Special Meeting Agenda - 29 Jun 2022 - Agenda - Pdf

AGENDA

Special Meeting

2:00 PM - Wednesday, June 29th, 2022

Council Chambers

Page

Mayor Coyne acknowledges the Similkameen Valley on which we learn, work, and organize is the ancestral, traditional

and unceded territory of the sməlq'míx People, and is home to the Upper Similkameen Indian Band.

1. CALL TO ORDER

Mayor Coyne calls the Special meeting of Council to order.

2. ADOPTION OF AGENDA

2.1 June 29th, 2022 Special meeting of Council

Recommendation:

THAT Council adopt the June 29th, 2022 Special Meeting of Council Agenda.

3. ADOPTION OF MINUTES-NONE

4. PETITIONS AND DELEGATIONS

4.1 Each delegation shall be limited to a fifteen (15) minute presentation unless a longer

period is agreed to by a 2/3 majority vote of Council members present.

The Town of Princeton Council, by resolution carried unanimously, provides an

opportunity for individuals to address Council, as per Delegations/Petitions, with

regard to items included in the agenda, excluding bylaws in which a public

hearing/consultation period has been held. Council reserves the right to refuse an

individual to speak if that individual has spoken at previous meetings regarding an

item. Individuals wishing to participate in this opportunity are required to put their

name on this list and reference the agenda item that is to be addressed. Each person

will have a maximum of fifteen (15) minutes, at Council’s discretion, to bring forward

their comments.

5. UNFINISHED BUSINESS-NONE

6. STAFF REPORTS

6.1 2021 Annual Report

Recommendation:

THAT Council has considered the 2021 annual report prepared under Section 98 of

the Community Charter.

AND THAT Council has approved the 2021 annual report. 2021 Annual Report Presentation to Council

2021 Annual Report

5 - 90

Page 1 of 160

6.2 To support a grant application to the UBCM 2023 FireSmartTM Community

Funding & Supports Program

Recommendation:

THAT Council approves a resolution to supporting staff to apply for, receive and

manage a fully-funded grant from the UBCM 2022 Community Resiliency Investment

Program. UBCM 2023 UBCM CRI support resolution

CRI 2023ApplGuide FV_0

91 - 147

6.3 Purchase of a 2022 Ford F-150 Pick Up Truck

Recommendation:

THAT Council authorize spending up to $44,370 + applicable taxes to purchase a

2022 F-150 pick up truck for municipal operations as authorized under the New

Vehicles / Public Works Equipment category of the Capital Plan of the 2022-2026 Five

Year Financial Plan with the source of funds for the capital spending project is

financing through the Equipment Financing Program of the Municipal Finance

Authority;

THAT the Council of the Town of Princeton authorizes up to $49,694.40 be borrowed,

under Section 175 of the Community Charter, from the Municipal Finance Authority

for the purposes of purchasing a 2022 F-150 pick up truck for municipal operations;

AND THAT the loan be repaid within 5 years, with no rights of renewal 2022 Vehicle Procurement

St# 22F13365 22 F150 RC 4x2 XLT

149 - 156

7. COUNCIL REPORTS-NONE

8. CORRESPONDENCE RECEIVE AND FILE-NONE

9. CORRESPONDENCE ACTION REQUESTED

9.1 Letters from Nienke Klaver

Request for a rainbow crosswalk in the Town of Princeton.

Recommendation:

THAT the request for a rainbow crosswalk in the Town of Princeton be referred to

2023 budget. 2022-06-14 Nienke Klaver-Rainbow Crosswalk Request

2021-06-14 Nienke Klaver-Rainbow Crosswalk Request

157 - 160

10. BYLAWS AND RESOLUTIONS-NONE

11. NEW BUSINESS-NONE

Page 2 of 160

12. AGENDA CONCLUSION 12.1 MOTION TO CLOSE

Recommendation:

THAT the meeting be closed to the public for the purposes of considering the

following:

90.1 (c) labour relations or other employee relations; and

90.1 (e) the acquisition, disposition or expropriation of land or improvements, if the

council considers that disclosure could reasonably be expected to harm the interests of

the municipality.

FOLLOWING THE ADOPTION OF THE ABOVE MOTION THE MEETING

WILL BE CLOSED TO THE PUBLIC.

14. AGENDA ADJOURNMENT

14.1 June 29th, 2022 Special Meeting of Council

Recommendation:

THAT the June 29th, 2022 Special meeting of Council be adjourned.

Page 3 of 160

Page 4 of 160

TOWN OF PRINCETON

REPORT TO: Lyle Thomas, Chief Administrative Officer FOR: Special Meeting PRESENTED: June 29, 2022 FILE: FROM: James Graham, Director of Finance SUBJECT: 2021 Annual Report Recommendation: THAT Council has considered the 2021 annual report prepared under Section 98 of the

Community Charter. AND THAT Council has approved the 2021 annual report.

1. Purpose:

To approve the 2021 Annual Report.

2. Time Critical:

Under the Community Charter, an annual report must be prepared by council by June 30. The report must be made available at least 14 days before a public meeting is held to consider submissions and questions from the public. An advertisement was put in the Similkameen Spotlight newspaper’s June 16 & 23 editions soliciting comments and/or questions as required under Section 94 of the Community Charter.

3. Background:

The Annual Report of the Town of Princeton is required by the Community Charter. Its purpose is to state goals and objectives of municipal government for the coming year and demonstrates what progress has been made toward the preceding year’s goals and objectives.

In addition to these goals, the report also must report:

- The municipality's audited annual financial statements for the previous year - A list of the permissive tax exemptions provided by the municipal council, and for each

exemption, the amount of property tax that would have been imposed during the previous year if the exemption had not been granted

- A report on the municipality's services and operations for the previous year - A progress report on the performance of the municipality with respect to established

objectives and measures - A statement of objectives and measures that will be used as the basis for determining the

municipality's performance during the current year and following year

AGENDA ITEM #6.1

2021 Annual Report Page 5 of 160

Page 2

- The details of any declarations of disqualification made against individual council members during the previous year.

Section 98 of the Community Charter requires Council to:

- Prepare an annual report - Make the report available for public inspection under Section 97, and - Have the report available for public inspection at the meeting required under

section 99.

Section 97 lists all the documents that must be made open to public inspection.

Section 99 requires that council must annually consider, at a council meeting or other public meeting,

- The annual report prepared under section 98, and - Submissions and questions from the public.

Section 99(b) gives the timelines for releasing the annual report to the general public:

The annual meeting must occur at least 14 days after the annual report is made available for public inspection under section 97.

Staff released the Annual report to the public on June 14, 2022. No public comments or questions were received.

4. Financial Implications:

There are no financial implications to this report.

5. Policy Implications:

There are no policy implications to this report.

6. Recommendation and Alternatives to Staff Recommendation:

Recommendation:

THAT Council has considered the 2021 annual report prepared under Section 98 of the Community Charter.

AND THAT Council has approved the 2021 annual report.

Alternative 1:

Another course of action deemed appropriate by Council.

Attached: 2021 Town of Princeton Annual Report.

AGENDA ITEM #6.1


Town of Princeton

151 Vermilion Ave, PO Box 670

Princeton, BC V0X 1W0

Telephone: 250-295-3135

Fax: 250-295-3477

TOWN OF PRINCETON

ANNUAL REPORT 2021

This report was prepared by the finance department of the Town of Princeton

AGENDA ITEM #6.1


TABLE OF CONTENTS

Introduction

Annual Report ................................................................................................................................................................... 3

Message from the Mayor/CAO ........................................................................................................................................ 4

Meet Council and Staff ..................................................................................................................................................... 6

Organizational Chart ....................................................................................................................................................... 10

Five Year Financial Plan 2022-2026 ................................................................................................................................ 11

Statistics

Departmental Reports .................................................................................................................................................... 45

Statistical Analysis and Discussion .................................................................................................................................. 55

Statutory Reporting

List of Permissive Tax Exemptions .................................................................................................................................. 69

List of Declarations of Disqualification ........................................................................................................................... 71

Financial Statements

Audited Consolidated Financial Statements, 2021 ......................................................................................... Appendix A

Page 2

AGENDA ITEM #6.1


ANNUAL REPORT

Introduction

This annual report is published in accordance with Section 98 of the Community

Charter. Before June 30 of each year, a council must:

• prepare an annual report,

• make the report available for public inspection, and

• have the report available for public inspection at a council meeting or oth-

er public meeting.

By law, the annual report must include:

• the audited annual financial statements referred to in section 167 (4) for the previous year,

• for each tax exemption provided by a council under Division 7 [Permissive Tax Exemptions] of Part 7 [Municipal Reve-

nue], the amount of property taxes that would have been imposed on the property in the previous year if it were not

exempt for that year,

• a report respecting municipal services and operations for the previous year,

• a progress report respecting the previous year in relation to the objectives and measures established for that year

under paragraph (f),

• any declarations of disqualification made under section 111 [application to court for declaration of disqualification] in

the previous year, including identification of the council member or former council member involved and the nature

of the disqualification,

• a statement of municipal objectives, and the measures that will be used to determine progress respecting those ob-

jectives, for the current and next year, and

• any other information the council considers advisable.

Council and staff are committed to open and transparent government. This report will carry valuable statistics regarding

assessment values, taxation collection, financial expenditures by category and by department, strategic planning objectives

and methodology, construction data, and other relevant operational and financial data.

Please contact Town Hall for any further information. Thank you.

Page 3

AGENDA ITEM #6.1


MEET COUNCIL AND STAFF

Message from the Mayor

On behalf of Council, it is my pleasure to present the 2021 Annual Report for the

Town of Princeton. In this report you will find information about municipal oper-

ations, financial overview, accomplishments, and progress made on Council’s

goals.

To say 2021 was a challenging year would be a bit of an understatement but in

the face of the adversity that we faced with COVID-19, the fire season, and the

flooding event in November, we have forged forward.

When Council was elected, we identified several key areas that we wanted to address with infrastructure, housing econom-

ic development and downtown beautification as the primary tangibles with obtainable benchmarks. Council has moved for-

ward with an infrastructure plan and took to the community a request to borrow seven million dollars to upgrade the water

and sewer system. The flooding in November had a catastrophic impact on our infrastructure at the same time our team

was able to not only repair most of the damage in a timely fashion through lobbying we secured enough funding to replace

our aged well system in memorial park. This 4.5 million dollar project will get the community off the boil water advisory and

prevent future flooding from impacting the water system in that area.

The housing shortage continues to be an issue, but Council’s pro-development attitude has brought developers to the table,

and we are now seeing movement on the housing front. Council adopted a bylaw allowing secondary suites and carriage

houses and are in the process of hiring a second building inspector. The Town of Princeton is in talks with BC Housing to

help alleviate our ongoing need for subsidized and senior housing in the community.

Economic development and downtown beautification have been at the forefront of Council’s goals. We have acquired

grants and funding that will see the industrial park grow and new business opportunities as a result. In 2021 Council adopt-

ed the façade improvement program to help local businesses enhance their store fronts. I am happy to say that the number

one reason visitors come into our enhanced visitor centre is for information on the Bronze Statue walk. Council has been

and continues to be committed to growing the local economy.

There are things that Council works on that you will not see in the annual report but are heavily involved in, the Social,

Mental and Health welfare of the community. Members of Council sit on numerous committees that deal with the wellbe-

ing of the community meeting with representatives of Interior Health and other partner agencies to not only advocate but

attract new programs and resources to Princeton. Council has a very holistic strategic view that we have continued to pur-

sue during our term understanding that growth cannot happen without the infrastructure to support it, or ensuring the

health and social needs of the community are in place. 2022 will see major projects happen and as we become more open

after COVID-19 it is Council’s goal to have the community come together and heal together.

Page 4

AGENDA ITEM #6.1



Message from the Chief Administrative Officer

As the Chief Administrative Officer for the Town of Princeton, my main role is to

provide coordination of Council’s strategic and corporate initiatives and to be a

team leader and support for the municipal administration, public works and rec-

reation teams.

As our Town evolves and changes, Council and staff remain dedicated to long

range planning and being pro-active rather than re-active.

This past year has been very challenging, both from an operational standpoint

and for our citizens in general with COVID, Forest Fires and the Atmospheric River event that led to major flooding. We have

been put the test and have proved just how resilient of a community we are.

Council and staff are committed to “Building Back Better”. You will see in the coming months, major plans and works to in-

frastructure that supports this vision.

I am honoured to work with a progressive and community minded Mayor and Council along with a very dedicated and tal-

ented staff.

Page 5

AGENDA ITEM #6.1



Mayor of the Town of Princeton

Spencer Coyne

Council of the Town of Princeton

Barb Gould George Elliott Randy McLean Tyler Willis

Town Staff

Lyle Thomas, Chief Administrative Officer

Carrie Kassa, Manager of Corporate Services and Deputy Corporate Officer

Gary Schatz, Director of Economic Development and Tourism

James Graham, Director of Finance and IT

Ed Atkinson, Manager of Protective Services

Alan Palmgren, Manager of Building Services and Building Inspector

Jeanie Williams, Manager of Accounting and Human Resource Services

Jim Daley, Superintendent of Public Works

Jared Thomas, Infrastructure Technologist

Council conducts its Regular Meetings on the first and third Monday of the month

7:30pm in Council Chambers, 151 Vermilion Avenue

For more information, contact:

Town of Princeton

151 Vermilion Avenue, PO Box 670

Princeton, BC V0X 1W0

Telephone: 250-295-3135

Fax: 250-295-3477

Email: [email protected]

Page 6

AGENDA ITEM #6.1



Council

The Town of Princeton is governed by a mayor and four councillors as per Sec-

tion 118 (1)(c) of the Community Charter. The Mayor and members of Council

serve on various committees which manage both internal and external func-

tions of the Town. Council is also formed into a Committee of the Whole when

necessary and assemble in regular meetings either once or twice a month, with

special meetings of council being scheduled as necessary.

The schedule of elections for the Town is set under Section 52 of the Local Gov-

ernment Act. The last election was held in 2018 and the next election is sched-

uled for October 15, 2022.

Mayor Coyne

• Princeton and District Community Skills Centre

• South Okanagan-Similkameen Local Immigration Partnership

• Vermillion Forks Community Forest Corporation

• Agriculture Portfolio

• Arts, Culture & Heritage Portfolio

Princeton & District Museum and Achieves Arts, Culture and Heritage Committee

• Cemetery Portfolio

• Economic Development Portfolio

Similkameen Valley Planning Society

• Health Care & Mental Health Portfolio

Princeton Health Care Steering Committee SOS Rural Healthcare Community Coalition

IHA Infrastructure Committee Primary Care Network Workgroup

• Housing Portfolio

• Infrastructure Portfolio

• Intergovernmental Relations Portfolio

• Personnel & Safety

Southern Interior Municipal Employer Association

• Protective Services Portfolio

Committee for the Approval of Public Events (CAPE)

• Seniors Portfolio

Princeton Seniors Drop-in Centre

• Transportation Portfolio

Highway 3 Coalition

• Youth Portfolio

Page 7

AGENDA ITEM #6.1



Council

Councilor Gould

• Princeton and District Community Skills Centre Alternate

• Princeton Posse

• Vermillion Forks Community Forest Corporation


PXA

• Intergovernmental Relations Portfolio

RDOS Alternate Southern Interior Local Government Association Alternate

• Housing Portfolio

• Recreation Portfolio

• Protective Services Portfolio

• Urban Wildlife Portfolio

• Waste Management & Recycling Portfolio

• Youth Portfolio

Deputy Mayor November 2018 to November 2019

Councilor Willis

• Chamber of Commerce

• Municipal Insurance Association of British Columbia Alternate

• Vermillion Forks Community Forest Corporation Alternate

• Recreation Portfolio

• Urban Wildlife Portfolio

• Waste Management & Recycling Portfolio

Deputy Mayor November 2019 to November 2020

Councilor McLean

• Municipal Insurance Association of British Columbia

• Okanagan Regional Library Alternate

• Cemetery Portfolio

• Infrastructure Portfolio

• Recreation Portfolio Alternate

• Seniors Portfolio Alternate

• Transportation

Highway 3 Coalition Alternate Deputy Mayor November 2020 to November 2021

Councilor Elliott

• Okanagan Regional Library

• Princeton Posse Alternate


PXA

• Arts, Culture & Heritage Portfolio

Princeton & District Museum and Achieves Arts, Culture, & Heritage Committee Princeton Arts Council

• Economic Development Portfolio

Similkameen Valley Planning Society Alternate

• Health Care & Mental Health Portfolio

Princeton Health Care Steering Committee CHC for Princeton Committee Primary Care Network Planning Community Interagency Meeting Group Deputy Mayor November 2021 to November 2022

Page 8

AGENDA ITEM #6.1



Staff

Staff of the Town of Princeton is managed by the Chief Administrative Officer,

or CAO. The CAO is responsible for the general management of the Town and is

supported by directors, who manage a specific department within the Town

governance model and various managers and front-line personnel, who deliver

services to Town residents.

The departments used to classify Town government operations are:

Corporate Services: responsible for town meetings, planning, development,

subdivisions, council operations, building services, bylaw services, animal control BC Transit, protective services, emergen-

cy services, including emergency social services, and fire and rescue services

Financial Services: responsible for financial services, human resources, information technology and telecommunications,

internal and external reporting, auditing and budgeting processes

Infrastructure and Parks: responsible for public works, cemetery services, park maintenance, airport maintenance, building

maintenance, transportation infrastructure, water and sewer system, sidewalks, landfill and recycling operations, garbage

and recycling residential pickup.

Economic Development: responsible for encouraging business and employment opportunities, tourism strategy, Princeton

Visitors Centre, Princeton Municipal Campground, Princeton and District Museum, downtown revitalization efforts.

Leisure Services: operation of the Princeton & District Arena, Centennial Pool, Riverside Centre (before May 2022), recrea-

tion programming, parks use and vision.

Page 9

AGENDA ITEM #6.1


ORGANIZATIONAL CHART

Page 10

AGENDA ITEM #6.1


FIVE YEAR FINANCIAL PLAN 2022-2026

Highlights

The financial plan 2022-2026 is based on financial plans passed in previous

years. Every year, there are certain changes that cause expenses or revenues to

increase or decrease beyond a immaterial amount. Highlights of the budget are

summarized below:

Inflationary increases of 3% have been factored into the budget where applica-

ble. Additional spending is determined by Council priorities or by contracts ei-

ther terminating or increasing as per their terms.

The operating budget of 10,036,000 reflects a $3,622,000 increase in expenses

over the budgeted amount for last year: Overall, the operational budget is proposed to increase by approximately 3% per

year, and the approved 2022 operational budget represents an increase of 56.5%. This represents a substantial increase in

operational spending from year to year, largely driven by the November 2021 flood event.

• An operational line item was added for Flood Response Grants to assist the Community Foundation of South Okana-

gan-Similkameen with distributing money to flood victims. This amount is $554,000.

• Loan repayments to facilitate up to $7 million in infrastructure spending on water and sewer systems as approved by

the electorate by AAP in 2021.

• Increase in Parks & Playgrounds maintenance operating funds.

• Up to $2.1 million in operational flooding response, to be paid for by grants provided by EMBC. This includes staffing

for recovery purposes, recovery centre and temporary supplementing of Town infrastructure while waiting for re-

placement vehicles, supplies and other infrastructure needs.

Tax Rates

The tax increase on a average house in Princeton for the 2022 taxation year is $43.96. When setting tax rates, staff first

considers revenue from all other sources as well as operational adjustments and use of available grants and existing re-

serves earmarked for the specific funding. It should also be noted that Princeton residents enjoy the lowest tax burden of

comparatively sized communities in the South Okanagan—Similkameen region and in the Province as a whole. As of the

2020 statistics, Princeton ranks 153rd out of 161 municipalities in tax burden for residential property.

Municipali-ties Type RD

House Val-ue School

General Municipal

Total Regional District Hospital

BCA, MFA and Other

Total Res Variable

Rate Taxes

Total Res Parcel Tax-

es Total Res. User Fees

Total Resi-dential Prop-erty Taxes And Charg-

es

Comparison (Princeton =

100)

Princeton T OKS 248,537 520 743 39 62 156 1,520 0 574 2,094 100.0

Keremeos V OKS 301,708 608 1,035 527 76 100 2,346 122 375 2,843 135.8

Oliver T OKS 424,717 855 713 536 107 191 2,402 267 732 3,401 162.4

Merritt C TNR 320,586 671 1,483 251 133 48 2,586 360 406 3,352 160.1

Osoyoos T OKS 466,563 940 992 207 118 186 2,443 168 829 3,440 164.4

Hope D FVR 430,616 785 1,680 365 53 18 2,901 85 759 3,745 178.8

(Source: Government of BC Local Government Infrastructure and Finance Branch, Schedule 704, 2021 stats)

Page 11

AGENDA ITEM #6.1



Capital Plan

The capital plan for the 2022 budget is for $43,811,000. This represents an al-

most 16X increase over the capital plan for 2021. The increases represent the

rebuild of Town infrastructure from the November 2021 flooding event, a major

sewer and water infrastructure rebuild and other capital improvements. A ma-

jority of the projects in the capital plan are contingent on funding from senior

levels of government. Major capital projects (more than $100,000) planned for

2022 include:

• $1,012,000 in work to the Princeton & District Arena including new dehu-

midifiers, new roof, solar panels, ice resurfacing machine, and edging machine. This project is contingent on a federal

-provincial grant.

• $250,000 to rebuild the washrooms at the Municipal Campground

• $150,000 for a park on Bridge Street with an amphitheatre for performing arts, picnic tables and shaded areas

• $670,000 for replacement of aged public works equipment

• $155,000 to bring lights to the Princeton Municipal Airport.

• $100,000 for updating the Official Community Plan and implementing Development Cost Charges.

• $100,000 to study deficiencies in the diking systems post-November 2021 flooding

• $100,000 to mitigate water infiltration into the Town’s sewer system

• $315,000 to install services for an extension to the Princeton Industrial Park

• $685,000 to rebuild and perform safety improvements to the Culbertson Lift Station

• $100,000 to implement well monitoring as required by the Interior Health Authority

• $225,000 to improve sidewalks

• $2,073,000 to move the Public Works Yard to the Princeton Industrial Park after the November 2021 flooding event

• $550,000 in repairs to the Fenchurch Lift Station relating to the November 2021 flooding event

• $1,092,000 in emergency diking repairs to the Tulameen River diking system in response to the November 2021 flood-

ing event

• $570,000 in repairs to the directional drilling underneath the Tulameen River to repair the water system damaged

during the November 2021 flooding event

• Up to $14,000,000 in infrastructure repairs to the downtown core. This will repair roads, sewers, water distribution

and sidewalks in the areas impacted by flooding.

• $673,000 to repair sewer lines from the Fenchurch Lift Station underneath the Similkameen River.

• $1,118,000 to replace sewer trunk lines in the Allison Flats area, underneath the Tulameen River at Angela Avenue, up

Angela Ave, Lime Street to the Fenchurch Lift Station

Page 12

AGENDA ITEM #6.1



Capital Plan (cont’d)

• $686,000 to build an additional well to increase water capacity.

• $707,000 to replace the water booster station at the corner of Warren St

& Billiter Avenue.

• $100,000 for a comprehensive, long-term plan for infrastructure needs

within Town boundaries.

• $1,000,000 to install a sewer booster station at Angela Avenue to have

sufficient pumping capacity for the new sewer lines in the area

• $4,000,000 for the decommissioning of malfunctioning wells in the area due to the November 2021 Tulameen River

flooding event and replacement of the same wells with disinfection systems brought up to current guidelines.

• $100,000 for the completion of the Official Community Plan, last updated for the Town of Princeton in 2007.

Fees and Charges

Fees and Charges have increased by 3% on most services provided by the Town. This was done to keep up with inflationary

pressures. Fees and Charges represent the cost to the town of the specific service provided.

Page 13

AGENDA ITEM #6.1



Reserves

• Operating reserves mitigate risk and enable an appropriate response to

adverse events, while utility and asset reserves enable the Town to main-

tain asset service levels at the lowest lifecycle cost.

• Reserve use must be in accordance with guidelines set by the Community

Charter and is restricted to the purpose for which the reserves are intend-

ed. All appropriations from reserves are included in the Financial Plan By-

law.

Strategic Planning Process

In generating this financial plan for 2022-2026, priorities were set by council during their strategic planning process held in

September. In addition, the following policies were also followed:

• The strategic planning process uses a standard corporate planning model, beginning with a review of the Town’s vi-

sion and mission statements and applying those statements to fundamental governance goals for both medium-term

(2—5 years, inclusive of the financial plan) and long-term goals (5+ years not inclusive of the current financial plan,

but vitally important for reserve and infrastructure planning).

• Strategic planning also incorporates specific corporate strategies and tactics for the short-term (1 year or less) to as-

sist staff in realising the goals as set by council.

• The capital budgeting process takes place after the strategic planning is complete to set capital and operational ex-

penses to achieve the goals, mission and vision for the Town.

• The capital plan is largely developed out of the strategic planning sessions. A number of projects are proposed and

debated by Council. Council fixes the capital plan into individual projects with the assistance of staff.

• The budget is then finalized and formalized into the Financial Plan Bylaw. This bylaw is a requirement of the Province.

• Revenue is budgeted annually and is measured conservatively to ensure more than enough revenues are received by

the Town.

• Tax revenue is determined after all user fees, sales of service and other funding sources are considered.

• A balanced budget is required by law. Ongoing net operating expenditures and asset renewal will be funded through

taxation and user fees and stabilized using reserves only if necessary.

• Remaining surplus not used in this year’s budget may be carried forward to next year or may be used to supplement

reserves at the discretion of council.

• Reserves are used for the purpose for which they are established and collected.

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AGENDA ITEM #6.1



Strategic Planning Review

The strategic planning sessions utilized a standard business planning model:

• A review of the Town’s mission and vision statements took place.

