimize ecological impacts in order to preserve and celebrate the pristine environment in the Xeni Gwet in Caretaker Area. The environment and nature should be showcased as a part of the culture Nature and culture are distinct elements of a tourism experience within the XGCA. The rich history of the Xeni Gwet in and their deep connection to the land for countless years requires that inextricable link between nature and culture be celebrated Nature as Created. As demonstrated in this proposal, the Xeni Gwet in Caretaker Area is in a unique and comparatively advantaged position to compete in the international marketplace. Since 2009 Xeni Gwet in has been actively seeking funding to rehabilitate and improve their community airport infrastructure while moving steadily forward developing an area brand and marketing materials for new cultural tourism packages while building their community infrastructure capacity (visitor information services centre, gas bar renovations, traditional village construction) to meet growing community safety and economic development needs. Xeni Gwet in must be able to compete with other destination markets. Aboriginal Tourism BC organization s research indicates that one in four visitors today are seeking an Aboriginal Tourism experience and they expect that sector to grow to $68 million by 2017, a rate of 10% growth each year. To ensure our participation in Canada s economy this critical infrastructure investment is necessary and is a solid step forward in the critical effort to diversify our regional economy and increase the attractiveness of our communities to visitors from all walks of life. A solid infrastructure base and vibrant and established culture with a local steering committee of experienced heritage businesses add to this advantage and significantly strengthen the likelihood of success for this community initiative. Public Safety There are very limited emergency services in the XGCA. There is a nurse station in Tatla Lake on Hwy 20, limited nursing services in Nemiah Valley and there are ambulatory services at Alexis Creek on Hwy 20 and Williams Lake. All serious medical aid must be dealt with in Williams Lake. Air ambulance is provided for life threatening injuries via helicopter and airplane. A serious pine beetle epidemic swept through the XGCA in the early 1980 s. This event caused mortality in a majority of the larger pine in the valley bottoms. This material has created a very substantial fuel loading problem. (XG Fuel Management Operations Plan 2010) Since the early 1980 s the mountain pine beetle has again reached epidemic proportions and in 2011 Xeni Gwet in completed an it s Community Wildfire Protection Plan which also recommended upgrading and expanding two airports within the area to accommodate the evacuation of community members and visitors in case of emergencies. Xeni Gwet in has undertaken protection planning and work to reduce the fuel loads in the area but it still a priority to improve the airport infrastructure to accommodate the larger populations in fire season which is typically the high use tourism season in the area as well. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 78 of 146 ITEM2.

79 PROJECT WORKPLAN The two airports proposed for rehabilitation and improvement are located within the XGCA proven title area (see attached map) and would be the only two community managed airports south of Hwy 20. Several of the region s most recent fire seasons have seen extreme fires, consuming large tracts of land in and very near the XGCA (south of Hwy 20). Each of these airports is located at the end of a remote road, in valleys that have a high increase in population by visitors to the area also during the fire season. Local fires in the past have impacted the ability of people to move freely about the area due to several highway and road closures. With the severity of the Mountain Pine Beetle our valleys are still severely at risk for these intense fires, the airport rehabilitation and improvements proposed in this proposal will provide an alternative for safe emergency evacuation whether fire related or medical. Roads There is very limited road infrastructure in the XGCA which is a strength and weakness. Both of the main roads (Chilko Road in from Tatlayoko and Nemiah Road in from Hanceville) are minimally maintained year round and dead-end in valleys where the proposed airports are located. The road network is comprised of tertiary gravel and bush roads. There are roads to all of the lodges and major tourist sites in XGCA but once travelers are off the major tertiary roads and onto the bush roads, the conditions of the surfaces are quite unpredictable, especially in wet and slushy weather, whereupon a 4x4 or a high clearance vehicle is recommended. This limits access from highway traffic but it also slows access for guests, supplies and maintenance. The condition of the roads, however, is not bad enough to slow access to recreationists and the absence of good signage, creates the impression that there are no restrictions to personal use. The XG are attempting to remedy this situation through a gateway signage project and through cooperation with the provincial government but no improvements have been made to date. Air Access by air to the XGCA is a proven mode of transport into the area supporting tourism businesses for over seventy years and is available by charter from Vancouver. The success of this project will increase the ability of the community to increase product development and more charter services from other major airports. Air service to Williams Lake and then by road into the XGCA is possible but does increase rates per guest, impacting on the areas competitiveness in the marketplace. There are private airstrips of varying sizes for charter access at most of the commercial lodges in the XGCA. However, due to recent regulatory changes, most airstrips in the XGCA can now only accommodate 4-6 passengers per plane (eg. Cessna 172 or 206) 1. The exceptions to this are Elkin Creek and Tsuniah Lake privately managed airports, which can accommodate a King Air 100 (9-10 passengers) and Beechcraft 1900 (16-19 passengers) respectively. The recent restriction on air passenger capacity is making air travel in the area very expensive or time consuming 2 and hence is impacting bookings. It is also possible to land float planes on some of the lakes in the XGCA but due to regular blustery wind conditions, float plane access is not always reliable. This project proposal intends to remedy these access challenges by rehabilitating and improving two existing airports into community managed airports to accommodate Beechcraft 1900s ( passengers) and facilitate dependable charter schedules to service the communities existing and future cultural tourism businesses planned which will also improve public access. 1 Recent changes by Transportation Canada have increased the average weight estimates per passenger which has effectively reduced the number of passengers that smaller planes can carry. For example, where Piper Cheiftain used to be able to legally carry nine passengers, now it can only carry six passengers. 2 Some lodges on north Chilko Lake now using shuttles to transport their clients from Puntzi or Anahim Lake to their operations but this adds additional travel time and expense for clients, which is a disincentive for many clients and puts area business at a disadvantage for competitive pricing. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 79 of 146 ITEM2.

80 PROJECT WORKPLAN The two small airports in the community are integral to the development of the Xeni Gwet in cultural tourism products (see attached rack cards), where air access is more practical to access the target markets than access via long travel (over hours from Vancouver) including 100 km of graveled and dirt roads. Having air access (within a short one hour) from distant market sources such as Vancouver will also reduce the carbon footprint by allowing more people arriving in a single vehicle versus single vehicle access via a smaller number of people. BASELINE ASSESSMENT CONCLUSIONS Essentially wilderness tourism in the XGC A is well developed and extensive in demonstrated sustainability and self-sufficiency. Tourism has been the primary economic mainstay of the XGCA for over seventy years. It currently represents about 80% of commercial activity in the area, provides most of the private sector employment (roughly direct 37 FTEs and 125 additional induced and indirect FTEs in the Chilcotin region 2004 Towards Culturally and Ecologically Sustainable Land Use in the Chilko River Watershed report) and most of the income (approximately $20 million direct and indirect annually). It also generates most of the investment in the area as profits are reinvested in the self-sufficiency of the area to provide telecommunications, water, power and waste management resources, and the maintenance of roads, airports and trail systems. There are 11 lodges, three B&B s, two rafting companies and several independent guide outfitters within the XGCA of varying size and quality, product offering and price. Five of the lodges have been operating for between 40 and 77 years and the remainder have been operating for between 5 and 20 years. Most of the resorts lodges are fairly isolated from one another, except at the north end Chilko Lake where Tsylos Park Lodge, Eden at Chilko Lake, Chilko River Lodge and The Lodge at Chilko Lake are several kilometers from each other and Nemiah Valley where Taseko Lake Lodge, Yohetta Wilderness Adventures, Chaunigan Lake, Elkins Creek Guest Ranch, Snowy Mt. Outfit, Dalicheqox B&B and Colgates B&B are within minutes of the Nemiah Airport Location (2.5-5 hours from Williams Lake airport). Significant tourism infrastructure has been developed and maintained for over seventy years in the area with skills and experience to manage and maintain the newly planned airport infrastructure rehabilitation and improvement in each of the valleys. Strategically connecting the airports and improving the air access infrastructure within the XGCA strengthens the community s ability to offer more and unique cultural tourism packages across the territory, improves public safety to the largest population centres in the area for emergency evacuations while also providing more opportunities to build stronger networks across the region and province with community partners. The Xeni Gwet in people wish to develop a sustainable tourism economy one that generates economic benefits for the community but in a manner that does not jeopardize the social fabric of the community or the environmental health of their lands. Rather, the continued development of a tourism economy in the Xeni Gwet in Caretaker Area will maintain and support cultural and environmental integrity while creating opportunities for both employment and other forms of wealth generation such as entrepreneurial business opportunities or asset ownership locally, regionally and provincially. Future Xeni Gwet in cultural tourism development will compliment products offered by existing tourism operators in the Caretaker Area as well as leverage for the existing cultural tourism infrastructure that the Xeni Gwet in have developed including the Traditional Village and the Healing Centre. Both these venues provide opportunity for authentic cultural sharing and inimitable tourism experiences. It also provides us the opportunity to expand our network and partnerships to develop further cultural tourism packages with neighboring communities, locally, regionally and provincially. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 80 of 146 ITEM2.

81 PROJECT WORKPLAN PROJECT Objective, Activities and Milestones Key Objective: To rehabilitate and improve two existing airports managed by a community partnership to meet current aviation standards and support community economic development while ensuring public safety in the event of emergency evacuations. Nemiah Valley Airport Evaluation The airport runs at roughly ninety degrees east from the edge of the Nemiah Valley access road at the westerly end of the airstrip. The clearway for the airstrip is approximately 820m (2700 ft) long and 45m (145 ft) wide. Satellite imagery indicates that clearway can be extended to approximately 930m (3050 ft). The airstrip currently has a dirt surface and is entirely unfenced, with evidence of livestock grazing on the surface. Small brush has also grown in around the airstrip since it was last maintained. In addition to improvement requirements the runway must be compacted to an Aircraft Load Rating of 3, crowned, drained and finished with loose gravel sized up to 1.5 inches. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 81 of 146 ITEM2.

82 PROJECT WORKPLAN Nemiah Airport Improvement Improvement Requirement Existing Infrastructure Runway Length 5000 ft 2700 ft Runway Width 40 ft/ 60 ft No graveled surface Clearway Width 200 ft 145 ft Additional Clearway 12% at each end None Runway Surface Gravel Dirt Runway Crowning Significant None Runway Drainage Excellent Shallow ditching Fencing Fencing None Chilko Valley Airport Evaluation The airport runs at roughly ninety degrees south from the edge of the Chilko access road at the northerly end of the airstrip. The Chilko airstrip is graveled for approximately 1700m (5600 ft) starting 30m (100 ft) from a fence at the northern end of the strip. Gravel is deeper and appears to have been laid more recently for approximately the first 1400m (4600 ft). There is also additional clearway of at least 1000m at the end of the graveled strip. Width of the airstrip is approximately 15m (45 ft) with wider turnaround areas at the north end and approximately 1300m (4300 ft) down the airstrip which had been the original deplaning location in earlier use. Small brush has grown up around the airstrip since it was last maintained. The southern end of the airstrip runs into a field. In addition to rehabilitate requirements the runway must be compacted to an Aircraft Load Rating of 3, crowned, drained and finished with loose gravel sized up to 1.5 inches. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 82 of 146 ITEM2.