• The Town’s Mission statement was identified as eternal. The Town’s vi-

sion is long-term and should always have connection with the eternal mis-

sion statement.

• Major objectives (both long-term and medium-term goals) flowed from

the mission and vision statements. We used these objectives as a path to

achieve the vision.

• Goals were set to achieve the major business objectives. These were designed to be roughly 1—5 years in length and,

with the completion of the goals, would achieve the major objectives.

• Strategies and tactics were developed to achieve the short term goals. These strategies and tactics were primarily

less than one year in duration, unless a specific capital project was allocated to the goal, then the priority may be re-

peated for several years.

• Core values were also identified that would allow us to identify the most important virtues and values necessary to

both execute the strategies and tactics and achieve the goals, vision and mission of the Town.

• The strategic planning was designed to be comprehensive and provide achievable, but aggressive goals for all Town

departments in the coming years.

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AGENDA ITEM #6.1



Mission Statement

Foster a Healthy Community

Vision Statement

Five to ten years from now Princeton is celebrating its rich

history, community spirit,

and outdoor recreation opportunities. New development

has inspired and energized

the community, creating a unique and memorable experience for residents and

visitors alike. This includes promoting and supporting sustainable development and

further enhancing Princeton’s strong regard for heritage and its community, including

the individual identity of each neighbourhood in Princeton. Natural resource

opportunities contribute to a flourishing economy.

The Town Centre is vibrant and attractive. Community activities and businesses are

focused in the heart of the Town Centre. People can explore various shops and

boutiques and dine at a fine restaurant. New development provides a variety of

housing choices. The Town has experienced new growth and energy, yet still retains

its appeal and character as a small town.

The Town is thriving as a service centre for the region, providing commercial and

industrial business opportunities, recreation and tourism amenities, and stable health

care services. These facilities support Princeton as a central meeting place for

visitors and advance the economy. Princeton is recognized as a destination for

cultural, artistic and recreational pursuits and is a community of choice to live and

visit within the BC Interior.

Page 16

AGENDA ITEM #6.1



Capital Plan Goals from 2021 Budget (1 Year)

Objective: OCP/DCC Bylaws

Progress Report: DCC Bylaw completed in Q1 of 2022, OCP

update is ongoing. Funding is carried over and supplement-

ed for the current capital budget.

Objective: Fire Department Equipment

Progress: Exhaust system for the fire hall. Carried forward

to the 2022 budget.

Objective: Fire Hall Roof Replacement

Progress: New roof for the Princeton Fire Hall. Carried forward to the 2022 budget.

Objective: Downtown Beautification

Progress: Façade for the Visitors Centre completed in 2021. Public Events sign outside of the

Visitors Centre removed from Capital Budget in 2022.

Objective: Paving Program

Progress: Completed paving projects on Princeton-Summerland Road, Asp Ave, Halliford Ave,

Airport Road, Burton Ave, and the Princeton & District Landfill.

Objective: Campground Capital Improvements

Progress: New washroom facilities planned. Source of funds unfulfilled, deferred project to

2022.

Objective: New Vehicles/Public Works Equipment

Progress: Purchased a lawn tractor instead of a skidsteer in 2021.

Objective: Street Signage Replacement

Progress: Project completed in 2021.

Objective: Flood Mitigation Report

Progress: Report completed in October 2021, will be amended in 2022 due to the November

2021 Tulameen River flooding event.

Page 17

AGENDA ITEM #6.1



Capital Plan Goals from 2021 Budget (1 Year) cont’d

Objective: Land Acquisition

Progress Report: Purchased the former Chamber of Com-

merce building at 105 Highway 3 East in 2021.

Objective: Slope Stability Work

Progress: Completed partial study and performed slope sta-

bility work on Sunset Ave in 2021.

Objective: Airport Lighting

Progress: Quote cancelled. Project deferred until 2022 with a call for more funding sources

from the Province.

Objective: Landfill Operations & Closure Plan

Progress: Completed in 2021 as required by the Provincial Ministry of the Environment.

Objective: Princeton Health and Wellness Centre

Progress: Sources of funds insufficient to begin. Deferred until later years when funding can

be secured.

Objective: Second Bench Hillside Trail

Progress: Deferred until 2022.

Objective: Memorial Park Concession Roof

Progress: Deferred until 2022.

Objective: Groundwater Protection Strategy

Progress: Completed in 2022 after the flood. Revealed groundwater infiltration into wells.

Impetus for the well decommissioning and reconstruction project in 2022.

Objective: Valve Excerciser

Progress: Compete purchase in 2021.

Objective: Sewer System Improvements

Progress: Temporary funding work complete, tendering process ongoing with some altera-

tions to planning due to the November 2021 flooding event. Page 18

AGENDA ITEM #6.1



Capital Plan Goals from 2021 Budget (1 Year) cont’d

Objective: Airport Lighting

Progress Report: Funding for project complete, Warren &

Billiter booster station work is ongoing, remainder subject to

the tendering process and the stronger need of the flooding

repairs due to the November 2021 flooding event.

Page 19

AGENDA ITEM #6.1



Financial Plan, Consolidated

(amounts are in thousands of dollars)

REVENUES 2021 2022 2023 2024 2025 2026

Municipal Taxation 3,160 3,378 3,740 4,151 4,610 5,145

Grants-in-Lieu 108 103 105 109 113 122

Parcel Tax 38 37 371 371 371 371

Federal and Provincial Grants 2,865 25,495 4,120 2,829 2,843 2,687

Regional District Contributions 596 789 590 1,657 590 590

Sale of Services 1,949 1,825 1,878 1,932 1,999 2,046

Licenses, Permits and Fees 132 137 141 145 149 153

Penalties and Interest on Taxes 104 40 40 40 40 40

Return on Investments 961 1,846 512 663 963 314

Sundry 367 3,209 957 942 953 964

Proceeds from Borrowing 0 5,490 1,569 2,266 600 600

Total 10,280 42,349 14,023 15,105 13,231 13,032

Capital Expenses 947 32,076 6,775 6,298 3,414 2,967

General Government Services 919 952 945 969 1,000 1,061

Discretionary Grants 138 599 45 45 45 45

Protective Services 184 240 245 291 298 305

Emergency Program 79 175 175 176 177 178

Transit Services 105 115 115 115 115 115

Economic Development 281 413 417 424 430 441

Visitor Information Centre 205 192 196 205 209 216

Public Works 1,684 1,900 1,966 2,039 2,111 2,184

Airport 26 38 41 44 47 50

Parks 105 200 206 212 219 225

Waste Management 812 840 865 891 917 944

Cemetery Services 37 46 49 50 51 52

Recreation / Leisure Services 1,187 1,241 1,273 1,305 1,341 1,379

Water 527 620 654 671 690 704

Sewer 321 365 377 392 400 409

Flood Mitigation 0 2,100 0 0 0 0

Total Expenses 7,557 42,112 14,344 14,127 11,464 11,275

Net Revenue/Expenditure 2,723 237 (321) 978 1,767 1,757

Page 20

AGENDA ITEM #6.1



Financial Plan, Consolidated

(amounts are in thousands of dollars)

* For further detail, consult the Town of Princeton Financial Plan Bylaw

2022-2026 No. 1020, 2022 on the Town’s webpage (www.princeton.ca)

Paving Reserve 154 (154) 0 0 0 0

Parkland Reserve 0 (73) 0 0 0 0

Future Amenity Reserve 612 73 300 300 447 483

Airport Lighting Reserve 0 (155) 0 0 0 0

Capital Asset Reserve (69) (89) 3 3 3 3

Infrastructure Reserve 21 23 24 25 26 27

Land Sales Reserve 5 (315) (1,380) 0 0 0

Arena Reserve 0 (62) 0 0 0 0

Water Reserve 262 (78) (41) (140) (134) (122)

Sewer Reserve 129 3 115 115 115 115

Development Cost Charge Reserve 0 500 500 500 500 500

Fire Department Capital Reserve 31 555 121 (533) 0 0

Unrestricted Surplus 1,578 9 37 708 810 751

Net Change in Reserves 2,723 237 (321) 978 1,767 1,757

Difference 0 0 0 0 0 0

Page 21

AGENDA ITEM #6.1



2022-2026 Financial Plan Timeline

DATE DESCRIPTION TIME/LOCATION COMMENTS

OCTOBER 21-22 2021 STRATEGIC PLANNING

SESSIONS

COUNCIL CHAMBERS COMPLETED

NOVEMBER 8 & 9, 2021 SPECIAL MEETINGS OF

COUNCIL, BUDGET DELIB-

ERATIONS

RIVERSIDE CENTRE COMPLETED

NOVEMBER 15, 2021 FIRST AND SECOND

READING, FINANCIAL

PLAN BYLAW

COUNCIL CHAMBERS,

7:30PM

CANCELLED DUE TO NO-

VEMBER 2021 FLOODING

EVENT

JANUARY 11, 2022 SPECIAL MEETING OF

COUNCIL, BUDGET DELIB-

ERATIONS


FEBRUARY 7, 2022 REGULAR MEETING OF

COUNCIL, FIRST AND SEC-

OND READINGS


MARCH 10, 2022 PUBLIC CONSULTATION

INFORMATIONAL VIDEO

UPLOADED

TOWN YOUTUBE CHAN-

NEL

COMPLETED

MARCH 10—17, 2022 PUBLIC CONSULTATION

PROCESS

VIA EMAIL AND WRITTEN

SUBMISSION. ADVER-

TISED IN NEWSPAPER.

COMPLETED

Page 22

AGENDA ITEM #6.1



2022-2026 Financial Plan Timeline

DATE

DESCRIPTION TIME/LOCATION COMMENTS

MARCH 21, 2022 THIRD READING, FINAN-

CIAL PLAN BYLAW

COUNCIL CHAMBERS,

7:30PM

COMPLETED

APRIL 4, 2022 ADOPTION, FINANCIAL

PLAN BYLAW

COUNCIL CHAMBERS,

7:30PM

COMPLETED

APRIL 19, 2022 FIRST THREE READINGS,

TAX RATES BYLAW

COUNCIL CHAMBERS,

7:30PM

COMPLETED

MAY 2, 2021 FINAL ADOPTION, TAX

RATES BYLAW

COUNCIL CHAMBERS,

7:30PM

COMPLETED

Page 23

AGENDA ITEM #6.1



Overview of Municipal Services

Capital program is for all new projects or replacement of capital assets,

including major repairs of all infrastructure in Town. Includes substantial repairs

to roads, parks, buildings, water lines, sewer lines, equipment and vehicles.

General Government Services supports all departments in the town.

They provide a wide array of services and programs to the public on a daily ba-

sis. Examples include wages for mayor, council, directors and administration,

legal services, computer repair, office supplies and rental, GIS system in conjunc-

tion with the RDOS, insurance, bank fees, election related expenses.

Grants in Aid support non-profit organizations that provide services to the community.

Protective Services include the Princeton Volunteer Fire Department, Animal Control and By-Law Services.

Emergency Program include support for both immediate emergency needs during disaster (fire, flood, earthquake)

and social needs for those who are affected by disaster and operation of the Wildsafe BC and Firesafe BC Programs.

Transit Services include Princeton’s participation in BC Transit’s South Okanagan-Similkameen transit system.

Economic Development include promotional marketing, tourism development and both

commercial and industrial development

Visitor Information Centre include the visitors information centre, funded in conjunction with Destination BC.

Public Works include all infrastructure repair beneath a replacement or substantial refurbishment, repair of Town

buildings, operation of the Town’s public works yard, parks maintenance, landscaping of town boulevards and grounds,

snow and ice clearing, storm drain maintenance and repair, and dangerous tree removal

Airport include operation of the Princeton Airport terminal, and the supply of Aviation Fuel

Parks include maintenance of parks, playgrounds and sports fields.

Waste Management include contracting of garbage and recycling pickup and landfill operations.

Cemetery Services include repairs, maintenance and operation of the Princeton Cemetery.

Recreation and Leisure Services include staffing, utilities and repairs to the Town’s leisure facilities (arena, pool

and Riverside Centre). Also organizes and executes recreation programming.

Water System include permitting, operation and repair of the town’s water distribution system

Sewer System include permitting, operation and repair of the town’s sewer system and sewage treatment facilities.

Page 24

AGENDA ITEM #6.1


DEPARTMENTAL REPORTING 2021

Corporate Services

Carrie Kassa, Manager of Corporate Services

Corporate Services

Corporate Services are responsible for the preparation and

review of bylaws, Freedom of Information requests, agen-

das, minutes and make sure that the policies and directions

of Council are implemented. This includes ensuring that all

the statutory obligations required under our municipal bylaws and legislation are met.

Planning & Development

The Planning & Development Department works to ensures the community develops strate-

gically by providing all planning, policy, subdivision, and development approval services, in-

cluding subdivisions, official community plan amendments, zoning amendments, develop-

ment permits, and variance permits.

Council’s ongoing priority is housing and the need for all types of housing.

Exciting times are coming for 2022-2023. Planning and development are preparing for major

commercial and residential developments, subdivisions, and future housing projects.

Page 25

AGENDA ITEM #6.1



Corporate Services (cont’d)

List of 2021 Development Applications

101 Bonlin Road 2 Lot Subdivision Housing Development

315 8th Avenue Zoning Amendment House and Shop

141 Bridge Street Development Permit and Development Vari-ance Permit

New Commercial Development

155 West China Creek Road Development Variance Permit Fence Height Front Setback

346 Hillside Avenue Development Variance Permit Fence Height Front Setback

65 Billiter Avenue Development Variance Permit Rear Setback

148 Edgewood Drive Development Variance Permit Accessory Building Setbacks

25 Aspen Street Development Variance Permit Housing Development Rear Setback

306 Pine Street Development Variance Permit New Garage Setbacks

437 Parsons Avenue Development Variance Permit Front Yard Setback-Canopy

Burton Avenue 4 Lot Subdivision Housing Development

Rockland Avenue 6 Phase Strata Subdivision Housing Development

133 Bridge Street Development Permit and Development Vari-ance Permit Subdivision

New Commercial and Residential Development

Text Amendment Official Community Plan and Zoning Amend-ment

To permit Carriage Houses and Secondary Suites in resi-dential areas.

141 Bridge Street Liquor and Cannabis Licensing Liquor Primary new application

271 Vermilion Avenue Liquor and Cannabis Licensing Liquor License Amendment Application

Page 26

AGENDA ITEM #6.1



Finance, Administration and IT

James Graham, Director of Finance and IT

The financial department of the Town of Princeton contin-

ues to maintain its mission to ensure the financial well being

of the municipal government.

The flooding event of November 2021 made for incredible

challenges in our management of Town administration and

finance. The burdens of administration of a disaster of the scope this Town continues to

deal with in November are enormous for a large municipality. In a small municipality, the

work is even more profound. This has lead to some disruptions in Town administrative

processes with the most visible being the delay in utilities billing for the 2022 year. Finance

staff is committed to ensuring we get a fees and charges bylaw to council that meets the

financial requirements of the Town in short order for their approval so staff can issue the

utilities bills as soon as we can.

Working with representatives of the Provincial Government and our own staff in all Town

departments, we have formulated a recovery plan for Town assets that will ensure financial

prudence that our Town is known for and replacing the assets we need to ensure continuity

of all operations. Again, the process for turning a comprehensive list of priorities into

workers doing work to restore our water infrastructure is challenging. From budgeting to

tendering to performing the work, staff are committed to getting these projects done as

quickly as possible. Your patience is appreciated.

Looking forward to the next year, we plan for the changes and challenges of a growing

municipality. We continue to strive for efficiencies in the way we do business to ensure that

you have the most positive working experience with the local government that we can

provide. We hope that you will appreciate some positive changes coming up next year and

beyond. Page 27

AGENDA ITEM #6.1



Economic Development

Gary Schatz, Director of Economic Development and Tour-

ism

Economic Development continues to focus on expan-

sion. Development of Phases 3 and 4 of the Industrial Park

are moving forward. Optimi Health recently had their Grand

Opening with two new 10,000 sqf facilities being

opened. National and International coverage of the event

continues to show the Town of Princeton as a community that is open to business and inno-

vation. Demand for industrial space is at an all-time high and land prices in Princeton

continue to be the most affordable in the Province.

The 2022 outlook for economic development is positive. The year looks to provide continu-

ing challenges and opportunities for Princeton Businesses. Rising inflation rates are of con-

cern however

growth is expected as more and more people transition from high population density areas

to rural communities. Housing continues to be an issue for the Town however signs are en-

couraging, and a significant number of new developments are either being built or in the

planning stages. Princeton is in the enviable position of having three major employers with

Weyerhaeuser, Copper Mountain Mine and now BC Green Pharmaceuticals as economic an-

chors for the community

Page 28

AGENDA ITEM #6.1



Tourism

Gary Schatz, Director of Economic Development and Tour-

ism

With the easing of restrictions Tourism in Princeton is once

again alive and well. Visit Centre numbers have shown rec-

ord increases in the first 6 months of 2022. There has been

a steady increase in the number of Europeans and Ameri-

cans coming to our town. Information on The Bronze Sculpture walk continues to be our

number one request. There are some exciting changes in the works including the addition of

a Virtual Reality Room in the Visitor Centre and the development of an outdoor Plaza on

Bridge Street.

Despite the barriers we have faced including Covid-19, Extreme Heat, Flooding and gas prices

the outlook for the 2022 Tourism season is very positive and early numbers are extremely

encouraging. An extensive #ReDiscover Princeton Marketing campaign is in full swing and

the town and our business community should expect to see the benefits moving forward.

Page 29

AGENDA ITEM #6.1


ANNUAL REVIEW | 1

ANNUAL REVIEW

I N F R A S T R U C T U R E

Town o f P r i n c e ton | j t h oma s@p r i n c e ton . c a

Page 30

AGENDA ITEM #6.1


ANNUAL REVIEW | 2

SUMMARY In 2021 the Town was able to achieve a great understanding of condition of infrastructure and the measures that need to be taken to sustain the ever growing, Town of Princeton. As a new member to the management staff, I was able to research old assessments, reports, and mitigation recommendations to come up with an educated plan to keep up with the current demand of the Town and future growth. 2021 was a time of planning for the future. From the information gathered from reports, new and old, there were many projects recommended for the sustainability of the Town of Princeton.

Page 31

AGENDA ITEM #6.1


ANNUAL REVIEW | 3

ANNUAL REVIEW

2 0 2 1 This report has been prepared to give an outline of the work that has been completed in 2021 and for what is planned moving forward. 2021 has been a very challenging year. A great understanding of the infrastructure has been achieved along with a positive path for success. The path for success includes projects that need to be done out of necessity as well as current demands and future growth. Issues with infrastructure range from age, condition, size, demand, capacity, and damages from the November flood event.

O B S T I C L E S On the weekend of November 13th, 2021, the Town of Princeton experienced an extreme rain event that resulted in the Tulameen and Similkameen rivers flooding on the night of November 14th, 2021. Peak flows of around 550 m3/s were recorded for the Similkameen river and around 920 m3/s on the Tulameen river. These extreme river flows resulted in overtopping of flood protection diking along the Tulameen river and several washout/breaches of the diking in the Flats and Downtown core areas. The flood affected much of the downtown area and resulted in significant damages to structures and other infrastructure.

Figure 1

Page 32

AGENDA ITEM #6.1


ANNUAL REVIEW | 4

Annua l Wate r Con sumpt i o n

2020 ‐ 1,384,579.2 m3

2021 ‐ 1,395,277.5 m3

Add i t i o n o f New We l l ( # 4 S i t e )

Add water capacity to the year 2039

Increased fire protection

P l a nn i n g Fo r t h e Fu t u re

Billiter Warren Booster Ability to convey water to the benches if Well 4 were to go down.

Forcemain Reinstatement Add current and future capacity to the Fenchurch lift station.

2021 PROJECTS

WA T E R S Y S T E M Well Site 4 Initiated work for the development of a 2nd well at well site #4. The existing facility was designed to accommodate 2 production wells. One well was put into service during construction with the idea that a second would be added at a later date. This will provide redundancy and fire protection as well as increased capacity for current and future demands. Approved by council 2021. Billiter Waren Booster Station Proposed and received council approval for the replacement of the Billiter Warren Booster Station. This was proposed due to the dangerous working conditions of the aged underground station. Approved by council 2021. Golder GARP Assessment As a requirement from Interior Health, the Town of Princeton was advised that a GARP assessment must be completed for the Town’s source water wells. GARP (groundwater at risk of containing pathogens). Golder Associates were awarded the contract to complete this project. Approved by council 2021. Water Restrictions During the summer of 2021 the Town of Princeton experienced some record heat. This heat with high demand from the public was affecting our water pumping infrastructure causing equipment to fail or shut down. Due to the concern for the ability to maintain fire fighting water reserve and protection of the water pumping system, council approved the implementation of Stage 3 Watering Restrictions. River Crossings Near the end of 2021 two major watermains that cross the Tulameen river were replaced. These were replaced due to the fact that the extreme river flow from the November 2021 flood event scoured the river bottom to the extent of damaging the river crossings resulting in major system leakage. During the same event another 3 river crossings were damaged, two of there were replaced in the beginning of 2022.

Page 33

AGENDA ITEM #6.1


ANNUAL REVIEW | 5

S E W E R S Y S T E M Force main reinstatement Initiated the process of reinstating the original forcemain that was no longer in use since 1996. Original forcemain had a history of breaks which initiated the installation of a new forcemain river crossing. Design was to have both mains running together. The old main was shut down in 1996 due to the fear of future breaks. Pressure tests on the old main indicated that there were several leaks, and the main would not be able to put back into service. A plan for lining the forcemain was proposed and approved by council. A Cast Iron Pipe Assessment was also completed with results indicating the structural integrity of the old forcemain was compromised. Approved by council 2021. Fenchurch Lift Station Proposed a pump & motor upgrade to the station to be able to deal with high groundwater infiltration during high river levels and large rain events. This upgrade will also give the sewer system more capacity to deal with future growth of the Town. Approved by council 2021. Trunk Main Deficiencies The North Princeton Servicing Feasibility Study, completed by True Consulting dated 2019 indicated some deficiencies within the sewer system. The main deficiencies are sections of gravity trunk main are inadequately sized for current demand as well as any future growth. It was proposed to council that these inadequacies need to be addressed in order to avoid any major system backups or overflows. Approved by council 2021.

S L O P E S T A B I L I T Y A slope stability assessment was completed for the hillsides along the Vernon and Sunset roadways up to the 2nd bench. The assessment indicated that there were some concerns with danger trees, loose materials, and slope. A project to address these issues on the Sunset hill was completed in late summer of 2021.

L A N D F I L L The Town of Princeton engaged True Consulting to complete an update to the Landfill Design, Operations and Closure Plan. This Closure plan is a requirement of the Ministry of Environment, the governing body of the Princeton Landfill. To be completed in 2022.

F L O O D P R O T E C T I O N In 2021 the Town of Princeton, in partnership with the Regional District of Okanagan‐Similkameen (RDOS) and the Village of Keremeos engaged Ecora Engineering to undertake a Flood Risk Assessment of the Tulameen and Similkameen rivers to identify and quantify flood hazards along them. Using results from the assessment mitigation measures were also provided.

Page 34

AGENDA ITEM #6.1


ANNUAL REVIEW | 6

System Upgrades & Flood Recovery

WHAT’S NEXT 2022 – 2023 will be a very busy time for the Town of Princeton as we move forward with Infrastructure upgrade projects as well as repairs and upgrades as a result of the November 2021 flood event. In 2022 we will see the completion and commencement of projects such as:

‐ Billiter Warren Booster Station ‐ Ecora Report Update ‐ Memorial Park source water wells relocation ‐ Well #4 water treatment upgrade, ‐ Addition of a second well at the Well #4 site ‐ Update to the Groundwater Protection Plan ‐ Completion of the Golder Associates GARP assessment (groundwater

at risk of containing pathogens) ‐ Fenchurch Lift Station upgrades ‐ Reinstatement project of the 1960 Sewer Forcemain ‐ Tulameen & Similkameen River flood protection works

Page 35

AGENDA ITEM #6.1


ANNUAL REVIEW | 7

Page 36

AGENDA ITEM #6.1


ANNUAL REVIEW | 8

Page 37

AGENDA ITEM #6.1



Recreation, Leisure and Cultural Services

Lyle Thomas, Acting Leisure Services Director

The Town of Princeton Recreation Department is a vital part

of our community’s quality of life. Recreation ensures that

everyone has opportunities for personal growth through lei-

sure-time activities and socialization.

Princeton is very fortunate to have a wide array of opportunities for different ages, interests

and skill levels. We are surrounded by nature and beautiful open spaces.

The Recreation Department staff are a dedicated and dynamic group of people committed to

service. They work hard to provide well maintained facilities and quality programming.

COVID-19 has brought new challenges but we are resilient and will always look for the posi-

tives to make our facilities and operations better.

Council is committed and continues to make improvements to our existing amenities and are

always on the lookout for funding opportunities to enhance our community’s quality of life.

Page 38

AGENDA ITEM #6.1


STATISTICS

Town Population

Discussion

• The census of population of Canada is taken in 2021 and again in 2026. As of the 2021

census data, the Town had a population of 2,894.

Town Population, 2017-2021

2021 2020 2019 2018 2017

3,280 1.0% 3,248 8.3% 3,000 -0.9% 3,026 1.5% 2,981 1.2%

Source: Population Estimates, BC Data Catalogue, Government of British Columbia

Page 39

AGENDA ITEM #6.1


STATISTICS

Expenses By Function or Major Program

Discussion

• Most categories of expenses stayed relatively constant from 2020 to 2021 with the ex-

ception of Protective Services. The amounts expensed in 2021 directly correlate with

the expenses incurred with the flooding event of the Tulameen River on November 14,

2021. Additional transportation expenses were also incurred due to increased staffing

amounts in Public Works.

Expenses by Segment, 2017-2021

2021 2020 2019 2018 2017

Protective $ 2,111.1 22.1% $ 328.1 4.4% $ 287.7 3.8% $ 400.6 6.6% $ 419.5 7.3%

Transporta-tion Services $ 2,588.2 25.9% $ 2,085.8 28.1% $ 2,036.5 27.0% $ 1,661.6 27.2% $ 1,557.7 27.0%

Environmen- $ 2,088.1 20.9% $ 1,978.2 26.6% $ 2,010.6 26.7% $ 1,539.7 25.2% $ 1,421.5 24.6%

Public Health $ 37.1 0.4% $ 71.2 1.0% $ 25.3 0.3% $ 42.4 0.7% $ 46.4 0.8%

Economic Develop- $ 521.3 5.2% $ 476.6 6.4% $ 456.7 6.1% $ 140.6 2.3% $ 64.9 1.1%

Recreation $ 1,342.4 13.4% $ 1,318.8 17.7% $ 1,383.0 18.4% $ 1,127.9 18.5% $ 1,269.4 22.0%

General Gov- $ 1,212.2 12.1% $ 1,171.3 15.8% $ 1,329.4 17.7% $ 1,195.2 19.6% $ 989.3 17.1%

Totals $ 9,900.5 100.0% $ 7,430.0 100.0% $ 7,529.1 100.0% $ 6,108.0 100.0% $ 5,768.7 100.0%

* all dollar amounts are in thousands of dollars

Page 40

AGENDA ITEM #6.1


STATISTICS

Revenues By Source

Discussion

Expenses in 2021 increased significantly in 2021 versus 2020. Operating costs were driven by

additional expenses related to the Tulameen River flooding event of November 2021 and are

expected to remain high in early 2022. Grants are increased due to the municipality being

used as a financial conduit for grants to be released to affected residents of the flooding

event. Salaries trended downwards due to some retirements amongst Public Works and

Management staff and the curtailment of certain overtime wages.

Expenses by Object, 2017-2021

2021 2020 2019 2018 2017

Operating $ 6,140.9 62.0% $ 3,621.0 48.7% $ 4,334.2 57.6% $ 3,370.0 55.2% $ 2,961.6 51.1%

Grants $ 223.7 2.3% $ 44.8 0.6% $ 75.3 1.0% $ 66.5 1.1% $ 67.1 1.2%

Salaries $ 2,353.0 23.8% $ 2,589.4 34.9% $ 1,998.5 26.5% $ 1,665.4 27.3% $ 1,800.5 31.0%

Amortization $ 1,182.9 11.9% $ 1,174.8 15.8% $ 1,121.1 14.9% $ 1,006.1 16.5% $ 969.5 16.7%

Totals $ 9,900.5 100.0% $ 7,430.0 100.0% $ 7,529.1 100.0% $ 6,108.0 100.0% $ 5,798.7 100.0%


Page 41

AGENDA ITEM #6.1


STATISTICS

Revenues by Source

Discussion

Typically the Town’s revenues (and, by association, expenses) vary upon the grants that are

available for infrastructure projects in a given fiscal year. Taxation as a revenue source have

remained proportionally between 35-42% over the past 5 years. Expectations are that, as

demand for services increases and the Town grows, the actual amounts of revenues will in-

crease for the foreseeable future.

• Taxation is a consistent form of revenue due to new development and lower rates of tax-

ation in comparison to other municipalities of its size in BC.

• Grant funding fluctuates from year to year depending on grant offerings from the Provin-

cial Government. 2021 was a strong year for grants due to the flooding event. We ex-

pect 2022 to also be strong in grant revenue.

• Sales of services also fluctuates to a certain extent. There has been efforts made to

better match service rates to actual costs of delivery of services. Service revenue has

fallen by 4.8% year over year from 2019 to 2020, largely due to decreased demand dur-

ing the COVID-19 pandemic.

Revenues by Source, 2017-2021

2021 2020 2019 2018 2017

Taxation $ 3,306.3 34.2% $ 3,053.3 39.2% $ 2,851.5 37.5% $ 2,590.3 40.6% $ 2,450.6 42.0%

Grants $ 3,415.8 35.4% $ 2,547.8 32.7% $ 2,256.5 29.7% $ 1,128.3 17.7% $ 1,567.1 26.8%

Sales of Ser-vices or Oth-er Sources $ 2,938.8 30.4% $ 2,189.1 28.1% $ 2,493.4 32.8% $ 2,661.6 41.7% $ 1,819.5 31.2%

Totals $ 7,790.2 100.0% $ 7,790.2 100.0% $ 7,601.5 100.0% $ 6,380.3 100.0% $ 5,837.2 100.0%


Page 42

AGENDA ITEM #6.1


STATISTICS

Assessed Values for Municipal Purposes

Discussion

• The Town’s annual surplus has decreased to under 10% of revenues for the last 3 fiscal

years. This is largely due to the addition of services, an aggressive capital plan, and the

overall low rates of taxation as compared to other municipalities. Increases to the annu-

al surplus of the municipality allow additional provisions for reserves for future years to

cushion any major improvements that the Town will have to make in the future.

Annual Surplus, 2017-2021

2021 2020 2019 2018 2017

Annual Sur-plus $ 514.1 $ 487.1 $ 72.3 $ 272.3 $ 68.5

Page 43

AGENDA ITEM #6.1


STATISTICS

Assessed Values for Municipal Purposes

Discussion

• Property assessments are completed through the BC Assessment Authority. The Town of

Princeton is located in the Thompson-Okanagan region.

• Assessed values have steadily increased in Princeton over the past 5 years. The propor-

tions have steadily increased in favour of residential properties since 2017. This is to be

expected as the value of most of the major industry is included in the value of the mine

property and it depreciates every year as the minerals are extracted.

• Additional gains in the light industrial category due to new construction should offset

some of the value creep in 2020.

• In 2021, Princeton lead residential assessment increases in the BC Interior region.

General Assessments by Class, 2018-2022

2022 2021 2020 2019 2018

Residential $ 512,437.4 74.0% $ 386,676.5 70.0% $ 315,989.0 65.5% $ 297,629.9 64.3% $ 276,280.8 62.5%

Utilties $ 5,411.1 0.8% $ 5,080.9 0.9% $ 4,835.4 1.0% $ 4,626.7 1.0% $ 4,552.1 1.0%

Major Indus-try $ 53,806.7 7.8% $ 54,009.1 9.8% $ 60,788.3 12.6% $ 63,013.6 13.6% $ 66,718.1 15.1%

Light Industry $ 9,639.0 1.4% $ 8,389.0 1.5% $ 4,029.2 0.8% $ 4,221.2 0.9% $ 3,689.6 0.8%

Business $ 106,903.9 15.4% $ 94,168.5 17.1% $ 93,310.3 19.3% $ 89,930.2 19.4% $ 87,690.0 19.8%

Non-Profit and Recrea-tional $ 4,246.7 0.6% $ 3,668.2 0.7% $ 3,550.1 0.7% $ 3,349.2 0.7% $ 3,261.1 0.7%

Farm $ - 0.0% $ - 0.0% $ - 0.0% $ 5.5 0.0% $ 5.5 0.0%

Total $ 692,444,8 100.0% $ 551,992.3 100.0% $ 482,502.4 100.0% $ 462,776.4 100.0% $ 442,197.3 100.0%

Page 44

AGENDA ITEM #6.1


STATISTICS

Property Tax Collections

Discussion

• Property Tax collections rates fell below 90% for the first time this year. There were sev-

eral large commercial enterprises with unpaid property taxes at the end of 2021 that

caused the collection rate to dip below 90%. The finance department does not antici-

pate cash flow challenges due to this rate of non-payment.

Total Municipal Property Tax Collections, 2017-2021

2021 2020 2019 2018 2017

Amount Outstanding as of Decem-ber 31 $ 800.6 $ 411.8 $ 211.3 $ 312.3 $ 179.3

Total Taxes Levied $ 5129.2 $ 4551.9 $ 4,557.5 $ 4,300.0 $ 4,217.0

Percentage Collected 84.4% 91.0% 95.4% 92.7% 95.7%

Page 45

AGENDA ITEM #6.1


STATISTICS

Legal Debt Limit

Discussion

• The 2021 figure will not be available from BC Stats until the Local Government Financial

information is uploaded.

• The Town of Princeton has no long-term debt.

Legal Debt Servicing Limit and Debt Servicing Cost, 2017-2021

2021 2020 2019 2018 2017

Legal Debt Limit N/A $ 988,525 $ 868,366 $ 903,150 $ 851,196

Amount of Long Term Debt In-curred $ - $ - $ - $ - $ -

Page 46

AGENDA ITEM #6.1


STATISTICS

Accumulated Surplus & Acquisition of Tangible Assets

Discussion

• Other non-financial assets include inventory, prepaid expenses and deposits.

• Substantial inventory and capital assets were destroyed during the November 2021

flooding event. Using insurance money and grants from senior levels of government, ad-

ditional levels of capital asset purchases should be expected in 2022.

• The Town continues to add accumulated surplus by adding and updating new capital as-

sets in excess of its amortization charge every year. It is the Town’s intention to continue

to spend on capital assets on water, sewer and road infrastructure so as to maintain in-

frastructure at reasonable levels of wear and tear.

Accumulated Surplus, 2017-2021

2021 2020 2019 2018 2017

Net Financial Assets $ 7,047.0 $ 5,845.3 $ 5,660.3 $ 5,796.8 $ 5,502.5

Tangible Capital Assets $ 21,139.1 $ 21,656.9 $ 21,333.4 $ 21,147.0 $ 20,426.4

Other Non-Financial Assets $ 90.0 $ 259.9 $ 281.3 $ 146.4 $ 138.4

Total $ 28,276.1 $ 27,762.1 $ 27,274.9 $ 27,090.1 $ 26,067.3


Acquisition of Tangible Capital Assets, 2017-2021

2021 2020 2019 2018 2017

Acquisition/Contributed Tangible Capital Assets $ 890.9 $ 1,499.6 $ 1,308.1 $ 1,726.6 $ 430.6

Amortization $ 1,182.9 $ 1,174.8 $ 1,121.1 $ 1,006.1 $ 969.5

Proceeds on $ - $ 1.3 $ 0.5 $ - $ (1.0)

Write Down of Assets $ 225.7 $ - $ - $ - $ -

Addition (Reduction) in Tangible Capital Assets $ (517.8) $ 323.5 $ 186.4 $ 720.6 $ (537.9)


Page 47

AGENDA ITEM #6.1


STATISTICS

New Construction, 2017-2021

Additions or Reductions in Non-Market Change due to Inventory, 2017-2021

2021 2020 2019 2018 2017

Residential $ 5,082.9 $ 5,115.2 $ 1,568.3 $ 5,378.1 $ 593.5

Utility $ - $ - $ 0.2 $ - $ -

Major Indus-try $ 869.4 $ 869.4 $ 1,845.0 $ 1,275.0 $ 1,465.0

Light Indus- $ 263.6 $ 204.6 $ 64.8 $ - $ -

Business $ 1,301.3 $ 1,207.7 $ 27.0 $ 269.5 $ 21.7

Recreation/Non-Profit $ - $ - $ - $ - $ -

Total $ 7,517.2 $ 7,396.9 $ 3,505.3 $ 6,922.6 $ 2,080.2


Page 48

AGENDA ITEM #6.1


STATISTICS

Top 10 Corporate Taxpayers, 2021

1. Weyerhaeuser Co. Ltd. (1)

2. Similco Mines Ltd. / Copper Mountain Mine (BC) Ltd. (2)

3. BC Green Pharmaceuticals Inc. (4)

4. FortisBC Inc. (3)

5. Princeton Standard Pellet Corp. (5)

6. 495234 BC Ltd. (6)

7. Tikenicol Enterprises Ltd. (8)

8. BC Telephone Co. / Telus Communications Inc. (7)

9. Parkland Fuel Corp. (9)

10. First West Credit Union (10)

*2020 Rankings in parenthesis.

Page 49

AGENDA ITEM #6.1


STATISTICS

Permissive Tax Exemptions

* Section 98(2)(b) of the Community Charter requires the annual report to pro-

vide, for each tax exemption provided by Council, the amount of property taxes

that would have been imposed on each property in the previous year if it were

not exempt for that year.

Folio Legal Description Owner Amount

00291.000 Lot A, Plan 21394, District Lot 706, Land District 59, PID 007-523-343 Roman Catholic Bishop of Nelson & St Peters $ 3,333.61

00396.000 Lot 3-4, Block 13, Plan 55, District Lot 706, Yale Div of Yale Land District, PID 012-748-561 Foursquare Gospel Church of Canada $ 3,294.78

00398.050 Lot 5,Block 13,Plan 55,District Lot 706,Yale Div of Yale Land District, Except Plan H831, Licence to occupy TFA Lands for overflow parking purposes, PID 012-746-177 Foursquare Gospel Church of Canada $ 396.04

00398.060 Lot 6,Block 13,Plan 55,District Lot 706,Yale Div of Yale Land District, Except Plan H831, , Licence to occupy TFA Lands for overflow parking purposes, PID 012-748-617 Foursquare Gospel Church of Canada $ 112.04

00398.180 Lot 18,Block 13, Plan 55, District Lot 706,Yale Div of Yale Land District, Except Plan H831 20839 , Licence to occupy TFA Lands for overflow parking purposes, PID 012-751-022 Foursquare Gospel Church of Canada $ 53.25

00444.000 Lot 6, Block 16, Plan 55, District Lot 706, Land District 59, PID 012-754-277 Pentecostal Assemblies of Canada $ 1,763.87

00454.000 Lot 22-24, Block 16, Plan 96, District Lot 706, Land District 59, PID 012-771-902, 012-771- St. Paul's Presbyterian Church. $ 4,365.31

00853.555 Lot 72, Plan 20867, District Lot 361, Land District 59, PID 007-721-633 Jehovah's Witness Hall. $ 5,042.01

00967.000 Plan B3253, District Lot 1297, Land District 54, PID 014-972-760 Baptist Church of Princeton $ 5,608.89

00853.105 Lot 1, Plan 15643, District Lot 361, Yale Div of Yale Land District, Except Plan E14579 40581, PID 008-757-232 Interior Health Authority $ 70,364.36

00853.110 Lot PT 1, Plan E14579, District Lot 361, Yale Division of Yale Land District Princeton Long Term Care Society $ 11,287.27

00253.000 Lot 5, Block 4, Plan 37, District Lot 706, Land District 59, PID 012-778-842 Town of Princeton -Senior Citizens Branch #30 $ 988.02

00259.000 Lot 9, Block 4, Plan 51, District Lot 706, Land District 59, PID 012-770-213 Town of Princeton - Senior Citizens Branch #30 $ 988.02

00262.050 Lot 2, Plan 33115, District Lot 706, Land District 59, PID 003-248-208 Town of Princeton - Senior Citizens Branch #30 $ 8,372.51

00972.050 Lot PT 4, Plan 4960, District Lot 1297, Land District 54, PID 010-392-891 Town of Princeton - Little Folks Nursery School $ 1,481.30

00972.505 Lot B District Lot 1787 Land District 59, $ 3,162.95

00127.000 Lot 1, Plan1302, Block 11, District Lot 1823, Land District 54, PID 011-614-650 Princeton and District Community Services; $ 2,277.65

00358.010 Lot :A, Plan KAP84129, , District Lot : 706, Land District 59, PID 027-107-884 Princeton and District Community Services 88 $ 636.59

00124.001 Plan: 29314, Block: 10, Lot : A, District Lot: 1823, Land District 54, PID 004-362-225 Princeton and District Community Services $ 1,330.11

00973.050 Lot A, Plan KAP72285, District Lot 10S 1822 Similkameen Div of Yale Land District, PID 025-533-665 Princeton and District Chamber of Commerce $ 5,774.14

00346.000 Lots 1 & 2, Plan 55, Block 10, District Lot 706 Yale Div of Yale Land District $ 9,222.59

00541.000 Lot 4, Plan 55, Block 25, District Lot 706 Yale Div of Yale Land District PID 012-762-245 Princeton Hospital Auxiliary Society $ 1,358.53

00428.000 Lot 2, Plan 55 Block 15 District Lot 706 Yale Div. of Yale Land District PID 003-448-860, George Pearkes (Pacific No 56) Branch of Royal $ 6,243.34

00955.001 Lot AA, Plan B6202, District Lot 706, Land District 59, PID 013-716-255 Town of Princeton - Princeton Curling Club and $ 15,092.97

00964.257 Lot 1, Plan 19896, District Lot 932, Land District 25, PID 007-934-254 Town of Princeton -PXA Grounds $ 6,576.11

00972.025 Lot 2-3, Plan 4960, District Lot 1297, Land District 54, PID 010-392-114 and 010- 392-149 Town of Princeton -Princeton & District Multi- $ 16,007.21 Page 50

AGENDA ITEM #6.1


STATISTICS

Permissive Tax Exemptions (cont’d)

Folio Legal Description Owner Amount

00980.090 Lot 1, Plan 13878, District Lot 2137, Land District 25, PID 009-141-421 Town of Princeton - PXA Grounds $ 13,440.92

01100.000 Lot 1, Plan M714, Land District 54, PID 014-297-116 Town of Princeton - Memorial Park Grounds $ 8,474.27

00982.200 Lot 1, Plan 11297, District Lot 1091 3030 Similkameen Div of Yale Land District, Leased Portion - SEE 00982.200 for Parent, PID 009-491-627 Town of Princeton - Princeton Golf Club $ 3,968.12

00982.201 00982.201 $ 29.99

00964.010 Plan DD3050, District Lot 277, Yale Div of Yale Land District, Except Plan H88, Also See FOLIO 717-00689.900 PERMIT NO. 338090 For public recreation Trail purposes, PID 015-

Crown Provincial BC Assets and Land Corpora-tion/Trails Society of British Columbia $ 44.37

00964.290

Plan A141, District Lot 932, Kamloops Div of Yale Land District, Portion SEE PCL 1, ALSO SEE FOLIO 717-00820.010 PERMIT NO. 338090 FOR PUBLIC RECREATION TRAIL PURPOS-ES, PID 012-938-980


00971.150 Plan A144, District Lot 1297, Similkameen Div of Yale Land District, Portion SEE PCL C, PERMIT NO. 338090 FOR PUBLIC RECREATION TRAIL PURPOSES, PID 012-939-366


00979.100 Plan A144, District Lot 1824, Similkameen Div of Yale Land District, Portion SEE PCL A-B, PERMIT NO. 338090 FOR PUBLIC RECREATION TRAIL PURPOSES, PID 012-939-099


00429.000 Lot 4, Block 15, Plan 55, District Lot 706, Land District 59, PID 012-753-050 Town of Princeton - Old Fire hall $ 3,323.34

00448.000 Lot 11-12, Block 16, Plan 55, District Lot 706, Land District 59, PID 012-754-722 and 012-754-731

Town of Princeton - Similkameen Masonic Association $ 2,684.64

Page 51

AGENDA ITEM #6.1


STATISTICS

List of Declarations of Disqualification, 2021

1. The Town of Princeton has no declarations of disqualification made under Section 111 of the Community Charter in 2021.

Page 52

AGENDA ITEM #6.1


2021 AUDITED FINANCIAL STATEMENTS

Consolidated Financial Statements of

TOWN OF PRINCETON

Year ended December 31, 2021

Page 53

AGENDA ITEM #6.1



TOWN OF PRINCETONConsolidated Financial Statements


Financial Statements

Management's Responsibility for the Consolidated Financial Statements

Independent Auditors' Report

Consolidated Statement of Financial Position 1

Consolidated Statement of Operations and Accumulated Surplus 2

Consolidated Statement of Change in Net Financial Assets 3

Consolidated Statement of Cash Flows 4

Notes to Consolidated Financial Statements 5

Page 54

AGENDA ITEM #6.1



MANAGEMENT'S RESPONSIBILITY FOR THE CONSOLIDATED FINANCIAL STATEMENTS

The accompanying consolidated financial statements of Town of Princeton (the "Town") are theresponsibility of management and have been prepared in compliance with legislation, and in accordancewith generally accepted accounting principles for local governments established by the Public SectorAccounting Board of Chartered Professional Accountants of Canada. A summary of the significantaccounting policies are described in Note 1 to the consolidated financial statements. The preparation ofconsolidated financial statements necessarily involves the use of estimates based on management’sjudgment, particularly when transactions affecting the current accounting period cannot be finalized withcertainty until future periods.

The Town’s management maintains a system of internal controls designed to provide reasonableassurance that assets are safeguarded, transactions are properly authorized and recorded in compliancewith legislative and regulatory requirements, and reliable financial information is available on a timely basisfor preparation of the consolidated financial statements. These systems are monitored and evaluated bymanagement.

Mayor and Council meet with management and the external auditors to review the consolidated financialstatements and discuss any significant financial reporting or internal control matters prior to their approvalof the consolidated financial statements.

The consolidated financial statements have been audited by KPMG LLP, independent external auditorsappointed by the Town. The accompanying Auditors’ Report outlines their responsibilities, the scope oftheir examination and their opinion on the Town’s consolidated financial statements.

Chief Administrative Officer Director of Finance

Page 55

AGENDA ITEM #6.1



KPMG LLP560 Victoria StreetKamloops BC V2C 2B2CanadaTel 250-372-5581Fax 250-828-2928

INDEPENDENT AUDITORS' REPORT

To the Mayor and Council of Town of Princeton

Opinion

We have audited the consolidated financial statements of Town of Princeton (the “Town”),which comprise:

the consolidated statement of financial position as at December 31, 2021

the consolidated statement of operations and accumulated surplus for the yearthen ended

the consolidated statement of change in net financial assets for the year thenended

the consolidated statement of cash flows for the year then ended

and notes to the consolidated financial statements, including a summary ofsignificant accounting policies and other explanatory information

(Hereinafter referred to as the “financial statements”).

In our opinion, the accompanying financial statements present fairly, in all materialrespects, the financial position of the Town as at December 31, 2021, and its results ofoperations, its changes in net financial assets and its cash flows for the year then ended inaccordance with Canadian public sector accounting standards.

Basis for Opinion

We conducted our audit in accordance with Canadian generally accepted auditingstandards. Our responsibilities under those standards are further described in the“Auditors’ Responsibilities for the Audit of the Financial Statements” section of ourauditors’ report.

We are independent of the Town in accordance with the ethical requirements that arerelevant to our audit of the financial statements in Canada and we have fulfilled our otherethical responsibilities in accordance with these requirements.

We believe that the audit evidence we have obtained is sufficient and appropriate toprovide a basis for our opinion.

© 2020 KPMG LLP, an Ontario limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliatedwith KPMG International Limited, a private English company limited by guarantee. All rights reserved.

Page 56

AGENDA ITEM #6.1



Responsibilities of Management and Those Charged with Governance for theFinancial Statements

Management is responsible for the preparation and fair presentation of the financialstatements in accordance with Canadian public sector accounting standards, and for suchinternal control as management determines is necessary to enable the preparation offinancial statements that are free from material misstatement, whether due to fraud orerror.

In preparing the financial statements, management is responsible for assessing the Town’sability to continue as a going concern, disclosing as applicable, matters related to goingconcern and using the going concern basis of accounting unless management eitherintends to liquidate the Town or to cease operations, or has no realistic alternative but todo so.

Those charged with governance are responsible for overseeing the Town’s financialreporting process.

Auditors’ Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statementsas a whole are free from material misstatement, whether due to fraud or error, and to issuean auditors’ report that includes our opinion.

Reasonable assurance is a high level of assurance, but is not a guarantee that an auditconducted in accordance with Canadian generally accepted auditing standards will alwaysdetect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually orin the aggregate, they could reasonably be expected to influence the economic decisionsof users taken on the basis of the financial statements.

As part of an audit in accordance with Canadian generally accepted auditing standards, weexercise professional judgment and maintain professional skepticism throughout the audit.We also:

Identify and assess the risks of material misstatement of the financial statements,whether due to fraud or error, design and perform audit procedures responsive tothose risks, and obtain audit evidence that is sufficient and appropriate to providea basis for our opinion.

The risk of not detecting a material misstatement resulting from fraud is higherthan for one resulting from error, as fraud may involve collusion, forgery,intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to designaudit procedures that are appropriate in the circumstances, but not for the purposeof expressing an opinion on the effectiveness of the Town's internal control.

Evaluate the appropriateness of accounting policies used and the reasonablenessof accounting estimates and related disclosures made by management.

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AGENDA ITEM #6.1



Conclude on the appropriateness of management's use of the going concern basisof accounting and, based on the audit evidence obtained, whether a materialuncertainty exists related to events or conditions that may cast significant doubt onthe Town's ability to continue as a going concern. If we conclude that a materialuncertainty exists, we are required to draw attention in our auditors’ report to therelated disclosures in the financial statements or, if such disclosures areinadequate, to modify our opinion. Our conclusions are based on the auditevidence obtained up to the date of our auditors’ report. However, future events orconditions may cause the Town to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financialstatements, including the disclosures, and whether the financial statementsrepresent the underlying transactions and events in a manner that achieves fairpresentation.

Communicate with those charged with governance regarding, among othermatters, the planned scope and timing of the audit and significant audit findings,including any significant deficiencies in internal control that we identify during ouraudit.

Obtain sufficient appropriate audit evidence regarding the financial information ofthe entities or business with the group, the Town, to express an opinion on theconsolidated financial statements. We are responsible for the direction,supervision and performance of the group audit. We remain solely responsible forour audit opinion.