83 PROJECT WORKPLAN Chilko Airport Rehabilitation Rehabilitation Requirement Existing Infrastructure Runway Length 5000 ft 5600 ft Runway Width 40 ft/ 60 ft 45 ft Clearway Width 200 ft None- 200 ft Additional Clearway 12% at each end 18% at one end Runway Surface Gravel Dirt Runway Crowning Significant Little - None Runway Drainage Excellent No ditching some puddles Fencing Fencing None Scope of Work As stated previously the economic contributions of tourism have a sustainable 70-year history in the area and have good possibilities for seasonal and cultural improve and in fact the community has worked hard to establish goals for economic development and have successfully fulfilled a number of them (i.e. Visitor Info Centre, Traditional Village Site, Healing Lodge, Gas Bar renovation, Community Kitchen, Commercial Fishery Enterprise ). The following elements will ensure the industry can sufficiently contribute economically to the region and retains the community infrastructure vital to its sustainability. Activity 1 Infrastructure Rehabilitation & Improvement Reinvestment The Nemiah Airport project will require the following improvements: o Lengthen the existing clearway o Construction of a gravel runway o Clearing scrub and brush back from the edges of airstrip o Provision of drainage ditching o Fencing the area to keep livestock out and prevent unauthorized access The Chilko Airport project will require the following rehabilitation: o Regrading and re-crowning the airstrip and possible addition of more gravel Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 83 of 146 ITEM2.

84 PROJECT WORKPLAN o o o Clearing scrub and brush back from the edges of the airstrip Fencing the area to keep livestock out and prevent unauthorized access Provision of drainage ditching, especially toward the southern end of the airstrip Milestone: Rehabilitation and Improvement work completed at both sites by March 31, Activity 2 Awareness Campaign Strengthening our air transportation infrastructure is important and indeed the foundation which has supported the wilderness tourism sector for over seven decades and is now required reinvestment to support new cultural tourism growth and retain our international tourism destination status. This element in the proposal is to fund an awareness campaign targeting potential business and community partnerships to build our cultural tourism identity and transportation linkages that are internationally competitive. Milestone: Launch & distribute new cultural tourism product marketing materials in the market place working with regional, provincial and federal tourism organizations between March 2013 & March 2014 Activity 3 Capital for Maintenance & Operations (note: Ineligible expense for CIIF progam) Capital Investment Two compactors are required (note: ineligible CIIF expenses) and will be housed at each site to undertake maintenance of airstrips (airstrips are approximately 5 hours drive apart). Product description is included in appendices and the anticipated purchase price is $66,500 each. Key features of the compactor include: 84 inch drum width, Easy & simple operation, Deutz diesel engine, No grease points, Dual amplitude & dual frequency, Dual drum scrapers, Vertically opening hood and Optional cab & leveling blade. Milestone: Community management and operations underway Activity 4 Project Activity and Financial Reports Submit progress reports and payment claims at least twice per year. Milestone: Progress reports and payment claims submitted on time per CIIF agreement schedule. Management Capacity Risk & Mitigation Strategies The maintenance and operation of the Chilko and Nemiah Valley air strips will be legally managed by the?intenyluyi Society (under development through XG Cultural Tourism Partnership Program). This society will coordinate maintenance, pay all necessary costs, collect fees and be the key contact and clearing house for the operation and maintenance of the air strips. The major maintenance and operation requirements for the 2 airports include: 1) annual vegetation clearing, 2) regular runway packing, 3) fence repair and 4) packer maintenance. Insurance will also be required for each air strip (roughly $5500 for $5M liability on both air strips). These maintenance and operation costs will be covered by the principal users of the air strips including: the Xeni Gwet'in and the lodges in the area. Regular users will be required to pay an annual flat fee of Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 84 of 146 ITEM2.

85 PROJECT WORKPLAN $1375 and/or provide in-kind support (e.g. labour). Occasional users will be charged a user fee ($100 per landing). The Xeni Gwet'in have significant road maintenance equipment and experience as well as heavy duty machine repair experience and can be expected to easily contribute labour and machinery for the clearing, packing, fencing and machine repair associated with both community airports. Key lodge owners also have extensive clearing, fencing and heavy duty equipment experience and hence can be expected to contribute annually to the clearing, fencing, packing and monitoring of the community airports. It is expected that the operation and maintenance costs of the 2 airports will be easily managed by the consortium of users and that this collaboration effort will not only contribute to tourism growth in the area but also greater community spirit and cooperation among the Xeni Gwet'in and the lodge owners in the area. Maintenance and Operation Financial Analysis Expenses Vegetation Clear Labour 1200 Suppliers 300 Runway Packing Labour 1700 Suppliers 300 Fence Repair Labour 800 Suppliers 200 Runway Packer Maintenance Labour 700 Suppliers 300 Insurance ($5M liability) Quoted airport airport Total Revenues Annual Fees N.Chilko Nemiah Valley User Fees Total Surplus/Loss 1000 Notes 1. 4 lodges x $1375 = $ XGFN & 4 resorts x $1100 = $ Assume 10 independent flights per year serving the Caretaker Area B&Bs, outfitters or aviation tourists. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 85 of 146 ITEM2.

86 Proposed Budget Below are the projected expenses directly related to the success of the project. PROJECT WORKPLAN Proposed Funding Partnership Contributions Partner Xeni Gwet in Totals Project Activity Expenses Expenses Contribution Contribution 1. Reinvestment in 209, ,342 $393,967 24,717 Infrastructure 418, Awareness Campaign $10,000 $10,000 $20,000 20, Capital $66,500 $66,500 $113,283 $19, , Submit project activity and financial $16,375 $16,375 $32,750 32,750 reports per agreement Totals 302, , ,000 $64, ,434 Project budget reflects eligible expenses per CIIF guidelines except for the purchase of capital* for the maintenance of the airports which is expected to be funded through other partner contributions. Project Budget Professional Fees $ 32,750 Wages $135,987 Travel including transport, meals, accommodations, fuel/mileage $ 34,000 Equipment $ 86,000 Supplies & Materials $133,263 Maintenance & Operations $133,000* Administration $ 49,434 Project Total $604,434 The Xeni Gwet in is pursuing four sources of funding to support this important community economic infrastructure initiative. The funding will enable the immediate implementation and execution on long-standing community goals to improve their transportation infrastructure. Further leveraging from other funding sources including Xeni Gwet in First Nations Government and its business connections in the community will provide additional support for the sustainable maintenance and operations of the airports. Our community appreciates the opportunity to apply for funding to successfully bring this important community infrastructure project to completion. Sechananalyagh! Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 86 of 146 ITEM2.

87 Page 87 of 146 Xeni Gwet'in Transportation Improvement Infrastructure Project 1214 CIIF - Community Airport Rehabilitation & Improvement Project September March 2014 Detailed Proposed Budget PROJECT WORKPLAN Professional Fees Airport Fencing Total Summary Project $500/day x3 days/mth x 12 mths XG Project $25/hr x 35 hrs/mth x 10 mths $25/hr x 24 hrs/mth x 10 mths Total Fees Wages 4 Crew airport $144/hr x 480 hrs Crew Fence Construction $46.50/panel x 1438 panels Total Wages including MERCS Travel Expenses* Construction Crew to Airport sites Fencing Crew to sites XG Project Equipment and Transportation charges Fuel for generators and chainsaws Meals & accommodations 4 $90/night x 40 nights Total Travel Expenses Equipment Standard Rates (Excavator, D-6 Cat, Backhoe, Dumptruck, ) Airports - Construction 80,000 32,000 48, Fencing (wagon) $100/day x 60 days Total Equipment Expenses Supplies & Materials Concrete /per yard x 50 yds Gravel, Supplies & Material Cattleguards (2 x each site = $5000 each) ,000 10,000 20,000 Lumber & logs (parking area) 10, ITEM2. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July

88 Page 88 of 146 PROJECT WORKPLAN Bolts Nails Wire Misc Total Supplies & Materials Total Fees, Travel, Equipment, Supplies & Materials Maintenance & Operations Compactor x 1 for each airport at $65,000 each Chainsaws (1 per 750 each Total Maintenance & Op Expenses ** Project Related Expenses Remote Location (Propane, Diesel, Water etc) Office $500/mth x 10 mths $30/mth x 10 mths Photocopy and Document $50/mth x 10 mths Administration Total Administration & project related expenses Project Total ** Note: CIIF program - Ineligible expense Proposed Contributions Funding Status CCATEC Contribution 48,000 Pending Aug NDTI Contribution 50,000 Pending Sept CCBAC Contribution 192,000 Pending Sept 18, CIIF Contribution 250,000 Application July 25, 2012 Xeni Gwet'in Contribution 64,434 Approved Total Contributions * Travel to both sites - including transport, meals, accommodations, fuel/mileage $70/day $50-$125/day Vehicle $ /day ITEM2. Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July

89 APPENDICES 1 & 2 Attached PROJECT WORKPLAN Band Council Resolution Cultural Tourism Infrastructure Development Community Planning Summary Tourism Development Plan SWOT Community Management XG Community Airport Management & Operations Plan Maintenance & Operation Financial Analysis Insurance Quote for XG Community Airports 2003 Sustainable Tourism Protocol Agreement Crown Community & Institutional Land Use Policy?Inteniluyni Society BC Registered Society, July 2000 Map of Airport Locations - within Xeni Gwet in Proven Title Area Community Profile Community Partners 1989 Nemiah Aboriginal Wilderness Preserve Declaration Xeni Gwet in Brand Marketing Materials XGCA Brochure Rack cards featuring Cultural Products The Land of Wild Horses The Land of the Wild Salmon The Land of Natural Medicine XG Commercial Fishery Enterprise ChilkoSelect Letters of Support Cariboo Fire Prevention Centre Aboriginal Tourism BC Cariboo Chilcotin Coast Tourism Association Xat sull First Nation Hidden Trails Ltd. R. Fessel Private Pilot Friends of Nemaiah Valley Chilko Resorts & Community Association Valhalla Wilderness Society Yohetta Wilderness Adventure Tsylos Park Lodge & Adventures Silva Ecosystems Consultants Ltd. Cariboo Chilcotin Aboriginal Training Employment Centre (CCATEC) Cariboo Chilcotin Community Futures Xeni Gwet in First Nations Government General Delivery Nemiah Valley, BC V0L 1X0 2012/2014 CIIF July Page 89 of 146 ITEM2.

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91 CITY OF WILLIAMS LAKE COUNCIL REPORT C3 DATE OF REPORT: September 11, 2012 DATE & TYPE OF MEETING: September 19, 2012 Joint Committee Meeting AUTHOR: Geoff Paynton, Director of Community Services SUBJECT: POOL TASK FORCE UPDATE FILE: (NEW FILE) SECTION 1: EXECUTIVE SUMMARY Since the last update to Joint Committee in June work on the Pool Feasibility Study has been moving forward. Over the past month the consultants (PERC) working on the project presented the Pool Task Force (PTF), with two preferred pool concepts which were the result of the first round of public feedback on the initial three concepts. The PTF provided PERC with a great deal of feedback on the preferred options and directed PERC to continue an in-depth analysis of the 5 th concept. The feedback provided by the PTF on the 5 th concept will be used as PERC develops a draft of the Pool Feasibility Study which is due to be complete in late September. The draft study will be made available to the PTF and to Joint Committee for comment before it is released for the October consultation sessions. This draft report and the preferred option will then be central to the next round of public consultation which is scheduled to occur October 11 th -13 th. This next round of consultations will include many stakeholder group meetings, public kiosks at high profile locations, an open house and an on-line input collection component. From this final consultation PERC will use the data they have collected to complete the final version of the Pool Feasibility Study. SECTION 2: BACKGROUND None. SECTION 3: DISCUSSION Meeting minutes from the PTF meetings of June 26 th and July 24 th are attached along with all corresponding information. The Draft schedule for the October 11 th to 13 th consultations are as follow; Thursday, October 11 Pool Task Force meeting with Consultants- 5:45 pm 6:15pm - Complex Blue Fin Swim Club 6:15pm- 6:45pm- Complex Public Open House- 7:00pm - 8pm- Gibraltar Room Council, Joint, Senior Staff 8:00 9:00pm- Complex Page 91 of 146 ITEM3.

92 Pool Task Force Update Page 2 Friday, October 12 Complex Users 9:00 am 10:00 am- Complex Community Groups Stakeholders Group #1-10:15 am 11:15am- Complex Community Groups Stakeholders Group #2 11:30 am 12:30pm- Complex Kiosk- Safeway 1:30 pm 3:15 pm Youth Stakeholders 3:30 5:00pm- Complex Kiosk- Wal-Mart - 6:00pm- 9:00pm Saturday, October 13 Kiosk- Save-on- Foods- 10:00am- 12:00pm Kiosk- Canadian Tire - 12:15pm - 1:45pm Kiosk- Complex - 2:00pm 3:00pm As soon as the schedule is 100% confirmed an extensive marketing campaign using all possible means to promote the opportunities will begin. SECTION 4: DETAILED ANALYSIS a. Financial Considerations Cost and Resource Allocations: N/A b. Legislative Considerations (Applicable Policies and/or Bylaws): N/A c. This project most closely supports the following ICSP Priority Areas: World Class Recreation d. This project potentially conflicts with the following ICSP Priority Areas (also list mitigation measures) N/A e. Environmental Considerations: N/A f. Social Considerations: N/A g. Economic Considerations: N/A SECTION 5: RECOMMENDATION That this report be received report for information. Respectfully submitted, Brian Carruthers Chief Administrative Officer Page 92 of 146 ITEM3.

93 Pool Task Force Update Page 3 ATTACHMENTS: Attachment A - Pool project Capital Borrowing Chart Attachment B - PTF Notes June 26 th Meeting Attachment C - PTF Notes July 24 th Meeting Attachment D - Pool Options 4&5 (Second Draft) Page 93 of 146 ITEM3.

94 Page 94 of 146 Term Borrowed Annual Payments Total Interest Tax increase per $100,000 of residential value 5% Principle Interest Total CCRLS tax rate per $100,000 ($87/$100k ) % incr 20 $30M $ 1,007,452 $1.5M $20.1M $ % $199 $219 = rate by 2016 (+20$ inflation and capital) 20 $20M $ 671,635 $1M $13.5M $ % $162 $182 reduction of $9/100k after 2016 debt repaid 20 $15M $ 503,726 $750,000 $10M $ % $144 $ $10M $ 335,871 $500,000 $6.7M $ % $114 $134 Small Business= 2.4x res rate Industry= 3.4x res rate 20 $1M $ 33,581 $50,000 $631,675 $ % $91 $111 Utility= 3.5x res rate 15 $20M $ 998,822 $1M $10M $ % $177 $ $15M $ 749,116 $750,000 $7.5M $ % $155 $ $10M $ 499,411 $500,000 $5M $ % $133 $ $5M $ 249,705 $250,000 $2.5M $ % $111 $ $1M $ 49,941 $50,000 $499,116 $ % $91.50 $ $10M $ 839,909 $500,000 $3.3M $ % $148 $ $5M $ 416,454 $250,000 $1.7M $ % $118 $ Residential Rate is $87 per $100,000 assessed value of land and improvements of the subregional recreation taxation area Operating cost implications= $4.50 rate increase per $100,000 of expense Example scenario Capital Borrowing 20 $10M $335, ,000 $6.7M $ % $114 $134 Operational increase annual $200,000 $ % 2017 Combined Total $ % $133 $153 $144 ITEM3.

95 1 Attendance: Williams Lake Pool Task Force Meeting Notes from Telcom June 26 th Bruce Carscadden and Brian Johnston attended on behalf of the consulting team. 1.2 Members of the PTF present included Joan Sorley, Laurie Walters, Jerome Beauchamp, Margaret Waring, and Gerald Doering and Stefan Hoelzler and Geoff Goodall 1.3 Staff were represented by Darren Campbell, Deb Radolla, and Geoff Paynton. 2 Introduction 2.1 Introductions were made as noted above. 2.2 REVIEW OF CONCEPT OPTIONS 4 and 5 (dated 26 June 2012) - were presented for discussion. They represent an attempt by the consultants to respond to the four most significant themes that the public process had identified thus far; namely, concern about not having a pool to swim in for up to one year, concern over options reducing parking on site, concern about how much the options cost, and concern over how much of what had previously been invested in might be reused to good effect. As such, both should be considered as advancements to the original three options. However, the consultants are not ruling out elements of, or the complete adoption of any of the original three options. Both new options adopt a middle ground with respect to budget and both maintain the existing entrance and reuse the existing aquatic change rooms and pool building cover. Both respond well to the four major challenges clarified in the public process, but they still highlight the trade-off between the challenge of pool down time vs. capital cost. To achieve more of one comes at the expense of the other. The strengths and weakness of each was reviewed as written. Significantly it was observed that the option five was the only one that could be phased. However, the lap pool would be still be out of commission for as much as one year. Comments and directions are recorded as follows: 3 Discussion 3.1 PARKING Much discussion centred on parking. It was noted that option 4 has minimal impact on the existing parking, option five has none. While sufficient parking for an expanded pool will have to be addressed no matter which option is chosen, that analysis and possible solutions will be similar between options four and five. 3.2 PROGRAM Both options 4 & 5 are compatible with the 2007 proposed second floor activity space. Only option four includes 5,600 ft2 of renovated activity space where the old lap pool was. The aquatic program is virtually the same for both options; Once an option is chosen, the consultants can deal with how much fitness space should be provided, and recommend where it should be located. 3.3 PHASING Option five was the only phase able option. The client could elect to do the three components of the project in almost any order if the entirety of option 4 was not possible. However, the new leisure pool should precede the renovation of the lap pool in order to have some pool capacity in place while the lap pool is being renovated; 3.4 BUDGET Much discussion focus on the budget, a referendum, borrowing and the tax implications. The cost of option five including the second floor activity space is approximately 11.3 million. The cost of option four is about 13.0 million. However, for the higher cost option, has the following incremental advantages over the lower cost option; both tanks are not only new, but in new structures, there is more multipurpose/fitness space to assign between the two uses, there would be no down time. However, along with higher cost, this option takes away some parking spots, and doesn t currently have warmup/warmdown lanes in the leisure tank. 4 Conclusions 4.1 THE PREFFERED OPTION Option 5 was generally identified by the group as the preferred option. 4.2 PERC and BCA will develop concept option five, addressing the discussion above and follow up over the summer 1 Page 95 of 146 ITEM3.

96 5 Recommended Path Forward This was not part of the telephone conversation, but represents a recommended path forward by the consultant. 5.1 DEVELOP DRAFT REPORT - Consultants develop option 5 and do further analysis, including estimates of operating impacts, additional parking requirements, proving out of concept design and technical issues, and recommendations on how much, if any, fitness space is to be provided. All this would be incorporated into a draft report which would be submitted in August. 5.2 REPORT SUBMITTED TO JOINT COMMITTEE FOR ITS INFORMATION The draft report would be submitted late in August to the committee to have before the public sees it. Because it is only a draft, no decisions are required, therefore it would not have to wait for a committee meeting to be dealt with. It is for information only. 5.3 PUBLIC REVIEW OF DRAFT In September, the draft report would be presented to the public in an Open House format for a final round of input. Note, if the more extensive form of input in the shopping areas, similar to the one in the first round of public input is required, it would require an addition to the consulting budget. 5.4 RECONSIDERATION OF FINAL INPUT AND DEVELOPMENT OF FINAL REPORT - The consultants would review all input late in September and prepare a final report that would be submitted to the client on or about September 30th FINAL PRESENTATION the Consultants would make one final presentation to the PTF, the Joint Committee, or any group that the client wished in October of Page 96 of 146 ITEM3.