Chartered Professional Accountants

Kamloops, Canada

May 13, 2022

Page 58

AGENDA ITEM #6.1



TOWN OF PRINCETONConsolidated Statement of Financial Position

December 31, 2021, with comparative information for 2020

2021 2020

Financial assets:Cash and cash equivalents (note 2) $ 4,808,123 $ 4,843,744Accounts receivable (note 3) 2,730,109 549,394Inventory for resale 41,279 20,005Land held for resale 1,619,577 1,730,113Long-term investments (note 4) 825,254 147,138Loans receivable (note 5) - 607,672

10,024,342 7,898,066

Financial liabilities:Accounts payable and accrued liabilities 1,455,455 928,977Deferred revenue (note 6) 470,566 265,456Solid waste landfill closure and post-closure (note 7) 1,051,240 858,328

2,977,261 2,052,761

Net financial assets 7,047,081 5,845,305

Non-financial assets:Inventory of supplies 5,581 162,207Prepaid expenses and deposits 84,376 97,703Tangible capital assets (note 8) 21,139,110 21,656,879

21,229,067 21,916,789

Contingent liabilities and commitments (note 11)Related party transactions (note 16)Subsequent events (note 15)

Accumulated surplus (note 9) $ 28,276,148 $ 27,762,094

The accompanying notes are an integral part of these consolidated financial statements.

Page 59

AGENDA ITEM #6.1



TOWN OF PRINCETONConsolidated Statement of Operations and Accumulated Surplus

Year ended December 31, 2021, with comparative information for 2020

Budget 2021 2020(note 13)

Revenue: Taxation revenue (note 10) $ 3,297,000 $ 3,306,333 $ 3,053,276 User fees - sewer and water 1,087,000 1,166,804 1,129,978 Grants - provincial and federal 3,017,000 2,820,259 1,879,085 Sale of services and rentals 428,000 926,565 779,126 Licences and permits 81,000 131,565 88,348 Penalties and interest on taxes 34,000 103,841 40,709 Return on investments 125,000 25,332 51,574 Sundry 320,000 206,937 68,891 Regional district grants 702,000 595,507 668,724 Land sales 200,000 407,750 30,500

Total revenue 9,291,000 9,690,893 7,790,211

Expenses: Economic development 533,000 516,305 476,630 Environmental health services 792,000 811,535 743,136 General government 712,000 1,190,690 1,141,487 Grants to other organizations 45,000 223,680 44,801 Protective services 450,000 2,000,073 328,128 Public health and welfare services 58,000 37,149 71,176 Recreation and cultural services 1,215,000 1,256,264 1,303,762 Sewer utility 332,000 443,569 424,914 Solid waste closure costs (note 7) 25,000 193,182 85,874 Transportation services 1,688,000 2,588,203 2,085,770 Water utility 564,000 639,824 724,313

Total expenses 6,414,000 9,900,474 7,429,991

Surplus before the undernoted 2,877,000 (209,581) 360,220

Other income (expenses): Write-down of tangible capital assets - (225,752) - Proceeds on insurance claims - 156,626 - Other income (note 4) - 792,761 126,928

- 723,635 126,928

Annual surplus 2,877,000 514,054 487,148

Accumulated surplus, beginning of year 27,762,094 27,762,094 27,274,946

Accumulated surplus, end of year $ 30,639,094 $ 28,276,148 $ 27,762,094


Page 60

AGENDA ITEM #6.1



TOWN OF PRINCETONConsolidated Statement of Change in Net Financial Assets


Budget 2021 2020(note 13)

Annual surplus $ 2,877,000 $ 514,054 $ 487,148

Acquisition of tangible capital assets (3,649,000) (890,919) (1,499,632)Amortization of tangible capital assets - 1,182,937 1,174,781(Gain) loss on disposal of tangible capital assets - - (500)Proceeds on sale of tangible capital assets - - 1,884Write-down of tangible capital assets - 225,752 -

(3,649,000) 517,770 (323,467)

Acquisition of prepaid expenses andinventory of supplies - (89,958) (259,910)

Use of prepaid expensesand inventory of supplies - 259,910 281,252

- 169,952 21,342

Change in net financial assets (772,000) 1,201,776 185,023

Net financial assets, beginning of year 5,845,305 5,845,305 5,660,282

Net financial assets, end of year $ 5,073,305 $ 7,047,081 $ 5,845,305


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AGENDA ITEM #6.1



TOWN OF PRINCETONConsolidated Statement of Cash Flows


2021 2020

Cash provided by (used in):

Operating Transactions:Annual surplus $ 514,054 $ 487,148Items not involving cash:

Amortization of tangible capital assets 1,182,937 1,174,781(Gain) loss on sale of tangible capital assets - (500) Write-down of tangible capital assets 225,752 -Income from equity investments (792,761) (126,928)

Change in non-cash operating assets and liabilities:Accounts receivable (2,180,715) (150,960)Inventory held for resale (21,274) 2,544Land held for resale 110,536 24,912Prepaid expenses and deposits 13,327 21,342Accounts payable and accrued liabilities 526,476 363,559Solid waste landfill closure 192,912 85,875Deferred revenue 205,110 188,099Inventory of supplies 156,626 -

132,980 2,069,872

Capital Transactions:Acquisition of tangible capital assets (890,919) (1,499,632)Proceeds on sale of tangible capital assets - 1,884

(890,919) (1,497,748)

Investing Activities:Repayments from Vermilion Forks Community Forest

Corporation 114,646 264,972Repayments on loans receivable 607,672 18,805

722,318 283,777

Increase (decrease) in cash and cash equivalents for the year (35,621) 855,901

Cash and cash equivalents, beginning of year 4,843,744 3,987,843

Cash and cash equivalents, end of year $ 4,808,123 $ 4,843,744


Page 62

AGENDA ITEM #6.1



TOWN OF PRINCETONNotes to Consolidated Financial Statements


Town of Princeton (the "Town") is incorporated and operates under the provisions of the Local GovernmentAct and the Community Charter of British Columbia.

The Town provides municipal services to residents of the incorporated area. These include protectiveservices, transportation services, environmental health services, public health and welfare services,economic development services, recreational and cultural services, and general government services.

1. Significant accounting policies:

The financial statements of the Town are prepared by management in accordance with Canadiangenerally accepted accounting principles for governments as recommended by the Public SectorAccounting Board (“PSAB”) of the Chartered Professional Accountants of Canada. Significantaccounting policies adopted by the Town are as follows:

(a) Basis of consolidation:

(i) Consolidated entities:

The consolidated financial statements reflect the assets, liabilities, revenues and expensesof the reporting entity. The reporting entity is comprised of all organizations, committees andlocal boards accountable for the administration of their financial affairs and resources to theTown and which are owned or controlled by the Town except for the Town’s governmentbusiness enterprises which are accounted for on the modified equity basis of accounting.

The reporting entity is comprised of all the funds of the Town, segregated into general,water, sewer and capital works funds.

Interdepartmental and interfund transactions and balances between these funds have beeneliminated during consolidation.

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AGENDA ITEM #6.1



TOWN OF PRINCETONNotes to Consolidated Financial Statements (continued)


1. Significant accounting policies (continued):

(a) Basis of consolidation (continued):

(ii) Investment in Government Business Enterprises:

The Town's 100% investment in 673244 B.C. Ltd. and 33.3% investment in Vermilion ForksCommunity Forest Corporation are accounted for on a modified equity basis, consistent withCanadian generally accounting principles as recommended by PSAB for investments inGovernment Business Enterprises. Under the modified equity basis, 673244 B.C. Ltd. andVermilion Forks Community Forest Corporation's accounting policies are not adjusted toconform with those of the Town and inter-organizational transactions and balances are noteliminated. The Town recognizes its equity interest in the annual income or loss in itsconsolidated statement of operations with a corresponding increase or decrease in itsinvestment asset account. Any dividends that the Town may receive from these investmentswill be reflected as reductions in the investment asset account.

(iii) Accounting for other government organizations and School Board transactions:

The taxation, other revenues, expenses, assets and liabilities with respect to the operationsof the other government organizations and the schools board are not reflected in theseconsolidated financial statements. Funds collected by the Town on behalf of these otherentities and transmitted to them are summarized in note 10.

(iv) Trust funds:

Trust funds and their related operations administered by the Town are not included in theseconsolidated financial statements.

(b) Basis of accounting:

The Town follows the accrual method of accounting for revenues and expenses. Revenues arenormally recognized in the year in which they are earned and measurable. Expenses arerecognized as they are incurred and measurable as a result of receipt of goods or services and/orthe creation of a legal obligation to pay.

(c) Revenue recognition:

Property taxes, parcel taxes, frontage taxes, special assessments and grants in lieu of taxes arerecognized as revenue in the year in which they are assessable. Water and sewer user rates,connection fees, sale of services, interest and penalties are recognized as revenue in the yearthe related service is provided.

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AGENDA ITEM #6.1






(c) Revenue recognition (continued):

Contributed tangible capital assets are recognized as revenue in the year the contributionoccurs.

Government transfers received or receivable are recognized in the financial statements asrevenue in the period that the event giving rise to the transfer occurs, providing the transfers areauthorized, any eligibility criteria have been met, and reasonable estimates of the amounts canbe made unless the transfer contains stipulations that create a liability in which case the transfersare recognized as revenue in the period that the liability is extinguished.

Land sales are recognized when title transfers and all of the rights and responsibilities ofownership have transferred, the price to the buyer is determinable and collectability is reasonablyassured.

(d) Land held for resale:

Land held for resale is recorded at the lower of cost and net realizable value. Cost includesamounts for improvements to prepare the land for sale or servicing.

(e) Deferred revenue:

Deferred revenue includes grants, contributions and other amounts received from third partiespursuant to legislation, regulation and agreement which may only be used in certain programs, inthe completion of specific work, or for the purchase of tangible capital assets. In addition, certainuser charges and fees are collected for which the related services have yet to be performed.

(f) Investment income:

Investment income is reported as revenue in the period earned. When required by the fundinggovernment or related Act, investment income earned on deferred revenue is added to theinvestment and forms part of the deferred revenue balance.

(g) Loans receivable:

Loans receivable are recorded at cost less any amount for valuation allowance. Valuationallowances are made when collection is in doubt. Interest is accrued on loans receivable to theextent it is deemed collectable.

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AGENDA ITEM #6.1






(h) Cash equivalents:

Cash equivalents include short-term highly liquid investments with a term to maturity of 90 daysor less at acquisition. Cash equivalents also include investments in the Municipal FinanceAuthority of British Columbia ("MFA") Money Market Funds which are recorded at cost plusearnings reinvested in the funds.

(i) Long-term investments:

The investment in 673244 B.C. Ltd. and Vermilion Forks Community Forest Corporation havebeen recorded using the modified equity method. Accordingly, the net assets and net income ofthe corporations have been recorded as investments on the balance sheet of the operating fundand the proportionate share of net income of the corporations has been recorded as equity inearnings on the statement of operations.

(j) Inventory for resale:

Inventory for resale is recorded at the lower of cost and net realizable value. Cost is generallydetermined on a first-in, first-out basis.

(k) Statutory reserves:

The statutory reserves include funded reserves to be used to fund specified expenditures, asauthorized by Council. Statutory reserves are set up by bylaw under the authority of theCommunity Charter. Each year Council evaluates the statutory reserve funds, reallocatingbalances between reserves, from accumulated surplus, and from reserve accounts.

(l) Non-financial assets:

Non-financial assets are not available to discharge existing liabilities and are held for use in theprovision of services. They have useful lives extending beyond the current year and are notintended for sale in the ordinary course of operations.

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AGENDA ITEM #6.1






(l) Non-financial assets (continued):

(i) Tangible capital assets:

Tangible capital assets are recorded at cost which includes amounts that are directlyattributable to acquisition, construction, development or betterment of the asset. The cost,less residual value, of the tangible capital assets, excluding land, are amortized on a straightline basis over their estimated useful lives as follows:

Asset Useful life - years

Land improvements 15 to 25Buildings 15 to 50Roads and sidewalks 10 to 50Machinery and equipment 5 to 50Water infrastructure 10 to 100Sewer infrastructure 10 to 100

Annual amortization is charged in the year of acquisition and in the year of disposal. Assetsunder construction are not amortized until the asset is available for productive use.

(ii) Contributions of tangible capital assets:

Tangible capital assets received as contributions are recorded at their fair value at the dateof receipt and also are recorded as revenue.

(iii) Natural resources:

Natural resources that have not been purchased are not recognized as assets in thefinancial statements.

(iv) Works of art and cultural and historic assets:

Works of art and cultural and historic assets are not recorded as assets in these financialstatements.

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AGENDA ITEM #6.1






(l) Non-financial assets (continued):

(v) Interest capitalization:

The Town does not capitalize interest costs associated with the acquisition or construction ofa tangible capital asset.

(vi) Inventories of supplies:

Inventories of supplies held for consumption are recorded at the lower of cost andreplacement cost.

(m) Use of estimates:

The preparation of financial statements in conformity with Canadian public sector accountingstandards requires management to make estimates and assumptions that affect the reportedamounts of assets and liabilities, and disclosure of contingent assets and liabilities at the date ofthe financial statements, and the reported amounts of revenues and expenses during the period.Significant estimates include assumptions used in estimating the solid waste landfill closure andpost closure liability.

Actual results could differ from these estimates.

(n) Taxes collected on behalf of other agencies:

The Town collects taxes on behalf of the Regional District, The Regional Hospital District, BritishColumbia Assessment Authority, Okanagan Regional Library, Municipal Finance Authority, andSchool and Police taxes on behalf of the Province. The taxation, other revenues, expenditures,assets and liabilities with respect to the operations of the Regional District and School Board arenot reflected in these financial statements.

(o) Trust funds:

Funds held in trust, by the Town and their related operations, are not included in these financialstatements. The Town has cash of $162,525 (2020 - $156,737) which is held in a separate bankaccount but is not reflected in these financial statements as it relates to a trust for the cemetery.

(p) Contaminated sites:

Contaminated sites are defined as the result of contamination being introduced in air, soil, wateror sediment of chemical, organic, or radioactive material or live organism that exceeds anenvironmental standard.

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AGENDA ITEM #6.1






A liability for remediation of contaminated sites is recognized, net of any expected recoveries,when all of the following criteria are met:

(a) an environmental standard exists(b) contamination exceeds the environmental standard(c) the organization is directly responsible or accepts responsibility for the liability(d) future economic benefits will be given up, and(e) a reasonable estimate of the liability can be made.

(q) Future accounting changes:

In March 2018, the Public Sector Accounting Board approved PS 3280 Asset RetirementObligations. This accounting standard is effective for fiscal years starting on or after April 1,2022. PS 3280 provides guidance on how to account for and report a liability for retirement of atangible capital asset.

Management is currently assessing the impact of these new standards.

2. Cash and cash equivalents:

2021 2020

Cash on deposit $ 1,713,379 $ 1,753,722Money Market Funds 3,094,744 3,090,022

$ 4,808,123 $ 4,843,744

Page 69

AGENDA ITEM #6.1





3. Accounts receivable:

2021 2020

Taxes $ 800,647 $ 411,829Grants and other 1,929,462 137,565

$ 2,730,109 $ 549,394

4. Long-term investments:

Long-term investments includes investment in 673244 B.C. Ltd., a wholly-owned subsidiary of theTown and investment in Vermilion Forks Community Forest Corporation, a 33.3% owned investmentof the Town. The Town accounts for these investments using the modified equity method.

The balance sheet, income statement and equity of 673244 B.C. Ltd. is summarized as follows:

2021 2020

Total assets $ 713,098 $ 713,098Total liabilities 841 841

Total equity 712,257 -

Less: Advances to Town of Princeton 713,098 713,098

Adjusted equity (841) (841)

Page 70

AGENDA ITEM #6.1





4. Long-term investments (continued):

The balance sheet, income statement and equity of Vermilion Forks Community Forest Corporationare summarized as follows:

2021 2020

Total assets $ 2,567,519 $ 444,549Total liabilities 89,235 611

Total equity 2,478,284 443,938

Town's 1/3 interest $ 826,095 $ 147,979

Total revenues $ 3,216,205 $ 720,889Total expenses 837,921 340,106

Net income 2,378,284 380,783

Town's 1/3 interest $ 792,761 $ 126,928

5. Loans receivable:

2021 2020

Loan repaid in the year $ - $ 354,839

Loan repaid in the year - 252,833

Total $ - $ 607,672

Interest income of $11,862 (2020 - $18,666) relating to the loans receivable has been included ininvestment income.

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AGENDA ITEM #6.1





6. Deferred revenue:

The deferred revenues, reported on the consolidated statement of financial position, consist of thefollowing:

2021 2020

Taxes $ 27,966 $ 76,964Flood grants 197,062 -Utility billings - 11,736Sales of services - 1,351Unspent capital grants 245,538 175,405

Total deferred revenue $ 470,566 $ 265,456

7. Solid waste landfill closure and post-closure liability:

The Waste Management Act of B.C. and the Ministry of Environment set out the landfill criteria toproperly close and maintain all active and inactive landfill sites. Under the guidelines, there is arequirement for closure and post-closure care of solid landfill sites. This requirement is being providedfor over the estimated remaining life of the Princeton landfill based on scalehouse records and throughtipping fees.

Based upon an estimated remaining useful life of 96 years, Princeton's projected cost of the landfillpost closure is expected to be $1,603,934. Using a discount rate of 3.71% (2020 - 2.66%) to arrive ata present value, the liability at December 31, 2021 is estimated to be $1,051,240 (2020 - $858,328).The liability is recognized as the landfill's capacity is used and represent's management's bestestimate of the discounted cash flows associated with meeting future closure and post closure carerequirements.

As at December 31, 2021 there was $226,282 (2020 - $225,627) in the Landfill Closure Reserve. Asthe liability becomes known and expensed, these reserve funds are drawn upon to meet the currentyear liability obligation.

Changes in the liability could result from new technology, settling of waste or changes in fill rates,changes in regulatory requirements, inflation rates and/or interest rates. Changes to the Design,Operations and Closure Plan and other future events may result in significant changes to theestimated timelines, total expenditures, capacity usage or total capacity and the resulting estimatedlandfill remediation liability. Any change in the liability for cumulative capacity used to date, whichcould be material, would be recognized prospectively as a change in estimate, when applicable.Management periodically performs an assessment of the underlying assumptions related to thereported liability and utilizes the expertise of a qualified firm of engineers external to the Town informing this estimate.

Page 72

AGENDA ITEM #6.1


2021 AUDITED FINANCIAL STATEMENTS TO

WN

OF

PR

INC

ET

ON

Notes to C

onsolidated Financial S

tatements (continued)

Year ended D

ecember 31, 2021

8.T

ang

ible cap

ital assets:

2021

Land and land

improvem

entsB

uildingsE

quipment

Roads and

bridges

Water

infrastructure

Sew

er

infrastructure

Engineered

structures

Total

2021

Co

st:

Balance, beginning of year

$3,830,343

$5,736,796

$4,611,189

$10,887,616

$6,587,180

$3,523,624

$4,563,262

$39,740,010

Additions

58,572211,555

135,019220,281

130,59680,271

54,625890,919

Disposals

-(137,593)

(660,145)-

--

(27,263)(825,001)

Balance,

end of year$

3,888,915$

5,810,758$

4,086,063$

11,107,897$

6,717,776$

3,603,895$

4,590,624$

39,805,928

Accu

mu

lated am

ortizatio

n:

Balance, beginning of yea r

-$

1,874,073$

2,518,083$

7,730,852$

2,830,629$

1,239,749$

1,889,746$

18,083,132

Disposals

-(134,165)

(447,416)-

--

(17,670)(599,251)

Am

ortization-

174,416204,432

407,315107,655

122,671166,448

1,182,937

Balance, end of year

-1,914,324

2,275,0998,138,167

2,938,2841,362,420

2,038,52418,666,818

Net book value, end of year

$3,888,915

$3,896,434

$1,810,964

$2,969,730

$3,779,492

$2,241,475

$2,552,100

$21,139,110

Page 73

AGENDA ITEM #6.1



WN

OF

PR

INC

ET

ON

Notes to C



Year ended D

ecember 31, 2021

8.T

ang

ible cap

ital assets (con

tinu

ed):

2020

Land and land

improvem

entsB

uildingsE

quipment

Roads and

bridges

Water

infrastructure

Sew

er

infrastructure

Engineered

structures

Total

2020

Co

st:

Balance, beginning of year

$3,830,343

$5,469,626

$4,062,619

$10,668,244

$6,528,941

$3,416,107

$4,314,899

$38,290,779

Additions

-267,170

598,970219,372

58,239107,517

248,3641,499,632

Disposals

--

(50,400)-

--

-(50,400)

Balance,

end of year$

3,830,343$

5,736,796$

4,611,189$

10,887,616$

6,587,180$

3,523,624$

4,563,263$

39,740,011

Accu

mu

lated am

ortizatio

n:

Balance, beginning of yea r

$-

$1,713,639

$2,350,802

$7,332,330

$2,724,426

$1,117,077

$1,719,095

$16,957,369

Disposals

--

(49,018)-

--

-(49,018)

Am

ortization-

160,434216,299

398,522106,203

122,672170,651

1,174,781

Balance,

end of year-

1,874,0732,518,083

7,730,8522,830,629

1,239,7491,889,746

18,083,132

Net book value,

end of year$

3,830,343$

3,862,723$

2,093,106$

3,156,764$

3,756,551$

2,283,875$

2,673,517$

21,656,879

Page 74

AGENDA ITEM #6.1





8. Tangible capital assets (continued):

(a) Assets under construction:

Assets under construction having a cost of $235,269 (2020 - $99,808) have not been amortized.Amortization of these assets will commence when the asset is put into service. Where projectshave been completed during the year, accumulated costs are reclassified to the appropriatecategory of asset and included in related additions in the current year.

(b) Contributed tangible capital assets:

Contributed assets of $nil (2020 - $nil) were recognized during the year.

(c) Tangible capital assets disclosed at nominal values:

Where an estimate of fair value could not be made, the tangible capital asset has beenrecognized at a nominal value.

(d) Works of art and historical treasures:

The Town manages and controls various works of art and non-operational historical culturalassets including buildings, artifacts, paintings and sculptures located at Town sites and publicdisplay areas. These assets are not recorded as tangible capital assets and are not amortized.

(e) Write-down of tangible capital assets:

Write-downs on tangible capital assets of $225,752 occurred during the year.

Page 75

AGENDA ITEM #6.1





9. Accumulated surplus:

Accumulated surplus consists of individual fund surplus and reserves and reserve funds asfollows:

2021 2020

Operating fund:Unrestricted surplus $ 493,492 $ 754,816Equity in tangible capital assets 21,139,110 21,656,879Total surplus 21,632,602 22,411,695

Reserves set aside by Council:Capital works and machinery 380,891 448,598Fire department capital - RDOS 34,698 3,684Firehall equipment 53,992 53,836Future amenity 3,871,819 3,344,692Industrial park 133,332 132,946Infrastructure 81,990 60,579Parkland reserve 73,295 73,083Landfill closure 226,282 225,627Land sales 14,316 -PXA Grounds 20,058 20,000Arena 62,705 62,523Road paving 155,020 763Sewer system improvements 570,154 223,863Water system improvements 964,994 700,205Total reserve funds 6,643,546 5,350,399

Total accumulated surplus $ 28,276,148 $ 27,762,094

Page 76

AGENDA ITEM #6.1





10. Taxation and grants in lieu:

General fund taxation revenues comprises the following amounts raised less transfers:

2021 2020

General municipal purposes $ 3,290,122 $ 3,026,263Collections for other Governments:

Library 135,526 119,898School Tax 1,142,089 852,153Regional District 112,324 98,778Regional Hospital District 179,726 172,799Police Tax 204,580 204,334B.C. Assessment Authority 48,515 48,582Municipal Finance Authority 145 137

Grants in lieu of taxes:Provincial Government 10,791 21,141Federal Government 5,420 7,847

5,129,238 4,551,932Transfers to other Governments:

School Tax 1,346,669 1,053,438Regional District 112,324 97,809Regional Hospital District 179,726 171,470B.C. Assessment Authority 48,515 48,398Municipal Finance Authority 145 136Okanagan Regional Library 135,526 127,405

1,822,905 1,498,656

$ 3,306,333 $ 3,053,276

11. Contingent liabilities and commitments:

Under the Local Government Act, all monies borrowed by a Regional District shall be upon itscredit at large and shall, in the event of any default, constitute an indebtedness of the membermunicipalities for which they are jointly and severally liable. Therefore, the Town is responsiblefor its share of any operating deficits or capital debt related to functions in which it participates.From time to time the Town is named as a defendant in various lawsuits. The Town has recordedan accrual for those that are likely to be successful or have been settled subsequent to year end.It is not expected that the outcome of any other claims will have a material effect on the financialposition of the Town. The majority of claims are covered by insurance. Any obligations related tothese claims will be recorded in the period which it becomes likely and determinable.

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AGENDA ITEM #6.1





11. Contingent liabilities and commitments (continued):

In 2015, the Town signed an agreement with RDOS to operate and maintain Princeton ExhibitionAssociation Grounds, Outdoor Swimming Pool, Arena and Community Centre for a three year periodelapsing in December 2017. The Town will also be responsible for administering and offeringrecreation programs to the citizens of the Town and Regional District. During this term, RDOS willcontribute 43% of the total operating and capital budget for the Facilities.

The agreement with RDOS has been extended for 5 years to December 31, 2022.

12. Pension liability:

The Town and its employees contribute to the Municipal Pension Plan ("the Plan") (a jointly trusteedpension plan). The board of trustees, representing plan members and employers, is responsible foradministering the Plan, including investment of the assets and administration of benefits. The Plan is amulti-employer defined benefit pension plan. Basic pension benefits are based on a formula. As atDecember 31, 2021, the Plan has about 220,000 active members and approximately 112,000 retiredmembers. Active members include approximately 42,000 contributors from local governments.

Every three years, an actuarial valuation is performed to assess the financial position of the Plan andadequacy of plan funding. The actuary determines an appropriate combined employer and membercontribution rate to fund the Plan. The actuary's calculated contribution rate is based on the entry-agenormal cost method, which produces the long-term rate of member and employer contributionssufficient to provide benefits for average future entrants to the Plan. This rate may be adjusted for theamortization of any actuarial funding surplus and will be adjusted for the amortization of any actuarialfunding surplus and will be adjusted for the amortization of any unfunded actuarial liability.

The most recent actuarial valuation for the Municipal Pension Plan as at December 31, 2018,indicated a $2,866 million funding surplus for basic pension benefits on a going concern basis.

The Town paid $189,687 (2020 - $171,281) for employer contributions to the Plan in fiscal 2021.

The next valuation will be as at December 31, 2021 with results available in 2022.

Employers participating in the Plan record their pension expense as the amount of employercontributions made during the fiscal year (defined contribution pension plan accounting). This isbecause the Plan records accrued liabilities and accrued assets for the Plan in aggregate, resulting inno consistent and reliable basis for allocating the obligation, assets and cost to the individualemployers participating in the Plan.

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AGENDA ITEM #6.1





13. Budget:

The Financial Plan (Budget) bylaw adopted by Council on March 1, 2021 was not prepared on a basisconsistent with that used to report actual results (Public Sector Accounting Standards). The budgetfigures anticipated using surpluses and reserves accumulated in previous years to reduce currentyear expenditures in excess of current year revenues to $nil. In addition, the budget expensed alltangible capital expenditures rather than including amortization expense. As a result, the budgetfigures presented in the statements of operations and change in net financial assets represent theFinancial Plan adopted by Council on March 1, 2021 with adjustments as follows:

2021

Annual surplus - Statement of Operations $ 2,877,000

Adjust for budgeted cash items not included in Statement ofOperations:

Acquisition of tangible capital assets (3,649,000)Proceeds from borrowing -Transfer from reserves 772,000Total adjustments (2,877,000)

Financial plan balance $ -

14. Segmented information:

Segmented information has been identified based upon lines of service provided by the Town. Townservices are provided by departments and their activities are reported by functional area in the body ofthe financial statements. Certain lines of service that have been separately disclosed in thesegmented information, along with the services they provide, are as follows:

(a) General government:

The General Government operations provide the functions of Building Services and Maintenance,Corporate Administration, Finance, Human Resources, Legislative Services and any otherfunctions categorized as non-departmental.

(b) Protective services:

Protective Services is comprised of fire protection, emergency services, building inspectionservices, animal control and bylaw enforcement services.

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AGENDA ITEM #6.1





14. Segmented information (continued):

(c) Transportation services:

Transportation Services is responsible for roads, snow removal, airport operations & fleetservices within the Town boundaries.

(d) Environmental health:

The Environmental Health Department consists of landfill maintenance, garbage collection andprocessing, water and sewage treatment.

(e) Recreational and cultural services:

Recreational and cultural services is responsible for parks, arena and playgrounds, the municipalcampsite, the outdoor swimming pool, recreation programming, and cultural buildings andprograms.

(f) Public health and welfare:

The Public Health and Welfare department is responsible for cemetery operations.

(g) Economic development:

The Economic Development department is responsible for community marketing, communitydevelopment and civic celebration.

For each reported segment, revenues and expenses represent both amounts that are directlyattributable to the segment and amounts that are allocated on a reasonable basis. Therefore, certainallocation methodologies are employed in the presentation of segmented financial information. Theaccounting policies used in these statements are consistent with those followed in the preparation ofthe financial statements.

Page 80

AGENDA ITEM #6.1



WN

OF

PR

INC

ET

ON

Notes to C



Year ended D

ecember 31, 2021

14.S

egm

ented

info

rmatio

n (co

ntin

ued

):

2021

Protective

Services

Transportation

Services

Environm

ental

Health

Public H

ealth

and Welfare

Econom

ic

Developm

ent

Recreation

and Cultural

Services

General

Governm

ent

Services

Total

Reven

ue:

Taxation

$649,799

$843,907

$629,329

$12,338

$171,471

$445,826

$553,663

$3,306,333

Grants

1,758,716526,430

194,4211,166

33,861286,950

614,2223,415,766

Sales of services and other

5,568191,152

1,166,87616,202

330,604372,589

885,8032,968,794

Total revenue

2,414,0831,561,489

1,990,62629,706

535,9361,105,365

2,053,6889,690,893

Exp

enses:

Operating

1,753,2421,039,725

1,605,60810,344

356,309724,801

650,8286,140,857

Grants to individuals and organizations

111,000-

--

5,00086,130

21,550223,680

Salaries, w

ages and benefits163,151

844,748252,176

26,805129,878

487,110449,132

2,353,000

Am

ortization83,680

703,730230,326

-30,118

44,35390,730

1,182,937

Total expenses

2,111,0732,588,203

2,088,11037,149

521,3051,342,394

1,212,2409,900,474

Annual surplus (deficiency)

$303,010

$(1,026,714)

$(97,484)

$(7,443)

$14,631

$(237,029)

$841,448

$(209,581)

Page 81

AGENDA ITEM #6.1



WN

OF

PR

INC

ET

ON

Notes to C



Year ended D

ecember 31, 2021

14.S

egm

ented

info

rmatio

n (co

ntin

ued

):

2020P

rotective

Services

Transportation

Services

Environm

ental

Health

Public H

ealth

and Welfare

Econom

ic

Developm

ent

Recreation

and Cultural

Services

General

Governm

ent

Services

Total

Reven

ue:

Taxation

$134,841

$857,125

$812,936

$29,249

$195,866

$541,931

$481,328

$3,053,276

Grants

176,911215,524

263,6881,143

118,750301,042

1,470,7502,547,808

Sales of services and other

1,20016,296

1,424,886294,811

40,637262,035

149,2622,189,127

Total revenue

312,9521,088,945

2,501,510325,203

355,2531,105,008

2,101,3407,790,211

Exp

enses:

Operating

128,587862,447

1,434,75415,526

339,984648,560

191,1713,621,029

Grants to individuals and organizations

--

--

-15,000

29,80144,801

Salaries, w

ages and benefits118,898

648,749314,613

55,650118,597

476,588856,285

2,589,380

Am

ortization80,643

574,574228,870

-18,049

178,61494,031

1,174,781

Total expenses

328,1282,085,770

1,978,23771,176

476,6301,318,762

1,171,2887,429,991

Annual surplus (deficiency)

$(15,176)

$(996,825)

$523,273

$254,027

$(121,377)

$(213,754)

$930,052

$360,220

20

Page 82

AGENDA ITEM #6.1





15. Subsequent events:

a) Per review of Bylaw 999, 2021 KPMG noted the council approved the municipality to borrowamounts not exceeding the sum of $3,319,876. Per review of the loan application themunicipality has requested a total of $2,180,890.

b) In November of 2021, the Town experienced a flood event that caused significant damage tothe Town’s infrastructure and resulted in an emergency response. As a result of the flood, costsincurred are capitalized to tangible capital assets or expensed as repairs and maintenance inaccordance with the Town’s capitalization policy. Eligible costs are expected to be funded byinsurance proceeds with the remaining costs incurred in 2021 eligible for reimbursement throughthe provincial government’s Emergency Management BC program. During fiscal 2021, The Townincurred flood related expenses of $1,612,639 related to emergency operations. Other incomeincludes an amount $156,626 relating to insurance proceeds received during the year to coverthe repair and replacement cost of damages caused by flood. Grant revenue includes$1,612,639 in revenue from the Province of BC related to flood expense recoveries. Accountsreceivable contains $156,626 in insurance proceeds receivable and $1,612,639 related to grantrevenue.

Further repairs and replacements are expected to occur into the foreseeable future. Subsequentto year end, the Province of BC has pledged $11.9 million in provincial funding to the Town tohelp assist with the repair from the damage caused by the floods on November.

16. Related party transactions:

During the year the Town received $23,974 (2020 - $17,191) for administrative services providedto Vermilion Forks Community Forest Corporation, a 33% owned subsidiary. Included in accountsreceivable at year end is $nil (2020 - $nil) receivable from Vermilion Forks Community ForestCorporation.

17. Comparative figures:

Certain 2020 comparative figures have been reclassified to conform with the financial statementpresentation adopted for the current year.

Page 83

AGENDA ITEM #6.1


ANNUAL REPORT 2021

Page 84

AGENDA ITEM #6.1


TOWN OF PRINCETON

REPORT TO: Lyle Thomas, CAO FOR:

PRESENTED: Monday, June 29, 2022 FILE:

FROM: Ed Atkinson – Manager of Protective Services

SUBJECT: To support a grant application to the UBCM 2023 FireSmartTM

Community Funding & Supports Program

Recommendation:

THAT Council approves a resolution to supporting staff to apply for, receive and manage a fully-funded grant from the UBCM 2022 Community Resiliency Investment Program.

1. Purpose:

To seek Council’s direction in applying for, receiving, and managing the fully

funded UBCM 2023 FireSmartTM Community Funding & Supports Program Grant.

If awarded the grant application will be directed by the Town of Princeton,

Manager of Protective Services.

2. Time Critical: The application due date is December 31, 2022.

3. Background: The FireSmartTM Community Funding & Supports program provides funding to local governments and First Nations in BC to increase community Wildfire resiliency by undertaking community-based FireSmart planning and activities that reduce the community’s risk from wildfire. Council approved and received UBCM CRI grants:

• 2020 received a $ 53,000.00 CRI grant for Wildfire Planning and Education.

• 2021 received a $150,000.00 CRI grant for Wildfire Planning and Education

• 2022 received a $150,000.00 CRI grant for education activities and citizen engagement to reduce the overall community risk from wildfire.

Eligible applicants with a higher risk of wildfire, generally demonstrated by WUI Risk Class 1, 2 and 3, can apply for 100% of the cost of eligible activities to a maximum of $200,000 per application.

AGENDA ITEM #6.2

To support a grant application to the UBCM 2023 FireSmartTM Community Fu... Page 91 of 160

UBCM 2023 FireSmartTM Community Funding & Supports Program

Page 2

Funding permitting, eligible applications may be submitted between October 1, 2022, and December 31, 2023, for 100% of the cost of eligible activities to a maximum of $200,000 per application; the grant duration is 2 years. The UMBC-CRI Grant will accept the Council's approval as described in this resolution. Financial: No Financial commitment – This grant is 100% fully-funded.

Recommendation: THAT Council approves a resolution to supporting staff to apply for, receive and manage a fully-funded grant from the UBCM 2023 Community Resiliency Investment Program. Alternative Recommendation:

Any other recommendation that Council deems appropriate

Ed Atkinson

Manager of Protective Services

AGENDA ITEM #6.2


Community Resiliency Investment Program

2023 FireSmartTM Community Funding & Supports

Program & Application Guide

1. Introduction

The Community Resiliency Investment (CRI) program was announced by the provincial government in 2018 and is intended to reduce the risk of wildfires and mitigate their impacts on BC communities. As of January 2022, CRI includes three streams:

• Stream 1: FireSmart Community Funding & Supports, administered by the Union of BC Municipalities (UBCM).

• Stream 2: Crown Land Wildfire Risk Reduction, administered by the Ministry of Forests.

Please refer to Appendix 1 for definitions of terms used in this guide.

FireSmart Community Funding & Supports

The FireSmart Community Funding & Supports program provides funding to local governments and First

Nations in BC to increase community resiliency by undertaking community-based FireSmartTM 1 planning and activities that reduce the community’s risk from wildfire. To date, 219 eligible applicants have received funding, including 100 First Nations and 119 local governments.

The First Nations’ Emergency Services Society (FNESS), the Forest Enhancement Society of BC (FESBC) and the Union of BC Municipalities (UBCM) are working with the Ministry of Forests (Ministry) to deliver the FireSmart Community Funding & Supports program.

New in 2023 - The program is structured to fund FireSmart activities in eligible communities throughout BC. Base funding is scaled to offer eligible applicants with lower risk of wildfire, generally demonstrated by Wildland Urban Interface (WUI) Risk Class 4 and 5, to apply for up to $100,000 per application, and applicants with a higher risk of wildfire, generally demonstrated by WUI Risk Class 1 to 3, to apply for up to $200,000 per application. Information on determining risk is provided in Appendix 2.

Fuel management located exclusively on Provincial Crown land, outside of municipal boundaries, regional district parks or First Nations land, must be coordinated through the Crown Land Wildfire Risk Reduction

Integrated Fuel Management Planning processes led by the Ministry of Forests or BC Parks.

FireSmart in BC

FireSmart BC provides the tools and education necessary to enable citizens, communities, local governments and First Nations to increase their wildfire resiliency. Following the seven disciplines, the BC FireSmart Committee aims to build wildfire resiliency and reduce the negative impacts of fire for everyone in the province through FireSmart. FireSmart BC and the Community Resiliency Investment program both follow the seven disciplines of FireSmart as a holistic approach to reducing wildfire risk to communities.

1 FireSmart, Intelli-feu and other associated Marks are trademarks of the Canadian Interagency Forest Fire Centre.

AGENDA ITEM #6.2


https://www2.gov.bc.ca/gov/content/safety/wildfire-status/prevention/funding-for-wildfire-prevention/crip

2023 CRI FireSmart Community Funding & Supports - Program & Application Guide 2

The FireSmart BC Information Sheet has been developed to provide applicants with an overview of available resources, training and materials that are eligible for funding.

For more information on resources available for eligible applicants, please refer to Section 10.

2. Eligible Applicants

All local governments (municipalities and regional districts) and First Nations (bands, Treaty First Nations, and Indigenous National Governments with authority for lands and resources) in BC are eligible to apply.

Eligible applicants can submit one application per intake, including regional applications or participation as a partnering applicant in a regional application.

3. Grant Maximum

New in 2023 - Base Funding

Eligible applicants with a lower risk of wildfire, generally demonstrated by WUI Risk Class 4 and 5, can apply for 100% of the cost of eligible activities to a maximum of $100,000 per application.

Eligible applicants with a higher risk of wildfire, generally demonstrated by WUI Risk Class 1, 2 and 3, can apply for 100% of the cost of eligible activities to a maximum of $200,000 per application. Information on determining risk is provided in Appendix 2.

Additional Funding

There are two opportunities to apply for additional funding:

1. Applications from regional districts may exceed the base funding maximum in order to fund FireSmart activities only in one or more electoral areas. Refer to Section 4 for more information.

2. Applications that include fuel management on Provincial Crown land within municipal boundaries, regional district parks or First Nations land and that include contiguous, logical treatment units that extend onto the Crown land base may exceed the base funding maximum for fuel management activities on Provincial Crown Land only provided that:

a. Fuel management activities are adjacent to community structures, and

b. Fuel management activities extend no further than one-kilometre from the structure density class greater than 6

In order to ensure transparency and accountability in the expenditure of public funds, all other financial contributions for eligible portions of the project must be declared and, depending on the total value, may decrease the value of the grant. This includes any other grant funding and any revenue (e.g. sale of forest products) that is generated from activities that are funded by the FireSmart Community Funding & Supports program.

4. Eligible Projects

To be eligible for funding, applications must demonstrate that proposed activities will increase community resiliency by undertaking community-based FireSmart planning and activities that reduce the community’s risk from wildfire.

Applicants must choose to apply as a single applicant (i.e. an individual local government or First Nation as identified in Section 2), as part of a Regional Projects for Multiple Eligible Applicants, or as a Regional Projects for Regional District Applications Including Multiple Electoral Areas. In all cases, it is expected that regional projects will demonstrate cost-efficiencies in the total grant request.

AGENDA ITEM #6.2


https://www.ubcm.ca/sites/default/files/2022-05/FireSmartBC_Information_Sheet_version5.0.pdf


Regional Projects for Multiple Eligible Applicants

Funding requests from two or more eligible applicants for regional projects may be submitted as a single application for eligible, collaborative projects. In this case, the maximum base funding would be calculated by the number of eligible applicants included in the application and the associated risk class of each. Applications for regional projects for multiple eligible applicants must include FireSmart (Worksheet 1) and can include fuel management (Worksheet 2) and CWRPs/CWPP updates (Worksheet 3).

The primary applicant submitting the application for a regional project is required to submit a resolution as outlined in Section 7 of this guide. Each partnering community is required to submit a resolution that clearly states their approval for the primary applicant to apply for, receive and manage the grant funding on their behalf.

Regional Projects for Regional District Applications Including Multiple Electoral Areas

Regional Districts may submit a single application for eligible projects that include multiple electoral areas. In this case, the maximum base funding would be the full eligible base grant amount for the regional district (i.e. $100,000 or $200,000 depending on risk of wildfire) plus up to $50,000 for FireSmart activities for each electoral area that is included in the application. In this case, the regional district would be required to submit a complete application package as well as a separate Worksheet 1 for each electoral area. Please note that multiple electoral areas can be included in a single Worksheet 1 only if the proposed activities are identical for each electoral area.

5. Requirements for Funding

Eligibility Review/Engagement with BCWS and/or FNESS

To qualify for funding, applicants must demonstrate their level of engagement with a BCWS Wildfire Prevention Officer/Prevention Specialist, FNESS Mitigation Specialist/Liaison, and, if applicable, the Ministry district, region, or relevant Land Manager, to ensure project alignment with Land Manager priorities when activities are occurring on Provincial Crown land (including during Community Wildfire Resiliency Plan development). For more information on the planning process and identified projects please see the Crown Land Wildfire Risk Reduction webpage.

It is also recommended that applicants contact their local fire department to discuss proposed activities.

Applications with FireSmart activities only (i.e. only Worksheet 1) - Applicants are required to document engagement in the application. Planning and discussion must occur at a minimum of 30 days prior to submission of an application to allow for meaningful dialogue regarding the proposed FireSmart activities and opportunities for integration of planning on provincial Crown lands.

New in 2023 - Applications with fuel management - Applicants are required to review Worksheet 2 with the BCWS Wildfire Prevention Officer/Prevention Specialist and/or FNESS Mitigation Specialist/Liaison and Section 6 of the worksheet must be completed by the BCWS Wildfire Prevention Officer/Prevention Specialist before the application is submitted.

New in 2023 - Applications with CWRP development or CWPP Update - Applicants are required to review Worksheet 3 with the BCWS Wildfire Prevention Officer/Prevention Specialist and/or FNESS Mitigation Specialist/Liaison and Section 5 of the worksheet must be completed by the BCWS Wildfire Prevention Officer/Prevention Specialist and/or FNESS Mitigation Specialist/Liaison before the application is submitted.

Please note that during active fire seasons or other deployments, BCWS and FNESS capacity will be limited.

AGENDA ITEM #6.2


https://www2.gov.bc.ca/gov/content/safety/wildfire-status/prevention/funding-for-wildfire-prevention/crip/wrr

https://www2.gov.bc.ca/gov/content/safety/wildfire-status/prevention/funding-for-wildfire-prevention/crip/wrr


Reporting for Prior Projects

To qualify for funding:

• All activities funded under the 2019 FireSmart Community Funding & Supports program must be complete and the final report must be submitted in full

• All activities funded under the 2020 FireSmart Community Funding & Supports program must be complete and the final report must be submitted in full (unless a project extension has been approved)

• All activities funded under the 2021 FireSmart Economic Recovery Fund must be complete and the final report must be submitted in full (unless a project extension has been approved)

It is recommended that all activities funded under the 2021 FireSmart Community Funding & Supports program be completed and the final report submitted in full (unless a project extension has been approved).

Additional Funding Requirements

To qualify for funding, all eligible activities must:

• Be located within the applicant’s administrative boundary (see exception for fuel management activities below)

• Include new activities or represent a new phase of an existing project (retroactive funding is not available unless specifically identified in this guide)

• New in 2023 - Be capable of completion by the applicant within two years of the date of grant approval. Applicants will be eligible to apply for future funding after two years from the date of the approval agreement or after the complete final report is submitted.

• Be supported by a current plan, acceptable to the BCWS Wildfire Prevention Officer/Prevention Specialist or the FNESS Mitigation Specialist/Liaison, that includes assessment and identification of FireSmart and fuel management priorities (limited to Community Wildfire Resiliency Plan or Community Wildfire Protection Plan). Note: Starting in 2024, applicants will be required to have a current and acceptable plan. Applicants that do not have a current and acceptable plan are strongly encouraged to develop a plan as part of the 2023 intake.

• Where applicable, be completed by a qualified professional that is accredited by their professional association

• Ensure compliance with applicable legislation and regulations: Federal (e.g. Fisheries Act, Species at Risk Act); Provincial (i.e. Forest and Range Practices Act, Open Burning Smoke Control Regulation, and Wildfire Act); and local authority (e.g. burning bylaws or other bylaws or plans)

• Where applicable, be eligible for required approvals from the Land Manager (e.g. Indigenous Services Canada, BC Parks Area Manager, Natural Resource District Manager) for authorizations and/or permits

Funding Requirements for Fuel Management

To qualify for funding, fuel management activities must:

• Be located within municipal boundaries, regional district parks or First Nations land and, if applicable, approved to extend onto the Crown Land base

• For activities that fall under the practice of forestry, be developed and, where applicable, signed by a forest professional that is accredited by the Association of BC Forest Professionals and operating within their scope of practice

• Where applicable, for any professional assessments required to obtain authorizations for treatments, be developed and signed by a qualified professional as per the Professional Governance Act

AGENDA ITEM #6.2


http://member.abcfp.ca/web/Files/policies/Fire_Fuel_Management-Interim_Guidelines.pdf

https://professionalgovernancebc.ca/about/professional-governance-act/


“The Professional Governance Act (PGA) provides a consistent governance framework for self-regulating professions that incorporates best practices of professional governance. The PGA currently governs the five regulatory bodies overseeing agrologists, applied biologists, applied science technologists and technicians, engineers and geoscientists, and forest professionals.”

Please refer to Appendix 7 for complete funding requirements for fuel management activities.

6. Eligible & Ineligible Costs & Activities

Eligible costs are direct costs that are approved for funding, properly and reasonably incurred, and paid by the applicant to carry out eligible activities. Eligible costs can only be incurred from the date of application submission until the final report is submitted.

Table 1 identifies the activities that are eligible for funding and provides cost maximums for those activities. Applicants are required to propose costs within the cost maximums that reflect local, reasonable estimates. However, with mitigating circumstances (e.g. remote community), applicants can propose costs higher than the maximums if a rationale is provided and accepted. In all cases, eligible activities must be cost-effective.

Looking Ahead: Requirements for 2024 Funding

Starting in 2024, it will be required for all applicants to have the following FireSmart components developed/active in their community:

• FireSmart Position

• Community FireSmart & Resiliency Committee

• Current Community Wildfire Resiliency Plan or Community Wildfire Protection Plan that is acceptable to the BCWS Wildfire Prevention Officer/Prevention Specialist or the FNESS Mitigation Specialist/Liaison, and that includes assessment and identification of FireSmart and fuel management priorities

Applicants that do not currently have a position, plan and committee are strongly encouraged to apply for these activities in the 2023 intake (in order to be eligible for future funding).

AGENDA ITEM #6.2



Table 1: Activities Eligible for Funding

1. New in 2023 - FIRESMART POSITIONS

In order to increase local capacity applicants are encouraged to create a FireSmart position to oversee eligible activities applied for in Worksheet 1, 2 and/or 3 and to establish a sustainable FireSmart program. FireSmart positions work with the local Community FireSmart Resiliency Committee and the provincial FireSmart program to guide wildfire resiliency work in their community.

Eligible Activities Cost Maximums & Guidance

A. Hire incremental FireSmart positions (e.g. creating a new position or adding new responsibilities to an existing position), limited to the following positions and based on the recommended job descriptions:

• FireSmart Coordinator

• Local FireSmart Representative

• Wildfire Mitigation Specialist

• Wildfire Forest Professional

• FireSmart Crew Member

Required certification in WS1 and cost calculations in WS1, WS2 and/or WS3

Starting in 2024, applicants will be required to have a FireSmart position in their community. Applicants that do not have a FireSmart position are strongly encouraged to apply for this activity in the 2023 intake.

2. EDUCATION

Public education and outreach play a critical role in helping communities prepare for wildfire by promoting a sense of empowerment and shared responsibility. This is done through encouraging participation in wildfire risk reduction, including the reduction of local human-caused fires, and resiliency activities.

All applications are required to include an education component in this section. This may include general FireSmart education, or be related to a proposed activity in categories 2 through 9 below.

For costs associated with the purchase of FireSmart resources please visit Resources on FireSmartBC.ca.


A. Update signage, social media, applicant websites and/or newsletters, and community education materials or displays related to a proposed activity in categories 2 through 9 below

Please note: Ember mascots will be available on a limited basis and regional allocation will be considered before approval.

Banners: up to $1,600 (total order)

Posters: $215 (total order)

Videos specific to community wildfire resiliency: up to $10,700 each

Tents, including walls: up to $2,140 each

Vehicle decals: up to $750 (total order)

T-shirts: up to $1,070 (total order)

Ember mascot: up to $6,000

B. Organize and host public information meetings related to a proposed activity in categories 3 through 10 below

Up to $5,350 per event with required cost breakdown in WS1

C. Promote and distribute FireSmart educational materials and resources, such as FireSmart 101, Wildfire Risk Reduction Basics, FireSmart Begins at Home app, social media and/or FireSmart BC materials

FireSmart Magnetic Board for use in schools and public events: up to $1,710 each

D. Support the organization of Wildfire Community Preparedness Day


AGENDA ITEM #6.2


https://firesmartbc.ca/resource-types/cri/

https://firesmartbc.ca/

https://www.firesmartcanada.ca/programs-and-education/firesmart-101/

https://firesmartcanada.ca/programs/wildfire-community-preparedness-day/?doing_wp_cron=1655760929.1781289577484130859375

https://firesmartcanada.ca/programs/wildfire-community-preparedness-day/?doing_wp_cron=1655760929.1781289577484130859375


E. Support the organization of a Farm and Ranch Wildfire Preparedness workshop, Neighbourhood Champion workshop, community FireSmart day, FireSmart events and workshops, and/or wildfire season open houses


F. Support the FireSmart BC Library Program at local/regional libraries. This program includes Wildfire Resiliency Literacy Kits, Ember Activity Packages, Colouring Contest materials, and access to Storytime Videos with Ember.