97 Williams Lake Pool Task Force Meeting Notes from July 24, Attendance: Co Chairs Laurie Walters and Joan Sorley, Ron Bisaro, Stefan Hoelzler, Ross McCoubrey, Deb Bischoff, Geoff Goodall Staff: Darron Campbell, Geoff Paynton and Deb Radolla 2 Financial Info Discussion Darron Campbell presented a Pool Project Capital Borrrowing chart to explain the costs associated with borrowing money for a pool renovation. This chart is attached to the minutes. These numbers are examples only for the purpose of rough calculations. They are in no way meant to imply that there are any such considerations at this point. Key Points: There are three borrowing terms presented in the chart, 10, 15 and 20 years The dollar value of the final project ranges from $1m - $30m. Option 5 is approx. $11.3 million The CRD would borrow money from the MFA Municipal Finance Authority Residential Rates are used, Small Business Rates are 2.4x more & Industrial Rates are 3.4x more CCRLS (column 7) is Central Cariboo Recreation Leisure Services Column 8 represents a $20 increase in taxes due to inflation and capital costs for all recreation services in the CRD capital expenses could range from arena roofs to ball field improvements The note beside Column 8 explains that the CRD borrowed $1.6 million for the 2006 Pool Renos over a 10 year term and that the term is completed in 2016 so tax payers will pay $9 less. 3 Where do we go from here? Geoff Paynton explained that PERC s costs for additional consultation would be approximately $2000. Joint Committee approved a budget of $75,000 for the Pool Feasibility Study and PERC s actual costs were $35,000. It is possible to spend an additional amount of money without going back to the Joint Committee. The Task Force agreed that further consultation with the public about Option 5 is critical to moving forward. It was suggested that PERC has stakeholder group meeting like those done on their first visit and the kiosk style opportunities at several venues around town as well. In addition the group thinks an open house at the end will be worthwhile. Geoff Paynton will be discussing these suggestions with PERC. Infrastructure funding will be a topic of discussion at the Union of BC Municipalities Convention in September which Laurie and Joan will be attending. Laurie and Joan will be actively inquiring about opportunities for provincial and/or federal funds. 4 Timelines Geofff Paynton will discuss timelines with PERC. The Task Force suggested that mid October would be great. 5 Round Table Check In Ross Concern from hearing from only 150 people* Ron Like Option 5 and feels that the community is getting what they want Deb B Area D people are worried about additional taxes Laurie Pleased to hear that the PTF supports further consultation by the consultants Stefan Concerned that the focus is on residential rates and not industrial tax rates Geoff P Looking forward to further public input and comments Geoff G Would like to see a strong marketing campaign when the consultants return to get lots of community feedback on Option 5 Darron Good discussion Joan Appreciates the variety of opinions around the table. It is important to get all Task Force members engaged in discussions. Many PTF members are missing from meetings Other Ideas Consider serving pizza if meetings are held at dinner time Hang a banner across Oliver Street to advertise next round of consultations *(There were comments from 188 people at the kiosks, 63 at the Stakeholder meetings and 35 s) 1 Page 97 of 146 ITEM3.

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101 Review of Arts Grants Program Prepared for: August, East 8 th Avenue Vancouver, BC V5T 1T lori@loribaxter.ca Page 101 of 146 ITEM4.

102 Table of Contents I. Background II. Scope of Review III. Methodology IV. Findings and Recommendations... 5 a) Program Fit to Funders Objectives. 5 b) CCACS Administration/Marketing 7 c) Application Process 7 d) Adjudication Process. 9 e) Non-Recipients.. 10 f) Conditions of Funding.. 11 g) Project vs Operating Grants. 11 V. Additional Comments 13 VI. Conclusion. 14 Appendix A: Summary of Recommendations.. 15 Appendix B: Discussion Points for Funders. 17 Appendix C: Discussion Points for Adjudicators.. 18 Appendix D: Discussion Points for Applicants 19 Lori Baxter Consulting - CCACS Arts Grants Program Review 1 Page 102 of 146 ITEM4.

103 I. Background In 2011, the Joint Committee (Cariboo Regional District and City of Williams Lake) overseeing the Arts and Culture Function of the Cariboo Regional District (CRD), determined the need to establish a specific funding stream responsible for the encouragement of development and growth of arts and culture in the Region. The Central Cariboo Arts and Culture Society (CCACS) was chosen as the entity most suited to develop the terms and conditions of the grants program, market the program to the community, assist potential applicants with their applications, and establish and oversee a credible adjudication process for the applications. The results of the adjudication would then form the basis of a recommendation for funding to the Board of Directors of the CCACS. Awards would then be made by the CRD on the recommendation of the Joint Committee. An initial allocation for grants was set at $20,000 and the first applications were received in The program guidelines and materials were revised following recommendations from applicants, the adjudication panel and members of the CCACS. In 2012 a second intake was received with a budget of $25,000. When it was established, the CCACS developed a policy on evaluation of its operations as a regular part of its responsibilities. The policy on evaluation of programs/operations reads as follows: 1. The Society s programs will be evaluated every two years. 2. Evaluation of programs mounted with CCACS resources (e.g., workshops, grants), should include input from those served by the program and will be done annually by the person responsible for them who will report the findings to the Board. With two intakes completed, the CCACS board of directors determined a third party review of the Arts Grants Program was within the policy developed at its inception. Lori Baxter Consulting was engaged to perform the review. Lori Baxter Consulting - CCACS Arts Grants Program Review 2 Page 103 of 146 ITEM4.

104 II. Scope of Review The scope of the review was determined following the consultant s meeting with Graham Kelsey, then Chair of the CCACS, and its coordinator, Leah Selk. The scope of the review was: 1. To determine if the Arts Grants Program in its current form is effective for applicants to the program. a. Relevance to applicants programming b. Operating vs project grants c. Recommendations for improvement 2. To evaluate the adjudication process. 3. To determine the level of satisfaction with the Arts Grants Program among key stakeholders. 4. Based on review findings, make recommendations for future delivery of the Arts Grants Program. Lori Baxter Consulting - CCACS Arts Grants Program Review 3 Page 104 of 146 ITEM4.

105 III. Methodology Following the policy on evaluation of the CCACS, it was determined that all parties to the Arts Grants Program would be provided an opportunity for input into the review process. The parties were divided into the following categories: 1. Funders (City of Williams Lake and Cariboo Regional District) and 2012 Adjudicators and 2012 Applicants (funded and non-funded) Once the scope of the review was determined, the consultant reviewed the extensive material provided by the CCACS and the Society s website. Talking points/questions were developed for each of the interview categories identified above. An initial introducing the consultant to the interviewees was sent by the CCACS. The consultant then followed-up with s requesting a telephone interview. Telephone interviews were conducted between July 12 and 18, Interview rates were as follows: 1. Funders 3 of 3 identified. Two were from the CRD, one from the City of Williams Lake. 2. Adjudicators 3 of 4 from both years. 3. Applicants 14 individuals out of 27 applicants from both years. Although applications are made on behalf of organizations, they are submitted with individuals identified as lead contacts. Some lead applicants applied for multiple organizations and some organizations had multiple lead applicants for applications. The 14 individuals interviewed represented 15 of the 25 organizations that applied over the two intakes reviewed. Of those interviewed the distribution of application results was: Year Successful Project Successful Operating Unsuccessful Proj & Oper Multiple applicants had multiple results over the two years, hence the total number of successful and unsuccessful applicants out numbers the total number of interviewed applicants. The results of the telephone interviews and the consultant s review of materials have resulted in the following commentary and recommendations. Lori Baxter Consulting - CCACS Arts Grants Program Review 4 Page 105 of 146 ITEM4.

106 IV. Findings and Recommendations Both the consultant s review of the Program documents and the interviews conducted showed a well thought out and executed grants program. The interviews were overwhelmingly positive, with the emphasis being on tweaking the Program where needed, but keeping the overall process intact. Only one interview was predominantly negative. The negative feelings expressed in the interview went beyond the scope of this review and will be limited to the scope in this report. Specific areas of the Program are discussed in the following pages, reflecting both the comments received from the interviews and the review of Program material. a) Program Fit to Funders Objectives The funders indicated both the importance of arts and culture to the livability of the region and the need for a program that specifically addresses the growth and development of the sector with dedicated resources that could not be found in government. CCACS was seen as doing a good job of delivering the Program and meeting the objectives the funders care about. The goal of growing and developing the sector will be dealt with in subsequent sections of the report. Other goals mentioned included: i) Fostering new activity/participation Applicants indicated that 6 projects would not have happened without the Arts Grants Program funding. A further 8 projects were identified as having been significantly enhanced from what could have been offered without the funding. Both funders and applicants indicated they were seeing a wider range of events happening in the region. When asked why the Arts Grants Program is important, applicants responded around the theme of providing an opportunity to try new things. Words like challenge, encourage and provide an incentive were used to describe the role the Program plays in helping applicants plan beyond existing activities. Another applicant indicated that the program made the organization be more responsive to the public. ii) Activity throughout the region Although it is recognized that arts activity and its benefits are not specific to a single location, the funders do anticipate that funding will reach into smaller centres throughout the district. This is an area where one applicant was extremely critical, indicating the Program is not sufficiently flexible in its guidelines to be responsive to small communities. However, this was not echoed by any other applicants or the funders. Lori Baxter Consulting - CCACS Arts Grants Program Review 5 Page 106 of 146 ITEM4.

107 In the first two years, 38% of the applications were received from applicants whose primary address was indicated as outside of Williams Lake. Of the funded applications, 32% were from applicants with a primary address outside of Williams Lake. This indicates an initial penetration beyond the central core as well as a good ratio of accepted applications to received applications from smaller communities. An important consideration in ensuring activity throughout the region is including non-arts specific organizations as eligible applicants in project funding. As one funder indicated, Who is applying isn t as important as what they are doing. A review of the project guidelines show that eligibility is not limited to arts and culture organizations. This accommodates a broad range of organizations undertaking arts and culture activity even if it is not core to their mandate. Operating grants encompass the overall operations of an organization and are, therefore, limited to arts and culture specific organizations within the guidelines. This is in keeping with the funders goal of dedicating funds to the development of arts and culture in all its presentations in the region. Recommendation #1: Use the list of 70 organizations listed on CCACS s website as a starting point for increased outreach to non-applicants, with priority given to remote areas. iii) Leveraging tax dollars By investing the grants funds outside of government it is anticipated that both the recipients of the grants and the CCACS itself will be able to leverage the dollars invested with other sources of funding. Leveraging dollars is not a short term objective. Particularly for CCACS it will take time to develop. For operating grant recipients, the criteria to show sound financial management would generally include diversified revenue sources. In 2011, final reports for project grant recipients show a significant number of projects with actual revenues exceeding the level of Arts Grants Program investment. This will likely grow over time as the Program matures and more applicants become more sophisticated in fund development. At some time in the future, the CCACS Board may want to look at changing the criteria to mandate diversified revenue sources (including applicant in-kind) to further address this objective. Recommendation #2: Review the level of leveraged dollars from year 1 to year 5, after the final reports are received for the 5 th intake, to assess if this objective is being met. Review criteria as a result of the findings. Lori Baxter Consulting - CCACS Arts Grants Program Review 6 Page 107 of 146 ITEM4.

108 b) CCACS Administration/Marketing Funders, applicants and adjudicators indicated a high degree of support for the administrative abilities of the CCACS staff and board in managing the Arts Grants Program. Adjudicators indicated the efficiency of the process and the completeness of the materials provided (see Section IV.d for further detail). Although not all applicants sought assistance from CCACS before applying, those who did consistently used words such as helpful, supportive, approachable, professional, great, timely and quick to respond. First year applicants commented on how encouraged they were to apply. Some applicants commented on how CCACS provided them and others an opportunity to improve their application before the deadline if a review by staff indicated there were missing or incomplete aspects. This all speaks to a culture of sector development on the part of CCACS. Only three interviewees indicated they had attended a grant writing workshop provided by CCACS. Those who did reported a very positive experience, and brought up aspects of the workshop during the interview. Those who did not attend indicated a wide range of reasons: had attended another grant writing workshop, scheduling conflicts, unaware they were available, and did not feel it was relevant to them. c) Application Process There was a mix of reactions to the application process, dependent largely on how experienced the applicant tended to be with grant writing. The majority of applicant interviewees felt that the application process was straight-forward and not too onerous. These responses tended to be from applicants who had experience with other granting processes. Several mentioned that they felt the application was a good means of helping groups new to grant-writing improve their skills in that area. Only one, self-identified experienced grant writer, had an issue with how much information was demanded for the amount of dollars available. This interviewee also felt that the eligibility for what constitutes arts and culture should be loosened, particularly for small communities. However, a review of the guidelines by the consultant could find no restriction on what constitutes arts and culture and a review of the funded projects shows a wide range cultural projects that could fall well outside of traditional definitions of arts. For interviewees with little or no grant writing experience, words and phrases such as: a steep learning curve, challenging, and it blew me away were used. Those who sought help had a very positive experience, felt that they had learned a lot, and although they may not look forward to the next application, they felt better prepared. Even those who did not seek help felt they gained through the process. Lori Baxter Consulting - CCACS Arts Grants Program Review 7 Page 108 of 146 ITEM4.

109 The three most often mentioned areas that pose difficulty in the application process were: the budget portion of the application form; whether to apply in the operating or project category; and the term project when dealing with capital acquisitions. In synthesizing the comments from applicants, it is clear that minor adjustments to the application process may help in future intakes, but that the process as a whole is flexible enough to accommodate the diversity of skill levels found in the community. Recommendation #3: Review and amend the guideline and application forms as follows: a) Review printed and web material to ensure consistency of information, particularly in criteria, deadline dates, funding levels, etc. b) Revise project grant criteria to specify recipients must be located in the City of Williams Lake or Cariboo Regional District Areas D, E, or F, or if located outside, that the project must be delivered in partnership with an organization located within those areas. c) Revise the Guidelines to provide greater emphasis that applicants, particularly new applicants, are encouraged to contact the office before filling out the application. Perhaps in addition to the bullet point in Application Process, restate it in Further Information. d) Post successful grant recipient s project descriptions on the website and provide a link to them in both the print and website guidelines. e) Under Adjudication Process, and before the bullet points, provide a statement that applications will be reviewed based on the following criteria and applicants should address these points in their application. f) Develop a Guide to Filling Out the Application Form using the Coordinator s experience in answering questions, and adjudicators experience in reviewing the applications, to determine needed content, but to certainly include: i. Section 2: If the application involves a capital purchase, how it fits in with a specific projector program of the applicant. ii. Section 2: If project has already started, how will CCACS s contribution further develop the project? iii. Section 3A: Add In-Kind to the list of sources of revenue. iv. Section 3A: In the check box, revise to read Please attach a copy of your project budget and/or, if making a capital purchase, a quote from a recognized dealer. v. Section 3B: Reiterate that budget figures should be rounded to the nearest dollar, that revenues must equal expenses, and include a definition of in-kind and that in-kind revenues must equal in-kind expenses vi. Section 3B: Provide a sample budget. Lori Baxter Consulting - CCACS Arts Grants Program Review 8 Page 109 of 146 ITEM4.

110 d) Adjudication Process The adjudication process was not an issue amongst applicants. Those who were aware of the process felt it was a fair and reasonable means of allocating funds. Funders appreciated the process being done by knowledgeable individuals and outside of the political realm. One interviewee mentioned that while the decisions were not always in agreement with the individual s thoughts, the decisions were respected because of the process undertaken. The adjudicators themselves were very impressed with the process as developed and executed by CCACS. The documentation provided to them by the staff was well organized and complete. The time allocated to review the applications was felt to be adequate. Specific areas of discussion included: i) Instructions Both the written instructions and those delivered verbally at the meeting were felt to be very clear and placed all adjudicators on an even footing when evaluating the applications. Even those new to this type of process felt confident to proceed given the instructions they received. ii) Scorecard Adjudicators felt the preliminary scorecard, based on the adjudication criteria stated in the guidelines, was an excellent assessment tool and ensured they were reviewing each application in an identical manner. Recommendation #4: For criteria that need a yes/no answer, rather than a scale, revise the scorecard to indicate no marks for no and full marks for yes. iii) Meeting There was universal praise among the adjudicators for the manner in which the adjudication meetings were run. The Chair was felt to be impartial and exceedingly fair in allowing each participant time to provide opinions and insight. The scorecards were used as a preliminary means to begin discussion of an application, not as the final means of awarding grants. Where differences were identified, a broader discussion would lead to consensus being reached. One adjudicator volunteered that the CCACS was very responsive to changes recommended in the first year in running the second year process. Recommendation #5: Should a change of Chair be needed in the future, provide an adequate training period between the outgoing and incoming Chairs. Recommendation #6: Should it be necessary, consider appointing a new Chair from the past adjudicators who are familiar with the process. Lori Baxter Consulting - CCACS Arts Grants Program Review 9 Page 110 of 146 ITEM4.

111 iv) Conflicts of Interest In any adjudication process it is highly likely that real or perceived conflicts of interest may arise. In a relatively small community such as the Cariboo Regional District, such conflicts will be more likely. The only way to eliminate, or greatly reduce, these conflicts is to go outside the community to find adjudicators. This has the negative impact of losing local context in the review of applications. In balancing the two, the consultant feels that staying with adjudicators who are familiar with the local context is preferable. The CCACS s Policy on Allocation of Grants includes the following on conflicts of interest: Panel members must declare both actual and perceived conflicts. A panel member with an actual conflict does not participate in either the discussion or the vote on the application for which the conflict is declared. A panel member with a perceived conflict must accept the decision of the other panel members as to whether he or she can participate in the discussion or the vote or both. During the interviews, when asked about their impressions of the meeting, each adjudicator mentioned how conflicts were dealt with. It was clear all knew of the policy, and felt it was strictly adhered to in the meetings. Everyone was aware of the conflicts in the room and, where they were perceived and the person stayed in the room, the other adjudicators could take the perceived conflict into consideration in their deliberations. It was clear that the policy was not only clear in writing but in practice. e) Non-Recipients In the two year history of the program only two lead applicants have been rejected once and not received an award at another time. Neither were interviewed for this review one had an appointment scheduled but conflicts arose and the interview did not take place, and the other did not respond to interview requests. However, a number of interviewees fell within both the recipient and non-recipient categories. No discernible difference was felt between the two with the exception of the feedback given in the adjudication results letter. In the case of non-recipients, the feedback was felt to be unhelpful and in some cases insulting. It is a human condition that when faced with a negative response a recipient is in a vulnerable position and further negative comment, however helpfully given, may have a heightened unwelcome response. This is exacerbated when it is delivered in a one-way manner such as a letter. The desire of the CCACS to provide feedback is understandable given the capacity building objective of the Society and the Arts Grants Program. An opportunity to have the applicant receive verbal feedback would provide a chance for an interactive exchange which could include both positive and negative feedback in a manner that cannot be done in a letter. It would also provide some time for the applicant to process the negative response for funding before receiving constructive ideas on improvement for future applications. Lori Baxter Consulting - CCACS Arts Grants Program Review 10 Page 111 of 146 ITEM4.

112 Recommendation #7: Add applicant feedback to the duties of the Chair of the Adjudication Meeting and in the letter provide the applicant an opportunity to receive feedback on their application through a phone meeting to be scheduled at a mutually convenient time. f) Conditions of Funding Recipients had no concerns about the conditions of funding that were required of them. Interviewees felt that they were reasonable given that the funding comes from public sources and therefore they should be accountable back to the public funders. Several recipients were complimentary of the CCACS in their ability to be flexible on the timing of the final reports when circumstances required and for their assistance in helping with drafting the final report. As most projects seem to fall over the summer and early fall months, the timing of the final reports did not present a concern. However, the consultant did note that if a project ends near the end of the year, the one month requirement for final reports to be due for project grants and the forty day requirement for operating grants, may present a problem in future intakes if the application deadline stay s in the middle of January and the applicants are required to file their final reports before reapplying. Recommendation #8: Reconcile the timing of submission of final reports with the application deadlines for the next intake. g) Project vs Operating Grants In the first two intakes CCACS provided two categories of funding operating and project. Project grants are provided for a specific activity as outlined by the application. Operating grants are provided for the overall operations of an organization and are not attached to any specific activity. This is a common delineation made by larger funding bodies such as Arts Councils or large municipalities with dedicated culture departments. In the CRD and City of Williams Lake, what would sometimes be called operating grants are delivered as Fee for Service contracts. In the second intake of Arts Grants, CCACS eliminated what could have been seen as double-dipping by applicants, by establishing an eligibility requirement that organizations receiving a Fee for Service contract were not eligible to receive an operating grant through CCACS. In general practice, when operating funds are provided by a funding agency, there is an expectation that they will continue to be available in future years, should the recipient continue to operate in a manner that is in accordance with the manner in which the original operating funds were approved. In interviews with funders, adjudicators, and CCACS staff and board, this kind of long term funding for operating clients is not seen to be part of CCACS s Arts Grants Program. In fact, the adjudication, scrutiny and reporting functions seem to be quite similar between the operating and project grants. Lori Baxter Consulting - CCACS Arts Grants Program Review 11 Page 112 of 146 ITEM4.

113 Operating funding in one year does not give an organization any expectation that those dollars will be available next year but will be adjudicated within the pool of dollars available for both operating and project applications. This has likely increased the confusion among applicants as to which category to apply into. As this review was progressing, the Joint Committee became aware that a number of Fee for Service agreements which had been in place, together with the possibility of requests for new ones, risked consuming a significant amount of the arts and culture budget. Accordingly, the Joint Committee established a sub-committee to review the matter of Fee for Service agreements and their relation to the CCACS grants program. It is beyond the scope of this review to make recommendations that would influence this process. However, the following will hopefully provide some context for the discussions. Interviewees were clear that operating grants or Fee for Service contracts are necessary for established organizations that are seen to be providing on-going services or events that are providing a community benefit. These should be relatively assured on an annual basis, given a degree of accountability and reporting back commensurate with the level of funding provided. Project grants are equally necessary for both established and new organizations to reach beyond their current operations and offerings. (see Section IV.a.i) There is general agreement that the application and adjudication process currently being run by CCACS is an appropriate vehicle for this type of funding. When these kinds of discussions occur, sources and levels of funding are always an important topic. Again, it is outside of the scope of this review to provide recommendations but there is context that may be useful to the discussions. In 2011 applications were received from 14 organizations. In 2012, 21 organizations applied; an increase of 50% in one year. In total, between the two years, 25 organizations applied for either operating or project funding, or both. With 70 organizations listed in the CCACS s database of regional non-profit organizations delivering arts and culture activities, there is a potential demand that has not yet been met. An active part of CCACS s mandate is to extend the reach of the Arts Grants Program. The funding levels for the Arts Grants Program in the first two intakes provided the adjudicators with the ability to fund the majority of the accepted projects to their full request. As the demand grows, if the available funds remain the same or are reduced, the pressure will increase to reduce project applicant funding levels to accommodate more project requests. Reduced levels of funding to individual projects may impact the benefits outlined in Section IV.a.i. Lori Baxter Consulting - CCACS Arts Grants Program Review 12 Page 113 of 146 ITEM4.