Up to $550 per library

G. Support neighbourhoods to apply for FireSmart Canada Neighbourhood Recognition Program

Required cost breakdown in WS1

H. Targeted education to support implementation of fuel management activities, including cultural and prescribed fire.

Refer to cost maximums above. Required cost breakdown in WS1

3. COMMUNITY PLANNING

Community planning is a very effective tool for reducing wildfire risk for lands and buildings within the administrative boundaries of a local government or First Nation communities.

Please note that Home Ignition Zone Assessments for individual residential properties or homes, neighbourhood hazard assessments and FireSmart Neighbourhood Plans should be included in Category 8.

Refer to the Wildfire-Resilience Best Practice Checklist for Home Construction, Renovation and Landscaping or FireSmart BC Landscaping Guide

Eligible Activities Cost Maximums

A. Develop a Community Wildfire Resiliency Plan (CWRP) in accordance with the 2022 template and guidance document.

CWRPs that include multiple communities are acceptable. In these cases, funding in excess of the cost maximum may be considered with rationale.

Structural data updates may be collected and/or assembled as part of a CWRP, although it is not required.

Up to $32,000 (depending on AOI and eligible WUI) and with required cost breakdown and eligibility review in WS3

Starting in 2024, applicants will be required to have a current and acceptable CWRP/CWPP for their community. Applicants that do not have a current, acceptable plan are strongly encouraged to apply for this activity in the 2023 intake.

B. Amend existing plans that are less than 5 years old to include:

• FireSmart Road Map (CWRP only)

• Recently acquired land or areas of new development, etc.

• Ground-truthing for new treatment units

• Significant changes to forest stand composition and/or forest health changes or impacts

• Integrating other plans or information into existing CWPP/CWRP

Up to $16,000 (depending on AOI and eligible WUI) and with required cost breakdown and eligibility review in WS3

AGENDA ITEM #6.2


https://firesmartbc.ca/resource/firesmart-bc-library-program/

https://www.firesmartcanada.ca/programs-and-education/neighbourhood-recognition-program/

https://www.firesmartcanada.ca/programs-and-education/neighbourhood-recognition-program/

https://firesmartbc.ca/wp-content/uploads/2022/01/Wildfire-Resilience-Home-Construction-Renovation-and-Landscaping-Checklist.pdf

https://firesmartbc.ca/landscaping-hub/

https://www.ubcm.ca/cri/firesmart-community-funding-supports



C. Develop FireSmart policies and practices for the design and maintenance of First Nations land and publicly owned land, such as parks and open spaces

Required estimated incremental staff hours and wages and/or contract cost estimate in WS1

D. Develop FireSmart policies and practices for the design and maintenance of First Nations owned buildings and publicly owned buildings

Required estimated incremental staff hours and wages and/or contract cost estimate in WS1

E. Complete FireSmart Home Ignition Zone Assessment Score Card, FireSmart Critical Infrastructure Assessment or FireSmart Home Partners Program Assessment for First Nation and/or publicly owned buildings.

Up to $850 per structure (generally 4 to 8 hours) with required identification of buildings, ownership and cost breakdown in WS1.

4. DEVELOPMENT CONSIDERATIONS

Community land use and development in wildfire-prone areas affects the susceptibility of the community at different scales and in terms of where and how a community is, or will be, developed.

Refer to the Wildfire-Resilience Best Practice Checklist for Home Construction, Renovation and Landscaping or FireSmart BC Landscaping Guide


A. Amend Official Community Plans, Comprehensive Community Plans and/or land use, engineering and public works bylaws to incorporate FireSmart principles

Up to $10,700 with required estimated incremental staff hours and wages and/or contract cost estimate in WS1

B. Revise landscaping requirements in zoning and development permit documents to require fire resistant landscaping or include other FireSmart considerations


C. Establish Development Permit Areas for Wildfire Hazard in order to establish requirements for the exterior design and finish of buildings


D. Include wildfire prevention and suppression considerations in the design of subdivisions (e.g. road widths, turning radius for emergency vehicles, and access and egress points)


E. Amend referral processes for new developments to ensure multiple departments, including the fire department and/or emergency management personnel, are included


AGENDA ITEM #6.2


https://firesmartbc.ca/resource/firesmart-home-assessment-score-card/


https://firesmartbc.ca/wp-content/uploads/2020/09/FireSmart_FireSmartCriticalInfrastructureAssessment_Fillable_V1.pdf


https://firesmartbc.ca/homepartners/



https://firesmartbc.ca/landscaping-hub/


5. INTERAGENCY CO-OPERATION

It takes the collaborative efforts of multiple stakeholders working together to achieve a wildfire resilient community. This may include local fire departments, First Nation and/or local government staff and elected officials, provincial government such as EMBC and BCWS, industry representatives and other stakeholders.


A. Develop, coordinate and/or participate in a Community FireSmart and Resiliency Committee (CFRC)

Costs for the development and overall coordination of a CFRC may also be included in Worksheet 1.

Up to $2,140 per meeting with required cost breakdown in WS1

Starting in 2024, applicants will be required to participate in a CFRC. Applicants that are not participating in a CFRC are strongly encouraged to apply for this activity in the 2023 intake.

B. Participate in an integrated fuel management planning or cultural and prescribed fire planning table (generally led by Ministry staff in collaboration with communities) to support the integration of fuel management planning across jurisdictional boundaries.


C. Provide Indigenous cultural safety and humility training to emergency management personnel in order to more effectively partner with, and provide assistance to, Indigenous communities for both wildfire prevention and suppression


D. Attend the 2023 FireSmart BC Conference and Wildfire Urban Interface Symposium.

Note: eligible costs include conference fee and travel (including accommodations and per diems)

No more than four staff per eligible applicant, up to $2,000 per attendee and with required cost breakdown in WS1

E. Support the FireSmart BC Plant Program at local garden centres or nurseries. This program shows customers at the point of sale, which plants are fire-resistant. Includes plant tags, banners, staff buttons and in store advertising.

Up to $2,500 per location

6. EMERGENCY PLANNING

Community preparations for a wildfire emergency require a multi-pronged approach in order for a community to respond effectively to the threat of wildfires as a whole.


A. Develop and/or participate in cross-jurisdictional meetings and tabletop exercises specifically focused on wildfire preparedness and suppression, including seasonal wildfire readiness meetings


B. Assess community water delivery ability as required for suppression activities, limited to current water system evaluation and available flow analysis


AGENDA ITEM #6.2


https://firesmartbc.ca/wp-content/uploads/2020/06/Community-FireSmart-and-Resiliency-Commitee-Guidance-1.pdf

https://firesmartbc.ca/landscaping-hub/plant-program/


C. New in 2023 - Assess, inventory and purchase FireSmart structure protection equipment.

Refer to Appendix 3 for more information on the eligible FireSmart Structure Protection Trailer expenditures.

Up to $45,000 with required cost breakdown in WS1

D. Use and/or promote EMBC Wildfire Preparedness Guide for community emergency preparedness events focused on wildfire


E. Use and/or promote Wildfire Evacuation Checklist


7. FIRESMART TRAINING & CROSS TRAINING

FireSmart requires many different professionals who may not typically work in a wildfire environment to understand other disciplines and wildfire management planning objectives. Cross-training firefighters, public works staff, utility workers, local government and First Nation administration staff, planning and logistics staff, and other key positions, supports local FireSmart activities, including a safe and effective wildfire response.

For all virtual courses, eligible costs include: course fee (if any), required course materials, and travel (including accommodations and per diems) only if required for internet connection or access to necessary technology. For all in-person courses, eligible costs include: course fee, required course materials, and travel (including accommodations and per diems).


A. New in 2023 - Training for FireSmart Positions

Refer to the recommended job descriptions for the training required for each position. Only qualifications identified in the job descriptions are eligible for funding.

Required training breakdown for each proposed position (as an attachment to WS1)

B. Local FireSmart Representative training (free, virtual)

Refer to Appendix 4 for more information on the FireSmart Canada Neighbourhood Recognition program.


C. Home Partners Program – Wildfire Mitigation Specialist training for new applicants to the HPP program

To become a WMS, the HPP workshop (max. 10 attendees) must be completed. The workshop facilitation fee is $6,000. After that, an annual enrollment fee is required for each trained WMS to access the required HPP tools and resources.

Refer to Appendix 4 for more information on the HPP program.

Up to $8,500 per workshop with required cost breakdown in WS1 and must include $350 annual HPP enrolment fee per trained WMS

AGENDA ITEM #6.2



https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/emergency-preparedness-response-recovery/embc/preparedbc/preparedbc-guides/wildfire_preparedness_guide.pdf

https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/emergency-preparedness-response-recovery/embc/preparedbc/preparedbc-guides/wildfire_preparedness_guide.pdf

https://firesmartbc.ca/wp-content/uploads/2019/04/FireSmartCanada-Evacuation-Checklist.pdf

https://firesmartbc.ca/wp-content/uploads/2019/04/FireSmartCanada-Evacuation-Checklist.pdf

https://firesmartbc.ca/resource-types/cri/

https://firesmartbc.ca/events/category/course/

https://firesmartbc.ca/resource/home-partners-program/


D. Home Partners Program – Wildfire Mitigation Specialist annual enrollment fee for applicants with an existing HPP program

This fee is for those WMS that have completed their training and are renewing their registration with FireSmart Canada. Note this yearly fee is mandatory for all WMS to remain active in British Columbia

Up to $350 per trained WMS for the HPP enrollment fees.

E. Support local government or First Nation staff that have completed Wildfire Mitigation Specialist training to qualify as facilitators


F. Cross-train fire department members only to include structural fire and interface wildfire training. The following are the only courses eligible for funding:

• Wildfire Risk Reduction Basics Course (free, online course for non-forest professionals that provides an introduction to the key concepts to minimize the negative impacts of wildfires in BC.)


• Fire Life & Safety Educator (public education course for fire safety education)


• ICS-100 (Incident Command System - introduction to an effective system for command, control, and coordination of response at an emergency site; available online)


• SPP-WFF1 Wildland Firefighter Level 1 (includes S-100, S-185, ICS-100)


• S-100 Basic fire suppression and safety (basic fire suppression training for contract crews) and S-100A (annual refresher)


• S-185 Fire entrapment avoidance and safety (general knowledge course on wildfire safety and entrapment avoidance for local governments, contract crews, and First Nations)


• S-231 Engine Boss (training for structure protection program in a WUI event)


• WSPP-115 (training for structure protection unit crews) and WSPP-FF1(train the trainer)


• Task force leader (for structure protection only; course for wildfire personnel to monitor and assess specialty resources that work together to accomplish a common wildfire task)


AGENDA ITEM #6.2



https://firesmartbc.ca/events/category/course/

https://www.jibc.ca/course/fire-life-safety-educator-1?gclid=CjwKCAjwp7eUBhBeEiwAZbHwkcV-9xUqLUM-y4JqDk-3MjNvvUVCMASYkm0-UcUGYK3kYRjbJS78uxoCscwQAvD_BwE

https://www.jibc.ca/course/incident-command-system-level-100

https://www2.gov.bc.ca/gov/content/safety/emergency-management/fire-safety/training

https://www2.gov.bc.ca/gov/content/safety/wildfire-status/employment-and-contracts/employment/wildfire-fighters/s-100-instructors

https://www2.gov.bc.ca/gov/content/safety/wildfire-status/employment-and-contracts/wildfire-training?keyword=s-185




• Structure Protection Group Supervisor (GrpS) (for structure protection only; course for wildfire personnel to implement assigned portion of the Incident Action Plan and be responsible for all operations conducted in the division/group)


G. Cross-train emergency management personnel:

• Introduction to Emergency Management in Canada (basic concepts and structure of emergency management)

• ICS-100 (introduction to an effective system for incident command, control, and coordination of response at an emergency site; available online)


8. FIRESMART PROJECTS FOR CRITICAL INFRASTRUCTURE

Implementing recommended FireSmart improvements to local critical infrastructure demonstrates wildfire prevention principles and best practices to community members and other stakeholders.

To be eligible for funding, all critical infrastructure projects must have a completed FireSmart Home Ignition Zone Assessment Score Card, FireSmart Critical Infrastructure Assessment or FireSmart Home Partners Assessment at the time of application submission.

Eligible projects must be First Nations owned buildings or publicly owned buildings that are currently designated as critical to support effective emergency response to a wildfire event. This includes structures designated as Emergency Operations Centres or Emergency Support Services facilities (e.g. reception centres, group lodging locations for evacuees), water pump stations, communications towers, and electrical generating stations, but does not include all critical infrastructure identified through the Local Authority Emergency Plan.

New in 2023 - Retrofitting existing structures and new construction are eligible. For the purpose of FSCFS funding, the following are not eligible as FireSmart Projects for Critical Infrastructure: roads and bridges, gas stations, hotels and transfer stations.

Eligible Activities Cost Maximum & Guidance

A. Completion of recommended mitigation activities identified in the assessment, limited to labour and material costs required to complete activities outlined in Table 5 (Appendix 5)

Up to $53,500 per eligible structure, including building materials and labour.

B. Completion of FireSmart Home Ignition Zone Assessment Score Card, FireSmart Critical Infrastructure Assessment or FireSmart Home Partners Assessment after mitigation work is complete (required)

Up to $850 per structure (generally 4 to 8 hours to complete) with required cost breakdown in WS1

9. New in 2023 - FIRESMART PROJECTS FOR COMMUNITY ASSETS

Implementing recommended FireSmart improvements to local community assets demonstrates wildfire prevention principles and best practices to community members and other stakeholders.

To be eligible for funding, all community asset projects must have a completed FireSmart Home Ignition Zone Assessment Score Card, FireSmart Critical Infrastructure Assessment or FireSmart Home Partners Assessment at the time of application submission.

Eligible projects must be buildings or properties owned by local non-profit groups or community associations that are currently designated as critical to support effective emergency response to a wildfire event. This

AGENDA ITEM #6.2


https://www.jibc.ca/course/incident-command-system-level-100
















includes structures designated as Emergency Operations Centres or Emergency Support Services facilities (i.e. reception centres, group lodging locations for evacuees).

Retrofitting existing structures and new construction are eligible.


A. Completion of recommended mitigation activities identified in the assessment, limited to labour and material costs required to complete activities outlined in Table 5 (Appendix 5)

Up to $53,500 per eligible structure, including building materials and labour.

B. Completion of FireSmart Home Ignition Zone Assessment Score Card, FireSmart Critical Infrastructure Assessment or FireSmart Home Partners Assessment after mitigation work is complete (required)


10. FIRESMART ACTIVITIES FOR RESIDENTIAL AREAS

Residential areas are a critical component of every community. First Nations and local governments have a key role to play in supporting residents and property owners to undertake FireSmart activities that demonstrate wildfire prevention principles and best practices.

To be eligible for funding, all FireSmart activities for residential areas must be located in the FireSmart Home Ignition Zone which includes the home and surrounding yard area – FireSmart Non-Combustible Zone and Priority Zones 1 and 2 (only with residential property and/or home owners’ consent).


A. Residential Assessments & Rebate Program. Refer to Appendix 6 for requirements for funding this activity

• Conduct Home Ignition Zone Assessments or FireSmart Home Partners Assessments for individual residential properties or homes, limited to:

o Data collection activities using HIZ/HPP assessment

o Digitizing HIZ assessment information

o Simple reporting (for community members, Council, etc.)

o Basic mapping for PDF product


• Offer local rebate programs to residential property or home owners that complete eligible FireSmart activities.

New in 2023, rebates are eligible for retrofitting existing structures and new construction; refer to Appendix 6 for more information.

New in 2023 - Rebates are limited to 50% of the total cost of the eligible activities identified in Table 6 (Appendix 6) and up to $1,000 per property

B. FireSmart Canada Neighbourhood Recognition. Refer to Appendix 4 for requirements for funding this

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activity and note that the assessment and plan are required to be completed in the same intake.

• Undertake Neighbourhood Wildfire Hazard Assessments

Up to $430 per neighbourhood (generally 3 – 4 hours to complete)

• Support the development of FireSmart Neighbourhood Plans for specific areas

Up to $1,070 per neighbourhood

C. Conduct FireSmart Home Partners Assessment for individual residential properties or homes, limited to:

• Upon completion of certification, receipt of a Home Partners driveway sign

• Data collection and management using HPP data base

• Simple reporting (for community members, Council, etc.)

• Basic mapping for PDF product

Refer to Appendix 4 for requirements for funding this activity

Initial assessment – Up to $265 per structure (generally 2 to 3 hours to complete) with required cost breakdown in WS1

Follow-up inspection – Up to $265 per structure (generally 1 to 2 hours to complete) with required cost breakdown in WS1

D. Provide off-site vegetative debris disposal for residential property or home owners who have undertaken their own vegetation management, including:

• Provide a dumpster, chipper or other collection method

• Waive tipping fees

• Provide curbside debris pick-up

Refer to Additional Information on the Use and Disposal of Wood Chips Generated by FCFS-Funded Projects


11. FUEL MANAGEMENT

Under the FireSmart Community Funding & Supports program, fuel management activities include the development of fuel management prescriptions and burn plans, as well as operational fuel treatments, including the application of cultural and prescribed fire. Applicants are advised to only propose fuel management activities that can be completed within two years.

In all cases, a completed, signed prescription is required for all fuel treatments, including cultural and prescribed fire. The completed prescription must be submitted with the application, or the applicant is required to apply for a phased project in order to complete the prescription and treatment under the same application. Draft prescriptions will not be accepted.

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https://firesmartbc.ca/resource/fcnrp-neighbourhood-wildfire-hazard-assessment-form/

https://firesmartbc.ca/resource/fcnrp-neighbourhood-wildfire-hazard-assessment-form/

https://firesmartbc.ca/resource/fcnrp-firesmart-neighbourhood-plan/


https://www.ubcm.ca/sites/default/files/2021-08/2022%20Residential%20Use%20of%20Wood%20Chips%20Memo%20-%20FINAL.pdf




To be eligible for funding, all fuel management activities must be in alignment with the requirements for funding fuel management activities identified in Appendix 7 and should generally be outside of FireSmart Non-combustible Zone and Priority Zones 1 and 2.


A. Undertake planning and development for fuel management on publicly owned land or First Nations land, limited to:

• Develop fuel management prescriptions consistent with the BC 2022 Fuel Management Prescription Guidance

document at BC Wildfire Service Fuel Management Prescription Guidelines Document

Up to $425 per hectare with required cost breakdown in WS2

Based on an average size of greater than 20 hectares and assuming smaller hectares may be higher and larger hectares may be lower.

• Develop burn plans (must be based on eligible fuel management prescription)

Must utilize the BCWS Prescribed Fire Burn Plan Template. (Note: per Appendix 1a of the template – Burn Plan Signature Sheet, the BCWS Fire Centre Manager or designate is required to approve the burn plan.)


• Professional assessments required to obtain authorizations for treatments (e.g. geotechnical, archaeological, fire ecologist, range agrologist, etc.).

Due to variations in assessment costs, these will be evaluated on a case by case basis.


• New in 2023 - Engagement with Indigenous knowledge keepers to gather and incorporate cultural knowledge into prescription and burn planning.


B. Undertake new fuel management treatment on publicly owned land or First Nations land.

Based on baseline fuel management (e.g. pile burn) costs.

Coastal Fire Centre: up to $13,365 per hectare with required cost breakdown in WS2

Prince George Fire Centre: up to $11,225 per hectare with required cost breakdown in WS2

Cariboo, Kamloops, North West and South East Fire Centres: up to $7,485 per hectare with required cost breakdown in WS2

C. Undertake fuel management maintenance activities on publicly owned land or First Nations land.

Up to $3,740 per hectare with required cost breakdown in WS2

D. Off-site debris disposal (trucking, tipping fees, etc.) from new fuel management or maintenance activities.

Up to an additional $1,600 per hectare with required rationale in WS2

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https://www2.gov.bc.ca/gov/content/safety/wildfire-status/prevention/vegetation-and-fuel-management/fire-fuel-management/fuel-management



https://www2.gov.bc.ca/gov/content/safety/wildfire-status/prevention/vegetation-and-fuel-management/prescribed-burning/planning-a-burn


E. Undertake cultural and prescribed fire activities, on publicly owned land or First Nations land when the primary objective is fuel management for community wildfire risk reduction.

Up to $3,740 per hectare with required cost breakdown in WS2

F. Undertake fuel management demonstration projects (one per eligible applicant) including:

• Develop fuel management prescriptions consistent with the BC 2022 Fuel Management Prescription Guidance

document at BC Wildfire Service Fuel Management Prescription Guidelines Document

• Completion of fuel management activities, including cultural and prescribed fire, limited to:

o Local government land, First Nations land or Provincial Crown land

o Locations that are visible and accessible to community members

o Projects with rationale for project location (e.g. number of visitors)

o Parcel of no more than 5.0 ha.

o Educational component

Up to 25% more than costs for new fuel management activities (by Fire Centre) identified in row B above with required cost breakdown in WS2:

Coastal Fire Centre: up to $16,700 per hectare

Prince George Fire Centre: up to $14,040 per hectare

Cariboo, Kamloops, North West and South East Fire Centres: up to $9,350 per hectare

Additional Eligible Costs & Activities

In addition to the activities identified in Table 1, the following expenditures are also eligible provided they relate directly to eligible activities:

• Incremental applicant staff and administration costs (e.g. creating a new position or adding new responsibilities to an existing position).

• Consultant/contractor costs. Please note: if you intend to hire a professional (planner, forester) to support proposed activities, professional consultant rates will only be considered for activities that represent respective professions. For other activities (e.g. social media, planning events or administering rebate programs) consultant rates are expected to be commensurate with the type of activity being undertaken.

• Public information costs

• Purchase of FireSmart BC branded items for community events and/or recruitment/retention of volunteers (up to $3,200 per eligible applicant per application)

• New in 2023 – Purchase of tools (e.g. hand saws, loppers) and IT equipment (limited to tablet computers, compatible Satellite Emergency Notification Devices, Global Positioning System trackers and

required accessories) required for eligible activities (up to $5,000 per eligible applicant per application)

• New in 2023 - Lease of equipment and/or vehicles

• New in 2023 - Honoraria for cultural leaders, Elders, Indigenous knowledge keepers, and/or cultural keepers when they are scheduled to speak, present, or teach. Note: these honoraria should reflect the role of Indigenous Peoples as subject matter experts and be equitable to consultant rates.

• New in 2023 - Expenses related to local cultural protocols (e.g. gifts, cultural ceremonies).

Ineligible Costs & Activities

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Any activity that is not outlined in Table 1 or is not directly connected to activities approved in the application is not eligible for grant funding. This includes:

• Routine or ongoing operating and/or planning costs or activities that are not incremental to the project

• Development of funding application package

• Development or amendment of plans or maps primarily intended for emergency response

• Development of databases

• Purchase of software, software licences, service subscriptions, or membership fees

• Development of FireSmart plans, other than CWRPs, amendments to existing CWPPs/CWRPs and FireSmart Neighbourhood Plans

• Development or update of feasibility studies (including water tank location analysis)

• Purchase, construction or siting of Fire Danger rating signs

• Purchase of non-FireSmart BC branded items for community events and/or recruitment/retention of volunteers

• Purchase of emergency supplies (e.g. first aid kits, evacuation supplies) for community members or households

• Wildfire threat assessments and fuel treatment unit identification on private land (outside of GIS and/or FireSmart assessments, with the land owners’ consent) or outside of the eligible WUI. Private Managed Forest Land (PMFL) wildfire threat assessments may be eligible if located within the eligible one kilometre WUI and the PMFL owner has consented.

• For fuel management activities only:

o Purchase of machinery, heavy equipment and/or livestock for grazing

o Work undertaken by the Ministry, including prescribed fire staff support

o Any third-party requirements to address hazard abatement under the Wildfire Act

o Hazard abatement activities related to existing or decommissioned saw mills (e.g. removal of slabs and/or sawdust)

7. Application Requirements & Process

Application Deadline

New in 2023 – The 2023 FireSmart Community Funding & Supports program will have an open intake. Funding permitting, eligible applicants can submit one application between October 1, 2022 and December 31, 2023 (or until such time that funds are no longer available). Applicants will be advised of the status of their application within 90 days of submitting a complete, eligible application.

Applicants will be eligible to apply for future funding after two years from the date of the approval agreement or after the complete final report is submitted.

Please note that during active fire seasons or other deployments, BCWS and FNESS capacity will be limited.

Required Application Contents

Applicants are required to submit an electronic copy of the complete application, as outlined in Table 2.

Table 2: Required Application Contents & Related Attachments

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Required Submissions Related Attachments

Application Form • Completed CWPP or CWRP, and/or assessments, or excerpts from higher-level plans, as required in Q. 9

• Other rationale, as required in Q. 10 and 11

Worksheet 1: Proposed Activities & Cost Estimate

• Approval from SPCO (if applying for Phase 2, 3 or 4) for FireSmart structure protection equipment, as required in Q.6

• List of proposed training with cost calculation and estimate for each FireSmart position, as required in Q.7

• Completed FireSmart Assessment(s) for structures proposed for FireSmart Projects for Critical Infrastructure, as required in Q. 8

• Completed FireSmart Assessment(s) for structures proposed for FireSmart Projects for Community Assets, as required in Q. 9

For fuel management activities only: Worksheet 2: Proposed Fuel Management Activities

• Additional information that supports treatment as a priority, as required in Q. 6 and/or Q. 11

• For fuel management treatment on Provincial Crown land only, an email from the Land Manager indicating information sharing with First Nations has been completed, as required in Q. 14

• Overview map of the community, previously completed treatments, proposed treatments for this application, and planned future treatments

• PDF map and Google Earth compatible KML file, at appropriate scale, outlining the area of interest, proposed treatment units, land status and tenure overlaps

• If available, current wildfire threat assessment plots and/or fuel loading data and rationale for the proposed treatment unit(s)

• For fuel management treatment only, a copy of the completed, signed prescription and project spatial layer

• For cultural and prescribed fire only, a copy of the completed burn plan (in addition to the prescription) and project spatial layer

For CWRPs and CWPP Updates only: Worksheet 3: Proposed New CWRP or Update to CWRP/CWPP

• PDF map and Google Earth compatible KML file, at appropriate scale, outlining the area of interest and eligible WUI

Council, Board or Band Council resolution, indicating support for the current proposed activities and willingness to provide overall grant management

For regional projects with multiple applicants only: Council, Board or Band Council resolution from each partnering community that clearly states approval for the applicant to apply for, receive and manage the grant funding on their behalf

Submission of Applications

Applications should be submitted as Word or PDF files. Total file size for email attachments cannot exceed 20 MB.

All applications should be submitted to Local Government Program Services, Union of BC Municipalities by email: [email protected].

Review of Applications

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mailto:[email protected]


New in 2023 - Applications with CWRPs, CWPP updates and/or fuel management activities are required to be reviewed with the BCWS Wildfire Prevention Officer/Prevention Specialist and/or FNESS Mitigation Specialist/Liaison before the application is submitted. The Eligibility Review section of the worksheet(s) must be completed by the BCWS Wildfire Prevention Officer/Prevention Specialist and/or FNESS Mitigation Specialist/Liaison.

Complete, eligible applications will then be reviewed and scored by the local BCWS Wildfire Prevention Officer/Prevention Specialist or FNESS Mitigation Specialist/Liaison. Higher application review scores will be given to projects that:

• Clearly increase community resiliency by undertaking community-based FireSmart planning and activities that reduce the community’s risk from wildfire

• Demonstrate evidence of local wildfire risk (within the past five years) and rationale for proposed activities. This can include:

o Wildfire risk class of 1, 2 or 3 for the general area of interest. Refer to Appendix 2 for information on determining risk class.

o Current local threat based assessments that show wildfire threat in proximity to values at risk within and around the community that have been supported by the BCWS Wildfire Prevention Officer/Prevention Specialist and/or FNESS Mitigation Specialist/Liaison

o Demonstrated history of recent repeated and/or significant interface wildfires and evacuations

• Demonstrate evidence of capacity challenges. This could include rural/remote locations and/or lack of local fire department, FireSmart position or Community FireSmart and Resiliency Committee or other local capacity or resource challenges.

• Are outcome-based and include performance measures

• Include collaboration with one or more partners (e.g. community or resident organization, First Nation or Indigenous organization, other local governments, industry, or other levels of government)

• Are within cost maximums established in Table 1, demonstrate cost-effectiveness and reflect local, reasonable estimates

• In cases where the total project cost exceeds the grant request, include in-kind or cash contributions to the project from the eligible applicant, community partners or other grant funding

Point values and weighting have been established within each of these scoring criteria. Only those applications that meet a minimum threshold point value will be considered for funding.

Following this, the Evaluation Committee will assess all eligible applications. All funding decisions will be made by UBCM.

All application materials will be shared with the Province of BC, First Nations’ Emergency Services Society and BC FireSmart Committee.

8. Grant Management & Applicant Responsibilities

Grants are awarded to eligible applicants only and, as such, the applicant is responsible for completion of the project as approved and for meeting reporting requirements.

Applicants are also responsible for proper fiscal management, including maintaining acceptable accounting records for the project. UBCM reserves the right to audit these records.

Notice of Funding Decision & Payments

All applicants will receive written notice of funding decisions. Approved applicants will receive an Approval Agreement, which will include the terms and conditions of any grant that is awarded, and that is required to be signed and returned to UBCM.

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New in 2023 - Grants are awarded in two payments: 50% at the approval of the project and when the signed Approval Agreement has been returned to UBCM, and the eligible remainder when the project is complete and UBCM has received and approved the required final reporting.

Please note that in cases where revisions are required to an application, or an application has been approved in principle only, the applicant has 30 days from the date of the written notice of the status of the application to complete the application requirements. Applications that are not completed within 30 days may be closed.

Post-Grant Approval Meetings

As a condition of grant funding, all approved applicants are required to meet with the BCWS Wildfire Prevention Officer/Prevention Specialist or FNESS Mitigation Specialist/Liaison, or designate, to discuss the approved project prior to commencing work.

Progress Payments

Grants under the FireSmart Community Funding & Supports program are paid at the completion of the project and only when the final report requirements have been met. To request a progress payment, approved applicants are required to submit:

• Description of activities completed to date

• Description of funds expended to date

• Written rationale for receiving a progress payment

Changes to Approved Projects

Approved grants are specific to the project as identified in the approved application, and grant funds are not transferable to other projects. Generally speaking, this means funds cannot be transferred to an activity that was not included in the approved application or, for the purpose of fuel management, to a new or expanded location.

Approval from UBCM and/or the Evaluation Committee will be required for any variation from the approved project. Depending on the complexity of the proposed amendment, requests may take up to 90 days to review.

To propose changes to an approved project, applicants are required to submit:

• Amended application package, including updated, signed application form, relevant worksheets and an updated Council, Board or Band Council resolution

• Written rationale for proposed changes to activities and/or expenditures

Applicants are responsible for any costs above the approved grant unless a revised application is submitted and approved prior to work being undertaken.

Extensions to Project End Date

All approved activities are required to be completed within the time frame identified in the approval letter and all extensions beyond this date must be requested in writing and be approved by UBCM. Extensions will not exceed one year.

9. Interim & Final Report Requirements & Process

Interim Reports for Phased Fuel Management

Applicants with phased fuel management projects are required to submit an interim report before fuel management treatments commence, including the following:

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• Copy of the fuel management prescription that is signed by a Registered Forest Professional including all ancillary assessments

• Copy of the Burn Plan that is signed by the qualified professional (for prescribed fire only)

• Confirmation that First Nations information sharing has been completed (for Crown land only)

• Maps and spatial data as required in Appendix 8

Final Reports

Applicants are required to submit an electronic copy of the complete final report, as outlined in Table 3.

Table 3: Required Final Report Contents & Related Attachments

Required Submissions Related Attachments

Final Report Form Copies, excerpts and/or links to all materials produced with grant funding

Final Report Worksheet 1 • Evidence of community education component, as required in Q. 2

• Copies of completed FireSmart assessments for land or buildings, as required in Q. 3

• Copies of completed FireSmart Community Plans, FireSmart assessments, list of addresses receiving rebates and rebate amounts, as required in Q. 8

Final Report Worksheet 2: Fuel Management Activities

Prescriptions, Burn Plans and Phased Projects


• Copy of the Burn Plan that is signed by the qualified professional

• Maps and spatial data as outlined in Appendix 8

Treatments and Phased Projects

• Post-treatment wildfire threat assessments or data collection as outlined in Prescription Guidance document

• Post-treatment report with updated survey data collection as per direction in the prescription, summary of post treatments conditions and fire behaviour outcomes and relationship to prescription treatment objectives

• Fire effects monitoring pre burn, and fire effects monitoring post burn reports

• Pre and post-treatment pictures

• Maps as and spatial data as outlined in Appendix 8

Final Report Worksheet 3: CWRPs and CWPP Updates

• Copy of the completed CWRP or amended CWPP/CWRP

• Maps and spatial data as outlined in Appendix 8

Copies, excerpts and/or links to all materials produced with grant funding

Optional: Photos or media related to the project

Submission of Interim & Final Reports

Interim and final reports should be submitted as Word or PDF files. Total file size for email attachments cannot exceed 20 MB.

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All interim and final reports should be submitted to Local Government Program Services, Union of BC Municipalities by e-mail: [email protected].

Review of Interim & Final Reports

UBCM will perform a preliminary review of all reports to ensure the required report elements have been submitted. Following this, all complete final reports and deliverables will be reviewed by FNESS and/or FLNRORD before fuel treatments activities can proceed and/or grant payment is released.

All final report materials will be shared with the Province of BC, First Nations’ Emergency Services Society, and BC FireSmart Committee.

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10. Additional Information

Program Enquiries

For enquiries about the application process or general enquiries about the program, please contact UBCM at [email protected] or (250) 356-2947.

Resources Available for Eligible Applicants

The following resources are available to support applicants develop and submit applications:

• UBCM – Provides administration of the program and guidance on eligibility and the requirements of funding to all eligible applicants. UBCM can also provide information on other funding sources and access to GIS support.

• FNESS – Provides: technical support and advice for all First Nation applications; pre-application site visits as needed; CRI project history; Community Awareness Reporting: a FNESS-led plan that provides Nations with a sense of their wildfire risk based on a number of data inputs; Decision Support Tools (Lightship); GIS & Mapping Support; Historical Emergency Management Data for Nations.

• BCWS/Fire Centres – Provides technical support and advice for all local government applications; suggestions on CWRP development, decision support for prescribed fire and fuel treatments as well as burn plan materials. Will also provide community FireSmart recommendations. Fire Centres are the key contact for accessing the CLWRR planning tables and local land managers for fuel management projects.

• FireSmart BC Team

o Education – [email protected]

o Home Partners Program – [email protected]

o Landscaping – [email protected]

o Research – [email protected]

o FireSmart Canada Neighbourhood Recognition Program – [email protected]

o General – [email protected]

o BC FireSmart Committee Chair – [email protected]

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Appendix 1: Definitions

Area of Interest (AOI): All the area that lies within the municipal boundary, regional district boundary, or boundary of First Nations land. For regional districts this could be the boundary of an electoral area that encompasses multiple communities. The AOI is not the eligible WUI. Refer to the CWRP template and guidance document for more information.

Cultural Prescribed Fire: Indigenous peoples have described a long history and cultural importance of using fire as a stewardship practice on the land. Many Indigenous communities continue to express the importance of fire as a sacred and powerful element, which is why cultural burning remains a time-honoured tradition and critical skill handed down from generation to generation. It is just as much an important ceremonial practice for Indigenous cultures as it is a tool for protecting their communities and shaping the land to their specific needs.

Eligible Wildland Urban Interface (WUI): For the purpose of the FireSmart Community Funding & Supports program the eligible WUI is defined as a maximum of one kilometer from the structure density class greater than 6. Risk assessment activities are limited to the eligible WUI; local government land and First Nations land within the WUI must be assessed, but risk assessments on Crown land within the WUI is voluntary (but eligible for funding). In addition, risk assessment activities for Private Managed Forest Land (PMFL) are eligible for funding if located within the eligible WUI and only with the consent of the PMFL owner.

First Nations land: First Nation reserve land, land owned by a Treaty First Nation (as defined by the Interpretation Act) within treaty settlement lands, or land under the authority of an Indigenous National Government.

First Nations owned buildings: Buildings owned by a Treaty First Nation (as defined by the Interpretation Act) within treaty settlement lands or buildings owned by a First Nation band.

Neighbourhood: For the purpose of the FireSmart Community Funding & Supports program, a neighbourhood is considered to be an area of approximately 50 homes.

Prescribed fire: The planned and controlled application of fire to a specific land area is one of the most ecologically appropriate and relatively efficient means for achieving planned public safety and resource management objectives, for example to enhance a habitat, prepare an area for tree planting or, for disease eradication.

Private land: Fee-simple land that is not owned by a level of government.

Publicly owned buildings: Buildings owned by a local government or public institution (such as health authority or school district).

Publicly owned land: Provincial Crown land, land owned by a local government or land owned by a public institution (such as a health authority or school district). For the purpose of the FireSmart Community Funding & Supports program, land owned by colleges and universities is not considered publicly owned land.

Publicly, provincially and First Nations owned critical infrastructure: Assets owned by the Provincial government, local government, public institution (such as health authority or school district), First Nation or Treaty First Nation that are either:

• Identified in a Local Authority Emergency Plan Hazard, Risk & Vulnerability Analysis and/or Critical Infrastructure assessment and/or

• Essential to the health, safety, security or economic wellbeing of the community and the effective functioning of government (such as fire halls, emergency operations centres, radio repeaters, etc.)

Vegetation management: The general goal of vegetation management is to reduce the potential wildfire intensity and ember exposure to people, infrastructure, structures and other values through manipulation of both the natural and cultivated vegetation that is within or adjacent to a community.

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https://www2.gov.bc.ca/gov/content/safety/emergency-management/local-emergency-programs/assessment-analysis/hrva-guides-resources?keyword=Hazard,&keyword=Risk&keyword=Vulnerability&keyword=Analysis

https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery/local-emergency-programs/critical-infrastructure-assessment

https://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery/local-emergency-programs/critical-infrastructure-assessment


Vegetation management can be accomplished through two different activities:

1. Residential scale FireSmart landscaping: The removal, reduction, or conversion of flammable plants (such as landscaping for residential properties, parks and open spaces) in order to create more fire-resistant areas in FireSmart Non-combustible Zone and Priority Zones 1 and 2. Refer to the FireSmart Guide to Landscaping.

2. Fuel management treatments: The manipulation or reduction of living or dead forest and grassland fuels to reduce the rate of spread and head fire intensity, and enhance the likelihood of successful suppression, generally outside of FireSmart Non-combustible Zone and Priority Zones 1 and 2. See Appendix 7 for more information.

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https://firesmartbc.ca/resource/landscaping-guide/


Appendix 2: WUI Risk Class & Risk Class Maps

Under the FireSmart Community Funding & Supports program, applicants are required to identify the WUI Risk Class to provide evidence of wildfire risk in their community. In the fall of 2021 new WUI, WUI Risk Class and PSTA products were released. Please check the updated information at the links below.

WUI Risk Class

The level of risk (“risk class”) reflects the analysis of weighted PSTA threat components within the individual WUI Risk Class polygons. Five risk class ratings were applied to the WUI polygons, with “1” being a higher relative risk and “5” being the lowest relative risk. The application of relative risk does not imply “no risk”, since the goal is to identify areas where there is higher risk.

WUI Risk Class Assessment & Maps

Once defined, the WUI layer is combined with the PSTA wildfire threat layer (Crown land) to highlight a coarse scale spatial pattern of risk area using certain criteria, such as density and threat ratings. The WUI risk class assessment is driven by structure location (not by administrative boundaries) to reflect the actual location of structures that exist on the land base in relation to wildfire threat. This creates WUI polygons that may include multiple jurisdictions (e.g. regional district, municipal or First Nations land) that are linked by the continuity of structure density.

Currently the province only has data available to support fire threat analysis on Provincial Crown land. There are large tracts of private land that exist within the WUI where no data is available. The amount of private land is an important component in the risk analysis due to the lack of data to inform fire risk identification across jurisdictional boundaries. Therefore the buffer was expanded to 2.75-kilometres around structure classes with a density of >25 for the analysis in order to create separate WUI polygons. A subsequent analysis of the PSTA data was performed to allocate polygons to one of five Risk Classes.

The eligible WUI one-kilometre buffer has been added to the WUI RC maps to aid applicants in designing fuel breaks and CWRPs. Spatial data for WUI Risk Class maps, including the one-kilometre buffer, is available at any time for local authorities by sending a request to [email protected]

Identifying your WUI Risk Class (1-5) and Associated Polygon Name

Under the FireSmart Community Funding & Supports program, applicants are required to identify the WUI Risk Class to provide evidence of wildfire risk in their community by locating their general area of interest on the Wildland Urban Interface Risk Class Maps or Google Earth compatible KML files. In cases where local assessments provide additional evidence of higher wildfire risk (than the WUI Risk Class), applicants can provide this information in their application in support of their proposed activities.

Google Earth compatible KML files have been created for each Fire Centre with the WUI Risk Class Maps information. An additional layer has been provided for the WUI Risk Class Maps and the Google Earth KML files with completed fuel treatments including treatments funded through the Strategic Wildfire Prevention Initiative, Forest Enhancement Society of BC, FireSmart Community Funding & Supports and Crown Land Wildfire Risk Reduction programs to date.

Provincial Strategic Threat Analysis

At a provincial scale, the wildfire risk framework starts with an analysis of the WUI. Quantification of wildfire threat components, including likelihood (fire occurrence) and severity (head fire intensity, which is calculated using the 90th percentile weather conditions and fuel type) and wildfire propagation potential (spotting) at the provincial scale, is represented by the Provincial Strategic Threat Analysis (PSTA).

The PSTA assesses and maps potential threats to values on the landscape, including communities, infrastructure and natural resources.

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https://www2.gov.bc.ca/gov/content/safety/wildfire-status/prevention/vegetation-and-fuel-management/fire-fuel-management/wui-risk-class-maps

https://www2.gov.bc.ca/gov/content/safety/wildfire-status/prevention/vegetation-and-fuel-management/fire-fuel-management/psta


This identifies areas for wildfire risk reduction in order to minimize negative impacts to human life and safety including first responders, public health and the infrastructure required to maintain business continuity and support recovery efforts.

The resulting WUI Risk Class Map highlights patterns and trends in the WUI in a simplistic and easy to understand way. This is available as a high-level analysis to support the initial identification of areas for FireSmart Community Funding & Supports applications.

Subsequent activities or inputs are required to determine the most effective risk control options, including developing a Community Wildfire Resiliency Plan (or update) or other plan that includes assessment of local threat on the ground, and identification of FireSmart priorities, ground truthing the area to determine local threat, and developing a site level plan for treatments.

Private Land

In some areas of the province the private land percentage is still too high for the analyses to provide a meaningful risk class rating. For the northeast area of the province around Fort St. John and Dawson Creek, extensive tracts of private land surround the smaller WUI polygons. A manual process was used to assign the risk class to these areas. Additional PSTA map extents are provided for the map sheets around the Vanderhoof, Kettle Valley and Prince George areas as well, for information only, as the risk classes that were assigned for these additional WUI polygons. Please contact your local Fire Centre for further information regarding these specific areas.

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Appendix 3: Funding Requirements for FireSmart Structure Protection

New in 2023 - Applicants are eligible to purchase up to $45,000 (per year) of structure protection equipment from the designated FireSmart Structure Protection Trailer list. This initial purchase should be in support of the completion of a FireSmart Structural Protection Trailer, a Structure Protection Community Assessment and training of structural protection personnel as outlined below.

For more information on the trailer requirements and Structure Protection Community Assessments please contact the Structure Protection Coordination Office at [email protected]

The FireSmart Structure Protection Trailer has been separated into four purchase phases to ensure that in each phase the applicant has structure protection capabilities. In order to have a fully stocked and capable FireSmart Structure Protection Trailer all equipment in Phases 1-4 must be purchased. It is recommended that applicants purchase equipment and complete activities in order of the phases (1-4).

Requirements for Funding

• Unless a community has a structure protection program and plan in place (see below), it is expected that they will apply under Phase 1

• Only equipment purchases are eligible for funding. Structure Protection Community Assessments are not eligible for funding and applicants should refer to Category 7 in Table 1 for eligible training.

• All equipment MUST be labeled with applicant name and contact information to prevent loss during deployment at wildland-urban interface fires

• The FireSmart Structure Protection Trailer will remain a local resource and will not be considered part of the provincial pool of structure protection resources

Communities with Existing Structure Protection Program

Applicants that already have a structure protection program and plan in place can use this funding to apply under subsequent phases providing they:

• Provide a list of current equipment as part of the application

• Submit their current Structure Protection Community Assessments to the Structure Protection Coordination Office ([email protected]) and receive permission to proceed. Confirmation from the SPCO must be included in the application package if the applicant is applying for equipment beyond Phase 1.

Phase 1 Start up

It is recommended that in this phase applicants commit to completion of a FireSmart Structure Protection Trailer and purchase initial equipment (limited to Table 5), start the process of requesting Structure Protection Community Assessments (contact the Structure Protection Coordination Office at [email protected]) and train staff to support a structure protection program (see training section below and refer to Table 1 for training that is eligible for funding). Phase 1 was designed to ensure that a community would have a functional set of structure protection equipment while they build their overall structure protection program.

For the purpose of funding, the following are not eligible as Phase 1: Start Up expenditures: mixed oil 2 cycle, chain oil, tape (duct, Teflon or electrical), and rags.

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Table 5: Eligible Activities for FireSmart Structure Protection Phase 1: Start Up

Category Item Quantity

Pump Mark 3/Wick 75 2

Pump Tool Kit 3

Suction Hose 3

Fuel Can 4

Single Fuel Line 4

Dual Fuel Line 4

Berm Portable Berm 2

Hose 1.5” x 100ft 15

1.5” X 50ft 20

Econo x 50ft 50

Econo x 25ft 40

Nozzle Econo 5

Valves 3-way 10

Sprinklers Butterfly 15

Large Sprinkler 15

Small Sprinkler 15

Gutter Mount 10

Gutter Mount Bracket 10

Water thieves 1.5” 30

Portable Tank 2500 Gal 1

Drain Kit 1

Ladder Extension 1

Impact Tool Impact Driver 1

Poly Rolls 2

Tape SPU Flagging 5 x 5 colours

Saw Hand 1

Safety Fire Extinguisher 1

First Aid 1

Cones 1

Total Estimated Cost $44,609.00

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Phase 2 Planning

It is recommended that in this phase applicants complete Structure Protection Community Assessments (with the Structure Protection Coordination Office) and continue to purchase equipment (limited to Table 6).

Table 6: Eligible Activities for FireSmart Structure Protection Phase 2: Planning



Pump Tool Kit 3

Suction Hose 3

Fuel Can 4

Single Fuel Line 4

Dual Fuel Line 3

Hose 2.5 x 50ft 5

1.5” X 50ft 10

Econo x 50ft 40

Econo x 25ft 35

Valves 3-way 10

Sprinklers Butterfly 15

Large Sprinkler 15

Small Sprinkler 15

Gutter Mount 10



Impact Tool Impact Driver 1

Lighting Kit Generator 1

Halogen/LED Yard Light 2

Ext. Cord 2

Power Bar 1

Rope Roll 1


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Phase 3 Trailer purchase/construction

It is recommended that in this phase applicants purchase/construct the trailer itself and continue to purchase equipment (limited to Table 7).

Table 7: Eligible Activities for FireSmart Structure Protection Phase 3: Trailer Purchase/ Construction


Hose 1.5” X 100ft 5

1.5” X 50ft 10

Econo x 50ft 30

Econo x 25ft 25

Valves 3-way 5

Sprinklers Large Sprinkler 10

Small Sprinkler 10

Painters Pole 1


Portable Tank 2500 Gal 1

FF Tools Shovels 1

Pulaski 1

McLeod Tool 1

Axe 1

Backpack Tank 1

Carpenter Tool Kit Items in each kit:

Belt, Hammer, Pry bar, Staple gun, Pliers, Screwdriver, Wrench (various), Conduit clamps, Pipe Strapping, Tin snips, Screws (various), Nails

2 kits

Safety PFDs 2

Miscellaneous Tools Rake 1

Broom 1

Cutters 1

Circular Saw 1

Wheel Barrow 1

Trailer 20’ 1


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Phase 4 Completion

It is recommended that in this phase applicants complete the equipment list for a FireSmart Structure Protection Trailer (limited to Table 8), have completed Structure Protection Community Assessments and have trained staff to support a structure protection program (see training section below and refer to Table 1 for training that is eligible for funding).

Table 8: Eligible Activities for FireSmart Structure Protection Phase 4: Completion



Suction Hose 1

Fuel Can 4

Hose 2.5 x 50ft 15

1.5” X 100ft 5

1.5” X 50ft 10

Econo x 50ft 30

Econo x 25ft 25

Valves 3-way 5

Large Sprinkler 10

Small Sprinkler 10

Gutter Mount 5



1.5” 20

Adapters 2.5” Hydrant Gate 2

2.5” double female 1

2.5” double male 1

2.5” gated wye 1

2.5” to 1.5” QC 5

Hydrant wrench 2

3-way individual gat 20

Double female adapters 25

1.5” male reducer 5

1.5” female increaser 5

Ball valve shutoff 10

Chainsaw Kit Chainsaw 1

Chainsaw gas can 1

PPE 1

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Tool Kit 1

Files 1

Trailer Accessory Shelving, totes, etc. 1

Total Cost Est. $45,182.00

Structure Protection Training

In order to support a FireSmart Structure Protection Trailer, five individuals need to meet the following list of qualifications. Refer to Table 1 for training that is eligible for funding.

• S-175 Air Tanker Safety

• S-211 Fire Environment for FF

• S-212 Fireline Communications

• S-213 Heavy Equipment

• S-230 Intro to Supervision

• S-270 Helicopter Use & Safety

• S-275 Air Tanker Use & Safety

• S-283 H2SS Sour Gas Safety

• S-211 Intro to Basic Weather

• M-213 Public & Media Relations

• I-100, 200, 300, 400

• Bear Awareness

• Intro to Chainsaws

• TDG

• WHIMS

• BC Hydro Electrical

• FF Near Sensitive Sites

• Danger Tree Awareness

• Task Force Leader

• Engine Boss

• Group Sup

• Division Supervisor

• NFPA 1001

• NFPA 1002

• NFPA 1051

• Full Service

• Interior / Exterior

• Fire Officer 1-4

• Staging Officer

Structure Protection Community Assessment

The purpose of a Structure Protection Community Assessment is to create a pre-plan management template for use by BCWS Structure Protection Specialist (SPS) that enhances response assessment to WUI events affecting small communities, including First Nations, by:

1. Soliciting local information through a timely and simple process in a widely accessible medium.

2. Explicitly including the priorities of local communities.

3. Providing a means to pre-plan and share situational awareness in response planning with convergent first responders who arrive at WUI events with limited understanding of local geographic, economic, environmental, and social/cultural issues.