114 V. Additional Comments During the interviews some suggestions were made that seem beyond the current scope of CCASC s operations and/or the Arts Grants Program. However, they may become more relevant as the Program develops over time. 1. Develop an on-line application form. Consultant s note: This is a technical and financial issue that would need to be addressed by the Board of the CCACS. 2. Provide multi-year funding for larger projects. Consultant s note: This may require the ability of the CCACS to carry over funds from one year to another, which it does not appear to have at the moment. 3. Establish an appeal process. Consultant s note: Appeal processes are difficult to operate in an environment where a panel has been convened, all available dollars are allocated and recipients are informed of the decisions. Can the panel be reconvened? Where will the additional dollars come from if the decision is reversed? What are the acceptable grounds for appeal? 4. Provide a five-year budgeting framework to allow for planning by both funders and CCACS. Lori Baxter Consulting - CCACS Arts Grants Program Review 13 Page 114 of 146 ITEM4.

115 VI. Conclusion The level of satisfaction for the Arts Grants Program and CCACS s administration of it is very high among all current stakeholder groups. There is still room for growth and to expand the number of stakeholders in the applicant area. With some minor changes to the existing functions and operations, the Arts Grants Program as established in the first two intakes can continue to provide increased benefits to the citizens of the Cariboo Regional District. Lori Baxter Consulting - CCACS Arts Grants Program Review 14 Page 115 of 146 ITEM4.

116 Appendix A Summary of Recommendations Recommendation #1: Use the list of 70 organizations listed on CCACS s website as a starting point for increased outreach to non-applicants, with priority given to remote areas. Recommendation #2: Review the level of leveraged dollars from year 1 to year 5, after the final reports are received for the 5 th intake, to assess if this objective is being met. Review criteria as a result of the findings. Recommendation #3: Review and amend the guideline and application forms as follows: a) Review printed and web material to ensure consistency of information, particularly in criteria, deadline dates, funding levels, etc. b) Revise project grant criteria to specify recipients must be located in the City of Williams Lake or Cariboo Regional District Areas D, E, or F, or if located outside, that the project must be delivered in partnership with an organization located within those areas. c) Revise the Guidelines to provide greater emphasis that applicants, particularly new applicants, are encouraged to contact the office before filling out the application. Perhaps in addition to the bullet point in Application Process, restate it in Further Information. d) Post successful grant recipient s project descriptions on the website and provide a link to them in both the print and website guidelines. e) Under Adjudication Process, and before the bullet points, provide a statement that applications will be reviewed based on the following criteria and applicants should address these points in their application. f) Develop a Guide to Filling Out the Application Form using the Coordinator s experience in answering questions, and adjudicators experience in reviewing the applications, to determine needed content, but to certainly include: i) Section 2: If the application involves a capital purchase, how it fits in with a specific projector program of the applicant. ii) Section 2: If project has already started, how will CCACS s contribution further develop the project? iii) Section 3A: Add In-Kind to the list of sources of revenue. iv) Section 3A: In the check box, revise to read Please attach a copy of your project budget and/or, if making a capital purchase, a quote from a recognized dealer. v) Section 3B: Reiterate that budget figures should be rounded to the nearest dollar, that revenues must equal expenses, and include a definition of in-kind and that in-kind revenues must equal in-kind expenses vi) Section 3B: Provide a sample budget. Lori Baxter Consulting - CCACS Arts Grants Program Review 15 Page 116 of 146 ITEM4.

117 Recommendation #4: For criteria that need a yes/no answer, rather than a scale, revise the scorecard to indicate no marks for no and full marks for yes. Recommendation #5: Should a change of Chair be needed in the future, provide an adequate training period between the outgoing and incoming Chairs. Recommendation #6: Should it be necessary, consider appointing a new Chair from the past adjudicators who are familiar with the process. Recommendation #7: Add applicant feedback to the duties of the Chair of the Adjudication Meeting and in the letter provide the applicant an opportunity to receive feedback on their application through a phone meeting to be scheduled at a mutually convenient time. Recommendation #8: Reconcile the timing of submission of final reports with the application deadlines for the next intake. Lori Baxter Consulting - CCACS Arts Grants Program Review 16 Page 117 of 146 ITEM4.

118 Appendix B Discussion Points for Funders Clarify role with the arts and culture grants program. From your perspective why is the District/City involved with the program, specifically what did you hope to get from third party delivery? Do you think you are achieving it? After two intakes, what do you feel is working well? Any areas you feel need improvement? What are your thoughts on the adjudication process used by the CCAC? Anything you would specifically like to know from this review? Operating vs. Project funding Anything else you would like to tell me? Lori Baxter Consulting - CCACS Arts Grants Program Review 17 Page 118 of 146 ITEM4.

119 Appendix C Discussion Points for Adjudicators Overall impressions about the adjudication process. Specifically - Written instructions before the meeting Any other information that would be useful - Worksheet Criteria (fit with the guidelines) (fit with the information gathered in the application form) Recommendations to the application form to make it easier to assess? - Adjudication meeting - Award amounts, full/partial - Projects started before application Operating vs. Project Grants Recommendations for improvements? Anything else you would like to add? Lori Baxter Consulting - CCACS Arts Grants Program Review 18 Page 119 of 146 ITEM4.

120 Appendix D Discussion Points for Applicants Overview of applicant s history with the program. Would the funded project(s) have happened without the Arts Grant? Has the project benefited organization beyond the project itself? Specifics of the program: - Usefulness of the Guidelines Any thoughts on how they could be improved? - Application Form - Adjudication process - Final report requirement Timeframe: Application to announcement of funding December end date Projects starting before application deadline Workshops Did you attend? If yes, how useful? If not, why not? How important is it that the Arts Grants Program continue? Why/why not? If applicable: Applied in first year but not second year why not? Feedback quality Operating Clients: Difference between receiving operating as opposed to project funding Importance of operating assistance as opposed to project Lori Baxter Consulting - CCACS Arts Grants Program Review 19 Page 120 of 146 ITEM4.

121 C5 File: M E M O R A N D U M TO: AND TO: FROM: CENTRAL CARIBOO JOINT COMMITTEE JANIS BELL, CHIEF ADMINISTRATIVE OFFICER DARRON CAMPBELL, MANAGER OF COMMUNITY SERVICES DATE: SEPTEMBER 12, 2012 SUBJECT: ESLER SPORTS COMPLEX ACCESS ROAD CIIF GRANT APPLICATION At its meeting July 12, 2012 the Cariboo Regional District Board passed the following resolution regarding a Community Infrastructure Improvement Fund grant application to support development of an access road into the Esler Sports Complex directly off Highway 20. AI-8.2 A Late Item - Community Infrastructure Improvement Fund (CIIF) Grant Program Advisory Corporate Vote Weighted 12-07B-67 Moved Director Armstrong; Seconded Director Sorley: That the agenda item summary from Darron Campbell, Manager of Community Services, dated July 9, 2012, regarding the Community Infrastructure Improvement Fund (CIIF) grant program, be received. Further that, subject to the approval of the Central Cariboo/City of Williams Lake Joint Committee, an application for $150,000 be submitted for construction of the Esler Sports Complex Access Road and that the Central Cariboo Recreation and Leisure Services financial plan be amended to allocate $150,000 in matching funding required for the project. Carried Unanimously The attached agenda item summary provides background information on the proposed project as presented to the Board. Following the approval-in-principle from the Board, a proposed road layout and initial environmental assessment have been completed and a Crown tenure application submitted. These steps will support a CIIF application that is due by November 19, provided the joint committee agrees to identify the matching funding with the Central Cariboo Recreation and Leisure Service (CCRLS) budget. Page 121 of 146 ITEM5.

122 Additional CIIF Opportunity Upon review of the 2012 five-year capital plan for the Cariboo Memorial Recreation Complex, replacement of the arena roof was also identified as a potential project for the CIIF program. The estimated cost of the roof work is $400,000, which could be funded with a $200,000 CIFF grant application combined with $200,000 from the CCRLS budget. This necessary work was originally planned for 2014, but could be moved up to 2013 to accommodate the completion deadlines of the grant program. The CIIF program requires that projects include a minimum of 50% matching funding from other sources. As with the Esler complex road project, applying for the arena roof would require an amendment to the CCRLS budget to identify matching funding of up to $200,000. The total to support both projects would be $350,000. Sourcing the matching funds from the CCRLS (1553) financial plan would require a budget amendment to allocate funding from capital reserves and/or the 2012 budgeted surplus. Currently, there is $528,000 in capital reserves with a planned contribution of $300,000 this year and $278,000 in 2012 budgeted surplus. Local governments are able to submit multiple applications to the CIIF program, but they must be listed in order of priority. The Regional District has approved-in-principle a submission for the Esler Sports Complex Access Road; however the City of Williams Lake has not yet confirmed an application. For the best chance of success, it would make sense for the arena roof application to come under the City of Williams Lake and this could be recommended by the joint committee to city council. STAFF RECOMMENDATION That the memo from Darron Campbell, Manager of Community Services, dated September 12, 2012, regarding applications to the Community Infrastructure Improvement Fund (CIIF) grant program for construction of the Esler Sports Complex Access Road and the arena roof at the Cariboo Memorial Complex, be received. Further, that an application for $150,000 be submitted for the road access project and that the City of Williams Lake submit an application for $200,000 for replacement of the arena roof. And further that the Central Cariboo Recreation and Leisure Services financial plan be amended to allocate up to $350,000 in matching funding required for both projects. Page 122 of 146 ITEM5.

123 AGENDA ITEM SUMMARY File: TO: AND TO: Chair and Directors, Cariboo Regional District Board Janis Bell, Chief Administrative Officer FROM: Darron Campbell, Manager of Community Services DATE: July 9, 2012 DATE OF MEETING: July 13, 2012 SHORT SUMMARY: VOTING: MEMORANDUM: Community Infrastructure Improvement Fund (CIIF) grant program advisory. Corporate Vote Unweighted The Cariboo Regional District received an advisory and guidelines that applications are now being accepted for the Community Infrastructure Improvement Fund (CIIF) federal grant funding program, which is administered by Western Economic Diversification Canada (WD). The funding is intended to support upgrades and repairs to existing infrastructure and new facility construction is not eligible. The deadline for applications is August 2, A second intake of applications is also scheduled for November, but may depend on funding availability. The Regional District may submit more than one application; however due to the expected large number of submissions, program staff advised that the highest priority project must be identified. Non-profit groups may apply directly to the program as long as they meet the eligibility criteria, such as providing annual financial statements. Groups that are interested in the program should contact WD to confirm their eligibility. Projects must be cost-shared; the CIIF program will provide up to 50 percent of eligible costs. There is no application limit for funding requested; however the guidelines state that priority will be given to funding requests of less than $250,000. The eligible project categories for the CIIF grant include: Page 123 of 146 community and cultural centres; parks; libraries; recreational facilities (e.g. local arenas, swimming pools, sports fields, and other types of recreational facilities); tourism facilities having a local impact; and other existing community infrastructure assets which have a local community 1 ITEM5.

124 impact such as connectivity and broadband and local airports. The selection criteria for the CIIF grant include: Increasing visitors to the community and the improved facility Providing environmental benefits or use of innovative environmental technology Improving safety and specifically for mobility impaired persons Number of paid hours of employment to complete the project the project must be open and accessible to the public, not a members-only facility Eligible projects must be completed by March 31, Staff has reviewed existing strategic development and business plan goals as well as the capital plans for eligible Regional District facilities, and considers the Esler Sports Complex Access Road to be the most appropriate project for application. The access road was included in the options considered by the Board for the BC Community Recreation (BCCR) grant program in December 2012, but the project was not identified as one of the top priorities for application at that time. The Regional District received BCCR funding for the North Cariboo Multi-Centre and the Wheelchair Accessible Wilderness Trails project in March Given the broad scope of the CIIF grant criteria, numerous other community projects may be eligible as well and Board members may wish to bring them forward for consideration during the discussion. Following direction from the Board in response to this agenda item, the final applications containing the necessary detail will be submitted prior to the August 2, 2012 deadline. Esler Sports Complex Access Road Development The Esler Sports Complex serves the greater Williams Lake area in the central Cariboo with four soccer fields, four slo-pitch fields and eight minor softball fields. Current access into the complex is via Highway 20 and upper Hodgson Road, which is not optimal, creating conflicts with residents of the Esler subdivisions and traffic congestion issues during tournaments. An alternate access road of approximately 1.5km was recommended in the Esler Sports Complex Development Plan (2007) to enter the property directly off Highway 20. The alternate entrance would reduce traffic through residential areas as well as improve the public profile of the complex. This project fits the CIFF criteria well as it is an important safety improvement to an existing sports facility that has economic development potential by encouraging more use of the sports complex for hosting tournaments. Page 124 of 146 Matching funding for the project could be available from the Central Cariboo 2 ITEM5.

125 Recreation and Leisure Services sub-regional recreation function and there would also be the potential to offset construction costs with the sale of timber removed from the access route. It is expected that an application for this project would include a grant request of $150,000 towards a $300,000 project for detailed site design and construction costs. Completing the project may also benefit from in-kind support from the Esler Sports Complex user groups and would include the Esler Recreation Advisory Commission in the planning and design process. ATTACHMENT: POLICY IMPLICATIONS: Community Infrastructure Improvement Fund (CIIF) grant program advisory and funding program guidelines The Esler Sports Complex Access Road is the project recommended by staff because it meets identified strategic priorities in the Esler Sports Complex Development Plan and fits the selection criteria well offering a good chance of success. FINANCIAL IMPLICATIONS: The CIIF program requires that projects include a minimum of 50% matching funding from other sources. Sourcing the matching funds from the Central Cariboo Recreation and Leisure Services (1553) financial plan would require a budget amendment to allocate funding from capital reserves or the 2012 budgeted surplus. Currently, there is $528,000 in capital reserves and $278,000 in 2012 budgeted surplus. Reviewed by the Chief Financial Officer: OPTIONS: 1) Receipt; 2) Receipt and endorsement of the recommendation; 3) Defer in favour of considering an application to the second intake to the program in November. RECOMMENDATION: That the agenda item summary from Darron Campbell, Manager of Community Services, dated July 9, 2012, regarding the Community Infrastructure Improvement Fund (CIIF) grant program be received. Further that an application for $150,000 be submitted for construction of the Esler Sports Complex Access Road and that the Central Cariboo Recreation and Leisure Services financial plan be amended to allocate $150,000 in matching funding required for the project. Page 125 of ITEM5.

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127 C6 File: M E M O R A N D U M TO: AND TO: FROM: CENTRAL CARIBOO JOINT COMMITTEE JANIS BELL, CHIEF ADMINISTRATIVE OFFICER DARRON CAMPBELL, MANAGER OF COMMUNITY SERVICES DATE: SEPTEMBER 12, 2012 SUBJECT: CENTRAL CARIBOO ARTS AND CULTURE FEE FOR SERVICE SUBCOMMITTEE PROGRESS REPORT At its meeting April 25, 2012 the Central Cariboo Joint Committee passed the following resolution, which was endorsed by the Regional District Board May 11, A-10 Central Cariboo Arts and Culture Society 1) That a sub-committee be formed consisting of Councillor Walters and Director Sorley, a representative from the Central Cariboo Arts and Culture Society as well as the appropriate staff from the City of Williams Lake and Cariboo Regional District. Further, that this Committee work on the Central Cariboo Arts and Culture Function business plan goal to review the process and structure for the Fee for Service contribution agreements contained within the function s financial plan with an effort to integrate them with the existing CCAC Society grants program. The subcommittee met four times since the resolution was passed: May 18, June 7, July 9, and July 23 and has produced this progress report and subsequent recommendations for the review of the joint committee. BACKGROUND AND INFORMATION 1. Attached is a Strategic Principles document that has been endorsed by the subcommittee. The intent of the document is to confirm the strategic and operational principles for the Central Cariboo Arts and Culture function in general and specifically for Fee for Service agreements with non-profit groups that exist within the function. The document will help guide the review and renewal of existing agreements as well as provide a framework for consideration of new agreement requests. Two key operating principles for future agreements are that they be for three-year terms and administered by a single agency either the city, arts society, or the regional district. The intent of these principles is to ensure the efficiency and stability of the funding program. Page 127 of 146 ITEM6.

128 The document also identifies the next steps preferred by the subcommittee, provided there is agreement from the joint committee on the progress and direction to-date. Next steps suggested for spring 2013 include the detailed development of Fee for Service agreement approval criteria and process as well as verifying the most effective and efficient administration of the funding contracts and follow-up reports. It should be noted that the current Fee for Service policy (attached) adopted by the joint committee in 2011, states that agreements are initiated by the joint committee and that there is no open application process. While the Strategic Principles document does not propose an open call for applications, Principle #10 does argue for the development of criteria to aid in the consideration of new agreements and the renewal of existing ones, which may be contrary to this component of the current Fee for Service policy and thus require a waiver or amendment to address. This high level policy is not specific to agreements in the arts and culture function and is applied generally to cooperative funding support arrangements that the City and CRD may wish to enter with non-profit groups. The proposed criteria and process information for arts and culture agreements would be developed in spring 2013 and will be used for consultation with arts and culture groups. The development is expected to be finalized for the budget process in October 2013 for implementation in With the above development timeline in mind, the subcommittee suggests that all Fee for Service agreements currently in place be renewed (or continued in the case of the Central Cariboo Museum) for Groups receiving 2013 Fee for Service funding will be notified of the pending next steps and that they can expect at least some changes in In addition to existing agreements, the subcommittee also recommends that the budget support for Canada Day/Performances in the Park, which was managed by the arts and culture society in 2012 should remain with the Central Cariboo Recreation and Leisure Services budget as it has been to date. However; the funding support for these events will also be included in the overall discussion of the criteria and process development for arts and culture agreements with an intent to move these activities to the arts and culture function at some future point. The subcommittee also suggests dealing with outstanding Fee for Service requests from the Likely Cedar City Museum and the Horsefly Pioneer Museum by including new, one-year agreements for these groups in the arts and culture function Business Plan and budget for 2013 at $2,000 each. It was felt this is an appropriate course of action because the two museum groups are obviously strong candidates for funding support and it is reasonable to establish them as existing agreements once the review and renewal process is implemented in The proposals from the museum groups are attached. Page 128 of 146 ITEM6.

129 RECOMMENDATIONS That the memo from Darron Campbell, Manager of Community Services regarding a progress update from the subcommittee reviewing the Fee for Service agreements in the Central Cariboo Arts and Culture function be received. Further that: i) the Strategic Principles document developed by the subcommittee be endorsed and that ii) Fee for Service agreements currently in place be renewed without amendment for 2013 and that iii) one-year agreements for the Likely Cedar City Museum and the Horsefly Pioneer Museum be included in the arts and culture function Business Plan and budget for 2013 at $2,000 each. Page 129 of 146 ITEM6.

130 Strategic Principles for a Plan for Fee-for-Service Agreements Within the Arts and Culture Function Prepared by The Sub-Committee For the Central Cariboo Joint Committee July, 2012 Background Fee for-service agreements are one of four means currently in place for funding arts and culture in the Central Cariboo. The four are: a) A Contracting Services Agreement with CCACS (five years) b) A Management and Operations Agreement with CCACS (five years) c) Arts and Culture Grants (annual) d) Fee-for-Service Agreements (one multi-year, six annual). Two larger cultural organizations have traditionally received funding from the City of Williams Lake. These are the Williams Lake and District Historical Society (operating the Museum of the Cariboo Chilcotin) and the Station House Gallery and Studio Society (operating the Station House Gallery). In addition, until recently, various arts and culture events-focussed organizations applied annually for, and were awarded Grants in Aid (Grants for Assistance). In 2011 the Central Cariboo Joint Committee decided that it would be appropriate for these organizations to be funded from the newly established arts and culture function rather than from the Grants-in-Aid budget. On this basis the Committee then allocated grants to seven organizations in the form of Fee-for-Service Agreements for 2012 (The Museum s existing agreement runs to 2013). These grants totalled $59,425. Requests for additional agreements beyond 2012 have either been received or are anticipated which, if granted would add a further $21,000 to this total. Together with existing commitments from the arts and culture function, these sums would take up almost the entire allocation to the function, leaving very little available for future development. To examine this problem, the Joint Committee struck a subcommittee (CRD Director Sorley, City Councillor Walters, a representative from the Central Cariboo Arts and Culture Society (CCACS) and appropriate staff from these three agencies). At its first meeting the subcommittee (a) recognized the problem, (b) decided that a long-term plan for Fee-for-Service Agreements should be developed and (c) agreed that any such plan should be based on strategic principles. Principles It is useful to distinguish between strategic and operating principles. Strategic principles are those which underlie the reasons for allocating funding. Operating principles are those upon which the design of administrative and other mechanisms should be based. For both strategic and operating principles we can define a set of general principles which lead to principles specifically for Fee-for- Service Agreements. Page 130 of 146 ITEM6.

131 Page 2 of 2 Strategic Principles (General) 1. Funds from the arts and culture function should assist in achieving a vision, namely that arts and culture reflect, communicate and celebrate the spirit of the Cariboo, inspiring and enlivening its people and its communities Public money in support of arts and culture should contribute both to enabling the continuation of existing high quality work and to fostering innovation and development. Development means the development (beyond what has traditionally existed) of one or more art forms, or of an event, or an audience, or public engagement or any or all of these. 3. Annual disbursements from the arts and culture function should include some allocation to a budgeted surplus so as to provide the opportunity to invest in innovative projects in future years. 4. Public money in support of arts and culture should generate economic value. Specifically it should encourage the leveraging of additional resources either from external agencies or from local sponsors and donors. Strategic Principles (Fee-for-Service Agreements) 5 Fee-for-Service Agreements are intended to support organizations in delivering a valued service or event on a regular, year after year basis. They may be used for any expenses involved in operating the organization so as to provide the specified service. 6. Consistent with the intent defined in principle 5, Fee-for-Service Agreements should be multi-year agreements, renewable only upon application and adjudication at the end of the term of the agreement. Operating Principles (General) 7. Public money for arts and culture should be allocated and distributed fairly, transparently and in accordance with criteria which reflect principles 1 and The allocation and distribution of public money for arts and culture should be efficient and administratively cost effective. 9. Recipients of public money for arts and culture should be required to report on their spending of the money, and on the extent to which they have been able to leverage additional resources and show economic value. Operating Principles (Fee-for-Service Agreements) 10. In accordance with principle 7, criteria should be developed specifically for Fee-for-Service Agreements. Applications for new and renewed Fee-for-Service Agreements should be adjudicated according to these criteria. 11. In accordance with principles 5 and 8, the present mixture of annual and multi-year Fee-for- Service Agreements should be changed to a single kind of three-year agreement. In practice this would mean awarding one-year agreements until December 2013 and then renewing those that were deemed satisfactory for three-year terms (2014 to 2017). 12. In accordance with principle 8, all arts and culture Fee-for-Service Agreements should be administered by one agency (CRD or the City or CCACS). 13. Before the introduction of any change in the present arrangements, the arts and culture community and the affected organizations should be consulted. 1 This vision statement was drafted by the CCACS in December 2011, and affirmed following consultation with the broader arts and culture community. Page 131 of 146 ITEM6.

132 CITY OF WILLIAMS LAKE COUNCIL REPORT DATE OF REPORT: August 24, 2011 DATE & TYPE OF MEETING: September 14, 2011 Joint Committee Meeting AUTHOR: Brian Carruthers, CAO SUBJECT: REVISED FEE FOR SERVICE POLICY FILE: RECOMMENDATION(S): That Joint Committee recommend approval of the revised Fee for Service Policy as attached. EXECUTIVE SUMMARY: A sub-committee of Joint Committee has been tasked with reviewing and making recommendations for improvements to the Grants in Aid and Fee for Service programs of Joint Committee. Revisions to the Grant in Aid program are complete and have been approved for implementation. The sub-committee has now reviewed the Fee for Service program and is making initial recommendations with respect to the Fee for Service Policy. Following approval of the Fee for Service policy, the sub-committee will bring forward recommendations for existing and new Fee for Service agreements under the Arts and Culture and Recreation functions. The Fee for Service policy being presented contains the following highlights: Fee for Service agreements are initiated by Joint Committee for service required by the Joint Committee and as such do not require an application process. Fee for Service agreement are only entered into with non-profit organizations. Fee for Service agreements are not eligible for services that are the responsibility or mandate of other levels of government. Fee for Service recipients are required to submit detailed reports and financial accounting and budgeting. Respectfully submitted, Brian Carruthers Chief Administrative Officer ATTACHMENTS: Attachment A Draft CCCWL Joint Committee Fee for Service Policy Attachment B Draft Fee for Service Agreement Page 132 of 146 ITEM6.

133 CENTRAL CARIBOO/CITY OF WILLIAMS LAKE JOINT COMMITTEE FEE FOR SERVICE POLICY REVISED: ISSUED: AUTHORIZED BY: TITLE: PAGE/#: CENTRAL CARIBOO/CITY OF WILLIAMS LAKE JOINT COMMITTEE FEE FOR SERVICE AGREEMENTS Purpose of Policy: The purpose of this policy is to provide direction with respect to the issuance of Fee for Service agreements and more specifically, eligibility criteria and administrative requirements. Purpose of Fee for Service Agreements: Fee for Service agreements are an instrument used by Joint Committee to secure services from a nonprofit organization as required by the Joint Committee for a specified fee. Eligible Services: Fee for Service agreements are generally issued for services directly associated with a City/CRD-owned building or facility or where an organization provides a service for the general public that falls within the mandate of the City/CRD. Non-eligible Services: Non-eligible services are those that are the responsibility of other levels of government or services that are delivered by a for-profit organization. Issuance of Fee for Service Agreements: Fee for Service Agreement may be entered into at any time by Joint Committee provided that appropriate funds are budgeted. Fee for Service agreements are initiated by the Joint Committee and as such, there is not an open application process. Approval by Council: No later than October 31 of each year, Joint Committee shall recommend approval of Fee for Service agreements for the following year with the corresponding fees to be reflected in the following year s budget. Payment of Fees: Fees for approved services shall be paid as follows: a) Agreements $5000 and under: Paid in lump sum the first Thursday in August b) Agreements $5001 and over: Paid 25% quarterly upon signing of the FFS agreement and then on the first Thursday of July, October and December. Page 133 of 146 ITEM6.

134 Reporting: Recipients of Fee for Service agreements shall provide an annual report no later than (?) of the following year which highlights accomplishments in relation to the services to be provided under the agreement, a financial statement demonstrating how the Joint Committee s contribution was utilized and goals and objectives and budget for the following year. Acknowledgement: Recipients of Fee for Service agreements shall prominently acknowledge the City/CRD as a funding provider in the advertisements and publications during the term of the agreement. Page 134 of 146 ITEM6.

135 CITY OF WILLIAMS LAKE/CARIBOO REGIONAL DISTRICT AND FEE FOR SERVICE AGREEMENT BETWEEN: City of Williams Lake 450 Mart Street, Williams Lake, British Columbia V2G 1N3 (hereinafter called the "City") or Cariboo Regional District 180D N3rd Ave. Williams Lake British Columbia (hereinafter called the CRD ) V2G 2A4 AND: THIS AGREEMENT WITNESSETH that in consideration of the mutual covenants and other recited consideration, the parties agree as follows: The is to carry public liability insurance and operations liability insurance at its sole cost to cover claims for personal injury, death or property damage in the amount of THREE MILLION ($3,000,000) DOLLARS and to name the City/CRD as additional insured on all such policies. 7. The shall acknowledge the City/CRD as a funding source in their advertisements and promotional materials during the coming year. Page 135 of 146 ITEM6.

136 FEE FOR SERVICE AGREEMENT PAGE 2 8. The shall provide an annual report no later than (?) of the following year which highlights accomplishments in relation to the services to be provided under the agreement, a financial statement demonstrating how the Joint Committee s contribution was utilized and goals and objectives and budget for the following year. 9. In consideration of the supplying the aforementioned services to the City/CRD, the City/CRD will pay the the sum of $ to be disbursed as follows: i) 25% of the contract be paid upon execution of the Fee for Service Agreement. ii) A further payment of 25% be paid the first Thursday in July. iii) A further 25% be paid the first Thursday in October. iv) A final payment be made the last Thursday in December. 10. This Contract shall be reviewed annually, pursuant to Joint Committee Policy. 11. Should either party to the Agreement not fulfil their obligations, this Agreement may be terminated with (90) days written notice. IN WITNESS WHEREOF the parties have hereunto set their hands and seals, the day and year first above written. THE CORPORATE SEAL OF THE ) CITY OF WILLIAMS LAKE, was ) hereunto affixed in the presence of: ) ) ) ) MAYOR ) ) ) ) Page 136 of CORPORATE 146 OFFICER ITEM6.

137 FEE FOR SERVICE AGREEMENT PAGE 3 THE CORPORATE SEAL OF THE ) CARIBOO REGIONAL DISTRICT, was ) hereunto affixed in the presence of: ) ) ) ) CHAIR ) ) ) ) CORPORATE OFFICER SIGNED, AND DELIVERED BY THE ) AUTHORIZED REPRESENTATIVES OF ) ) IN THE PRESENCE OF: ) ) AUTHORIZED SIGNATORY ) ) ) WITNESS AUTHORIZED SIGNATORY Page 137 of 146 ITEM6.

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145 Page 145 of 146 Central Cariboo / City of Williams Lake Joint Committee ACTION PAGE Meeting Date: September 19, 2012 Project # Summary of Resolution 1. "That pursuant to the report dated April 5, 2007 from Alberto DeFeo, Chief Administrative Officer, Staff from the City and Cariboo Regional District initiate negotiations with the Williams Lake Indian Band to obtain an easement through its land at the end of South Lakeside Road and discuss terms for improvement of the easement to facilitate vehicular access of emergency trucks to create an alternative emergency route as identified in the Interface Fire Plan." 2. That staff prepare and distribute to the Joint Committee, a discussion paper regarding local industrial taxation, taking into consideration the Strong Regions Report and the proposed Regional Development Framework. (March 24/10 mtg) 3. That pursuant to the report of Geoff Paynton, Director of Community Services dated October 11, 2011, the letter from the Central Cariboo Recreation Advisory Committee regarding condition of playing fields in and around Williams Lake be referred to a future Joint Use Committee meeting for discussion. (Oct 26, 2011 mtg) 4. That a sub-committee be formed consisting of Councillor Walters and Director Sorley, a representative from the Central Cariboo Arts and Culture Society as well as the appropriate staff from the City of Williams Lake and Cariboo Regional District. Further, that this Committee work on the Central Cariboo Arts and Culture Function business plan goal to review the process and structure for the Fee for Service contribution agreements contained within the function s financial plan with an effort to integrate them with the existing CCAC Society grants program. (April 25,2012 mtg) Committee Meetings held May 18, June 7 & July 9, That the report dated April 16, 2012 from Deb Radolla, Manager of Active Living regarding the final report of the Rick Hansen 25th Anniversary celebration, be received. Further, that the Rick Hansen Celebration Committee bring forward ideas on how the extra money could be used to provide a legacy of the event and benefit the Community. (April 25, 2012 mtg) Action Required Delegation Date Completed Ltr sent to WLIB on July 7, 2011 City Staff to follow-up ITEM7. Page 1 of 2