4. Leveraging available technologies to achieve objectives 1-3 above.

The goal of this plan is to provide response agencies with a strategic framework to use for the protection of improved properties or other values at risk in the event of a significant wildfire. This plan is separated into two parts; the first includes general information intended for use prior to an incident. Information intended for review and implementation during non-emergency periods by local communities. The second is more specific information about each of the identified critical infrastructures, intended to provide an incoming Incident Management Team or SPS with accurate predetermined structural and cultural priorities requiring protection as well as to identify tactical and operational information, as necessary. This plan recognizes the

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capability of the local fire department and the contributions that can be made by local, regional and provincial fire service resources.

DISCLAIMER

The recommendations made in the Structure Protection Community Assessment are based on fire probabilities for the conditions observed at the time of the survey. It must be understood that all fire scenarios cannot be addressed and that the plan is not an absolute. The plan should be used as a guide and implemented in part or in whole as circumstances dictate. The key to continued credibility of a Structure Protection Community Assessment is the time and accuracy employed to maintain the information provided. The document should be reviewed by community officials or their designate and updated on an annual basis prior to wildfire season.

Communities looking for Community Structure Protection Assessments can contact [email protected] for further information.

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Appendix 4: FireSmart Canada Neighbourhood Recognition Program and Home Partners Program

The FireSmart Canada Neighbourhood Recognition Program (FCNRP) and the Home Partners Program (HPP) are both excellent resources for communities and homeowners. However, it is important to understand the intent of each in order to apply for funding through the FireSmart Community Funding & Supports program.

Both the FireSmart Canada Neighbourhood Recognition Program and the Home Partners Program can and should exist within a community. The FCNRP focuses on neighbourhood involvement, engagement and education and the HPP provides mitigation recommendations for the action of individual homeowners. Together the two programs can assist communities in becoming wildfire resilient.

A Local FireSmart Representative, within the FCNRP, is qualified to conduct assessments at the neighbourhood scale and to provide general FireSmart information and guidance. A Wildfire Mitigation Specialist, with the Home Partners Program, is qualified to provide specific mitigation recommendations upon assessment of an individual property. It is highly recommended that if the applicant is pursuing a FireSmart program with assessments on individual properties that the Home Partners Program be included in their application.

FireSmart Canada Neighbourhood Recognition Program

Citizen involvement is the cornerstone of the FCNRP. In any region in BC that is susceptible to wildfires, neighbourhoods can learn how to decrease the risk of losing homes, and how to best protect themselves in the event of a wildfire.

The FCNRP focuses on engaging neighbourhoods and encouraging them to create a FireSmart plan for their neighbourhood (~50 homes). Local FireSmart Representatives are contacted to complete neighbourhood assessments and assist in the formation of a local FireSmart Neighbourhood Committee and plan. After hosting a FireSmart event and taking steps to FireSmart their neighbourhood, the community can apply for national recognition.

The FireSmart Community Funding & Supports program can fund many of these steps, including Local FireSmart Representative (LFR) training, employment, supporting FireSmart Committees, and developing Neighbourhood Wildfire Hazard Assessments and FireSmart Neighbourhood Plans. Refer to Table 1 for more information.

Home Partners Program

The FireSmart Home Partners Program is a collaboration between FireSmart Canada, provincial governments, local governments, Indigenous communities, the private sector and homeowners in Canada. The program’s primary purpose is to engage homeowners in voluntary wildfire mitigation activities by offering a professional home assessment with property-specific recommendations.

A Wildfire Mitigation Specialist (WMS) completes an assessment that provides residents with:

• An in-depth, on-site assessment conducted by experienced fire professionals;

• An opportunity for property owners to identify mitigation actions unique to their property;

• A detailed follow up report with customized mitigation actions designed to measurably reduce the wildfire risk to their property;

• An opportunity to earn FireSmart Home Partners certificate acknowledging their mitigation achievements. The certificate is given upon successful completion of required mitigation actions and an on-site follow up inspection;

• This type of recognition can be used to enhance real estate transactions by reassuring prospective buyers that the appropriate level of wildfire risk reduction has been achieved on the property;

• The mitigation certificate can also be shared with local insurance providers to showcase mitigation activities and potentially increase a homeowner’s ability to maintain insurance coverage. FireSmart

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Canada does not share the assessment or any details of the assessment with the insurance industry or any other third party, including Freedom of Information requests.

The FireSmart Community Funding & Supports program can fund WMS training, employment and enrollment fees, assessments and follow-up inspections.

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Appendix 5: Funding Requirements for FireSmart Projects for Critical Infrastructure and Community Assets

FireSmart Projects for Critical Infrastructure and Community Assets can include:

• Retrofitting existing structures/properties

• New in 2023 - New construction, provided that:

o Construction was completed within past 12 months from date of application;

o Construction follows the Wildfire-Resilience best-practice checklist for home construction, renovation and landscaping

o Only incremental FireSmart expenditures, limited to activities identified in Table 9, are eligible

o An eligible assessment is completed when construction is complete

All assessments for critical infrastructure or community assets are required to be completed on the FireSmart Home Ignition Zone Assessment Score Card, FireSmart Critical Infrastructure Assessment or FireSmart Home Partners Assessment at the time of application submission.

A secondary assessment is required to be completed for all critical infrastructure or community assets for which mitigation activities are undertaken.

Please note that all FireSmart Home Ignition Zone Assessments must be conducted by a qualified Local FireSmart Representative (LFR) and all Home Partners Program Assessments must be conducted by a qualified Wildfire Mitigation Specialist (WMS). LFRs and WMSs must have current training qualifications from FireSmart Canada.

For the purpose of funding, the following are not eligible as FireSmart Projects for Critical Infrastructure: roads and bridges, gas stations, hotels and transfer stations.

Table 9: Eligible Activities FireSmart Projects for Critical Infrastructure and Community Assets

Buildings

1 Roof material and construction

• Install class A UL/ASTM fire rated roof covering (e.g. Metal, rated hot lay, clay tile or asphalt shingles)

• Remove unrated roof covering (including wood shakes and wood shingle roofs)

2 Roof covering • Ensure there are no gaps, openings that expose combustible building components, or enclosed spaces where embers could accumulate, lodge, or penetrate

3 Gutters (combustible or non- combustible)

• Ensure there are non-combustible gutters, no exposed combustible fascia/roof covering above gutters (metal or aluminum), or no gutters

• Remove combustible (plastic, vinyl, wood) and/or exposed combustible fascia/roof covering above gutter

4 Cleanliness of roof and gutters

• Remove all needles, leaves, or other combustible materials

5 Eaves • Ensure all eaves are closed or no eaves/no gaps or holes/no unprotected areas to attic /interior of building, vents with 3 mm (1/8”) non- combustible screening, operational louvres and flaps/ASTM ember resistant rated vents.

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6 HVAC/active ventilation systems

• Ensure all HVAC/active ventilation systems have 24 hour onsite operator, or remote shut-down capability

7

Exterior siding

• Install ignition resistant (cement fibre board, log) or non-combustible siding (stucco, metals, concrete, brick/stone)

• Ensure there are no gaps or cracks, missing siding, or holes

8 Walls • Ensure there is no less than 15 centimetres non-combustible vertical ground-to-siding surface

9 Fire resistant windows or doors (including large doors/garage doors)

• Install tempered glass in all doors and windows and treated Non-combustible Zone and Priority Zone 1; no gaps in ANY doors, OR no windows

10 Underside of the balcony, deck, porch, other building extensions or open foundation

• Ensure balcony, deck, porch, or other building extensions/open foundations are sheathed in with fire resistant/non-combustible materials, or non-combustible siding, no gaps or cracks, OR open heavy timber, non-combustible or fire-rated construction OR non-combustible surface and no combustible debris under deck/extension AND treated Non-combustible Zone, Priority Zone 1 and Priority Zone 2 and slope set-back (if applicable)

11 Building set back from the edge of a slope

• Ensure the building is located on flat ground that extends to the full distance of Priority Zone 2

Critical Structures – Utility Poles, Communications Towers, Pipeline Valve Stations

1 Valve station/substation/ propane tanks

• Ensure a non-combustible surface is continuous under all combustible infrastructure

2 Utility line poles or critical component (weather stations, antennae masts, cellular towers)

• Ensure poles/ support structures are constructed of non- combustible material (metal or concrete)

• Ensure non-combustible or combustible poles or support structures are free of petroleum/ accelerant-based coatings, cracks and gaps where embers may accumulate, lodge, or penetrate and non-combustible surface is continuous under all combustible infrastructure

3

Critical component

• Ensure critical components are not constructed of materials that are susceptible to damage from significant radiant or convective heat fluxes OR Critical components are constructed of materials that are susceptible to damage from significant radiant or convective heat fluxes and Non-combustible Zone and/or Priority Zone 1 and/or Priority Zone 2 are treated.

• Ensure critical components are not constructed of materials that are susceptible to damage from embers OR Critical components are constructed of materials that are susceptible to damage from embers but are free of any gaps, holes or areas where embers could accumulate, lodge, or penetrate.

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Non-Combustible Zone (0 to 1.5 metres)

1 1.5 metres from furthest extent of building or critical structure (includes overhangs, extensions and decks)

• Create non-combustible surface, no combustible debris, materials, fences or plants present

Zone 1 (1.5 to 10 metres)

1 Where flammable substances, or other combustible materials are stored (Vehicles, flammable liquids/ gases, construction materials, debris etc.)

• Make sure there are more than 10 metres from the structure, or in an approved and ember resistant storage container

2 Where unmitigated non-critical outbuildings are located (buildings that are not-mitigated to the same standards as the primary building or critical structure)

• Make sure they are more than 15 metres from primary structure

3 Type of forest that grows within 10 metres of the building, outbuilding or critical structures

• Ensure no trees or healthy deciduous (i.e. poplar, aspen, birch)

4 Surface vegetation and combustible materials that are within 10 metres of the building, outbuildings or critical structures

• Ensure no vegetation; Well-maintained lawn (15 centimetres; 6 inches or shorter); low flammability; low growing discontinuous plants with treated Non-combustible Zone (0-1.5 metres)

Zone 2 (10 to 30 metres)

1 Type of forest that grows within 10-30 metres of the building, outbuilding or critical structures

• Ensure no trees or healthy deciduous (i.e. poplar, aspen, birch)

2 Surface vegetation and combustible materials that are within 10-

30 metres of the building, outbuildings or critical structures

• Ensure none within 10 - 30 metres

3 Low tree branches within 2 metres of the ground

• Remove all within 10 – 30 metres

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Appendix 6 – Funding Requirements for FireSmart Rebate Program

Under the FireSmart Community Funding & Supports program, approved applicants can use grant funding to offer local rebate programs to residential property or home owners that complete eligible FireSmart activities on their properties in the FireSmart Home Ignition Zone which includes the home and surrounding yard area - Non-Combustible Zone and Priority Zones 1 and 2.

Rebates can be used for:

• Retrofitting existing residential structures/properties

• New in 2023 - New residential construction, provided that:

o Construction was completed within past 12 months from date of application;

o Construction follows the Wildfire-Resilience best-practice checklist for home construction, renovation and landscaping;

o Only incremental FireSmart expenditures, limited to activities identified in Table 10, are eligible;

o An eligible assessment is completed when construction is complete

To be eligible for funding, a rebate program must address the goals of FireSmart and follow the requirements outlined below.

Goals of FireSmart

The general goal of FireSmart is to encourage communities and citizens to adopt and conduct FireSmart practices to mitigate the negative impacts of wildfire to assets on public and private property.

Rebate Program Requirements

Approved applicants are required to adhere to the following requirements:

• Rebates are limited to 50% of the total cost of the eligible activities identified in Table 6 and no more than $1,000 per property2

• Areas of higher wildfire risk, such as neighbourhoods adjacent to the forested edge and/or areas that fall in an overall high to extreme category, should be prioritized for rebates. Current plans should be used to decide where to offer a FireSmart rebate program.

• The approved applicant must assess the FireSmart activities that are conducted by the residential property or home owner and review costs (e.g. receipts and/or proof of labour) before approving rebates

To qualify for a rebate:

• The residential property or home owner must have a FireSmart Home Ignition Zone Assessment Score Card of their property conducted by a qualified Local FireSmart Representative or have their home assessed through the Home Partners Program by a qualified Wildfire Mitigation Specialist. The assessment must identify the property in a moderate, high or extreme category (refer to Table 1 – Community Planning for funding eligibility).

• The qualified Local FireSmart Representatives or Wildfire Mitigation Specialist must use the FireSmart Assessment Work Hours Estimate Form to outline mitigation recommendations to the residential property or home owner

• Residential property or home owners can complete the recommended mitigation activities themselves, or hire others to complete the work

• Only activities that are recommended in the completed assessment and that are identified in Table 10, are eligible for the rebate

2 For strata properties, rebates are available for the common property and properties owned by individual owners.

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https://firesmartbc.ca/wp-content/uploads/2020/06/FireSmart-Assessment-Work-Hours-Estimate-Form-PDF-Fillable-FINAL.pdf


Table 10: Eligible Activities for FireSmart Rebate Programs

Home or Structure

1 Roof Material Gutters Vents and Openings

• Install UL/ASTM fire-rated roofing (metal, clay, asphalt shingles)

• Install non-combustible gutters and/or gutter covers

• Remove roof surface tree needles, debris or overhanging branches

• Install closed eaves and/or non-combustible fire-rated vents or vents with 3 mm screening

2 Building Exterior or Siding

• Install ignition resistant (fibre cement board or log) or non-combustible (stucco, metal, brick/stone) exterior siding material

• Repair gaps, cracks or holes where embers could lodge or penetrate

• Provide 15 cm non-combustible vertical ground-to-siding clearance

3 Windows & Doors

• Install tempered glass in all doors and windows

• Replace single pane window glass with multi pane / thermal window glass

• Repair gaps in doors / garage doors where embers could accumulate or penetrate

4 Balcony, deck, porch

• Install non-combustible or fire-rated, solid (no gaps or cracks) deck surface and support construction

• Close up open deck structures or remove all combustibles below deck

Yard / Non-Combustible Zone (0 to 1.5 metres from Home)

5 1.5 metres from furthest extent of home

• Replace combustible surfaces with non-combustible surfaces

• Remove combustible debris, materials, fences or plants

Yard / Zone 1 (1.5 to 10 metres from Home)

6 Adjacent Combustibles

• Move woodpiles, building materials and all other combustibles into Zone 2 or enclose in an outbuilding that meets FireSmart guidelines

7 Outbuildings not meeting FireSmart guidelines

• Relocate outbuildings not meeting FireSmart guidelines more than 10 metres from home or upgrade outbuildings to meet FireSmart guidelines

8 Trees • Replace (with deciduous) or remove coniferous (evergreen) species

9 Surface vegetation and combustible materials

• Cut and maintain grass to less than 10 cm or shorter

• Replace flammable - continuous or tall growing plants with low flammability, low growing, discontinuous plants

• Remove branches, logs and needles, leaves and debris accumulations

Yard / Zone 2 (10 to 30 metres from Home) and Zone 3 (30 to 100 metres from Home)

Note: Zone 3 should not be addressed until the building, Non-Combustible Zone, Zone 1 and Zone 2 have first been addressed. Consider seeking the guidance of a forest professional with wildland fire knowledge on appropriate management options for Zone 3.

10 Trees • Thin coniferous trees or replace with deciduous tree species

• Remove conifer tree branches within 2 metres of the ground

11 Surface Vegetation

• Reduce surface vegetation – long grass and flammable shrubs

• Reduce accumulations of branches, logs and debris

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Appendix 7 – Funding Requirements for Fuel Management Activities

Fuel management treatments are the manipulation or reduction of living or dead forest and grassland fuels to reduce the rate of spread and head fire intensity and enhance the likelihood of successful suppression, generally outside of FireSmart Non-combustible Zone and Priority Zones 1, 2 and 3.

When developing a tactical plan for managing forest fuel to reduce wildfire risk to communities, the best approach is to plan for fuel breaks. Fuel breaks are linear features on the landscape that provide continuity of treatments that allow for the best wildfire management option for an approaching wildfire. The placement of these fuel breaks needs to consider prevailing wind direction, wildfire spread potential and historical wildfire spread in the WUI. BCWS have developed Initial Spread Index/ Wind roses that show that potential for all BCWS weather stations.

Prescribed fire is the planned and controlled application of fire to a specific land area and is one of the most ecologically appropriate means for achieving a variety of land management objectives; examples of which include cultural burning for First Nation’s values, wildfire risk reduction for protection of communities and critical infrastructure, ecosystem restoration, silviculture objectives such as site preparation and habitat objectives.

Indigenous peoples have described a long history and cultural importance of using fire as a stewardship practice on the land. Many Indigenous communities continue to express the importance of fire as a sacred and powerful element, which is why cultural burning remains a time-honoured tradition and critical skill handed down from generation to generation. It is just as much an important ceremonial practice for Indigenous cultures as it is a tool for protecting their communities and shaping the land to their specific needs.

For the purpose of funding, fuel management activities are required to be within municipal boundaries, regional district parks or First Nations land, however contiguous, logical treatment units that extend onto the Crown land base may be considered provided that:

a. Fuel management activities are adjacent to community structures, and

b. Extend no further than one-kilometre from the structure density class greater than 6

Fuel management located exclusively on Provincial Crown land, outside of municipal boundaries, regional district parks or First Nations land, must be coordinated through the Crown Land Wildfire Risk Reduction

Integrated Fuel Management Planning processes led by the Ministry of Forests or BC Parks

Prescriptions

A Fuel Management Prescription is a document that identifies the objectives and strategies to lower the wildfire hazard in an identified area. Prescriptions ensure that proposed treatments include clearly defined objectives for fuel management that will result in a measurable reduction in the wildfire risk to a value while meeting all legislated and non-statutory requirements. Updating prescriptions for maintenance treatments is also eligible for funding. Applicants should ensure that separate treatment units are created for projects that cross jurisdictional boundaries.

Fire effects monitoring pre burn should occur prior to a prescription being developed as the data informs the prescription and the burn plan development.

Prescriptions that are part of phased projects or that have been funded outside of CRI are required to undergo a technical review by the BCWS Wildfire Prevention Officer/Prevention Specialist or FNESS Mitigation Specialist/Liaison. Adequate time (at least 30 days) is required for technical review to be completed prior to submitting an application or planning for the initiation of the fuel treatment component of a phased project.

When an approved project includes multiple prescriptions, it is preferred that all completed prescriptions are submitted at the same time. Prescriptions that include Crown land and other tenure types (e.g. local

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https://www.for.gov.bc.ca/ftp/HPR/external/!publish/Website/ISI%20Roses/



government land) should ensure distinct treatment units are used to separate Crown land components in order to meet the requirements for mapping and spatial data.

Burn Plans

A burn plan is a documented plan prepared in advance of a prescribed fire that describes the objectives, burn operations, mitigation plan and post-fire monitoring of the open fire. Approved applicants must utilize the BCWS Prescribed Fire Burn Plan Template. (Note: per Appendix 1a of the template – Burn Plan Signature Sheet, the BCWS Fire Centre Manager or designate is required to approve the burn plan). A completed prescription endorsed by the Land Manager is required prior to initiating a Burn Plan.

Where development of a burn plan is a proposed activity, applicants must contact the appropriate fire centre and fire zone to determine how burn plan development will proceed. During this discussion, it may be determined that there will be a collaborative approach to burn plan development with BCWS as an active participant or BCWS may only review and approve the plan. Engaging early will help BCWS assess available capacity towards burn plan development.

Eligible Prescription/Burn Plan Development Costs & Activities:

• Activities related to prescription development (e.g. approved Canadian wildfire modelling, pre-burn fire effects monitoring or stakeholder engagement)

• Activities related to burn plan development including identification of values in containment areas, additional data collection requirements and engaging with burn specialists

• Pre-burn fire effects monitoring

• Required professional assessments (e.g. geotechnical, archaeological, fire ecologist, range agrologist, etc.)

• Information sharing with First Nations, as required by the Land Manager

• Site evaluation, including field reconnaissance, wildfire threat assessment plots, data collection as outlined in prescription guidance document and the evaluation of site access

• Lay out and traversing of proposed areas for treatments

• Preparation of all final report requirements, including maps, spatial data and metadata

Treatments

Activities may include treatments such as thinning, spacing and pruning trees, and removal of woody debris and needles (i.e. surface fuel) from the forest floor. As outlined in the 2022 BCWS Fuel Management Prescription Guidance, treatments focus on reducing the potential for sustained ignition and crown fire initiation by reducing surface fuel loading to achieve potential surface fire intensity levels below 2,000 kilowatts per metre and/or below the critical surface intensity. As onsite dispersal of wood chips generally does not meet the 2,000 kilowatts per metre requirement, this activity is not eligible for funding. Instead, applicants should consider alternative activities such as pile and burn or off-site debris disposal.

Maintenance treatments (generally for areas that have had fuel management treatments in the last 5 to 15 years) are eligible for funding. Applicants should discuss any proposed maintenance activities with the BCWS Wildfire Prevention Officer/Prevention Specialist or FNESS Mitigation Specialist/Liaison to ensure that the requirements for a new or updated fuel management prescription are addressed and to identify where the Crown Land Wildfire Risk Reduction stream will fund projects that are located outside of municipal and First Nations boundaries.

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https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/wildfire-status/prescribed-burning/appendix_1_-_prescribed_fire_burn_plan_template.docx

https://www2.gov.bc.ca/gov/content/environment/natural-resource-stewardship/consulting-with-first-nations


Cultural and Prescribed Fire

Cultural and prescribed fire activities primarily for community wildfire risk reduction objectives are eligible for funding under the fuel management activity. Due to relatively narrow burn windows associated with weather and site conditions, as well as timelines associated with fire hazard abatement requirements, it is anticipated prescribed fire will be more appropriate and common as a maintenance treatment than as part of the initial suite of treatments.

Where operational implementation of a burn plan is a proposed activity, approved applicants must contact the appropriate fire centre and fire zone to determine how implementation will proceed. BCWS should be looked to first to carry out the prescribed burn project, either in a leading or assisting role. By accessing BCWS personnel, approved applicants will be utilizing the agency with certified practitioners and crew for implementation. Proponents may consider utilizing BCWS personnel in partnership with First Nations, local fire departments, contract crews, etc. Upon confirmation of BCWS involvement, BCWS personnel costs should not be included in the funding application as those costs will be covered by the province.

Eligible Fuel Treatment Costs & Activities:

• Pre-treatment activities: activities required to obtain authorizations, danger tree assessments, notification to First Nations and stakeholders and public engagement activities

• Treatments:

o Pruning, thinning, tree falling, brushing, grazing, debris management (e.g. chipping and off-site debris disposal, pile and burning) and/or reforestation

• Post-treatment activities: completion of post treatment data collection, signage and post treatment report including fire effects monitoring

• Preparation of all final report requirements, including maps, spatial data and metadata, including a post treatment report

In addition, when prescribed fire is undertaken as a fuel management activity for community wildfire risk reduction, the following costs and activities are eligible:

• Burn preparation activities including fire weather index monitoring activities, public notification and preparing black lines. Note: pre-burn costs are eligible costs if no burn window is achieved.

• Burn day activities including spot forecasts, equipment set up and transport (may include aerial ignition) and traffic control

• Post-burn activities including post-burn fire effects monitoring, surveys, mop up and final reporting. A budget estimate based on mop-up requirements within the approved burn plan should be included. Where an increased level of mop-up (e.g. 100%) is required as indicated by the Burn Boss, in consultation with BCWS, include a contingency cost estimate as a separate budget line item in preparation of potentially dynamic mop-up conditions.

Phased Projects

Applicants can apply for fuel management projects that include prescription and/or burn plan development and fuel management treatment, including prescribed burns, for the same treatment unit(s) provided that sufficient detail on estimated treatment size and post-treatment outcomes are included. Under the FireSmart Community Funding & Supports program, this is considered a phased project and specific funding conditions will apply.

Application Requirements

In addition to the required application materials for the FireSmart Community Funding & Supports program, projects that include fuel management activities are required to submit:

• Worksheet 2: Proposed Fuel Management Activities and all required attachments

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• Overview/cumulative map of the community, previously completed treatments, proposed treatments for this application, and planned future treatments

• PDF map and Google Earth compatible KML file, at appropriate scale, outlining the area of interest, proposed treatments units, land status and tenure overlaps

• If available, current, wildfire threat assessment plots and/or fuel loading data and rationale for the proposed treatment unit(s) (see Fuel Management Prescription Guidance document for more information)

• For fuel management treatments only:

o Completed, signed prescription. Unless the proposed treatment is a phased project, the completed, signed prescription must be submitted with the application in order to have the treatment considered for funding.

o For prescribed fire, completed, signed burn plan in addition to Fuel Management Prescription

o Project spatial layers as defined in Section I of Appendix 8

Interim Report Requirements for Phased Projects Only

Applicants with phased fuel management projects are required to submit an interim report before fuel management treatments commence.

The interim report includes the following:


• Copy of the Burn Plan that is signed by the qualified professional (for prescribed fire only)

• Confirmation that First Nations information sharing has been completed (for Crown land only)

• Maps and spatial data as required in Appendix 8

The prescription and/or burn plan will be reviewed by the BCWS Wildfire Prevention Officer/Prevention Specialist or FNESS Mitigation Specialist/Liaison and must be supported prior to initiation of the fuel management treatment. Treatments that have been initiated prior to an approved technical review may not be eligible for further funding.

In addition, in order to receive authorizations for the treatment, the land manager will require the completed prescription/burn plan, as well as additional information.

Final Report Requirements

In addition to the required final report materials for the FireSmart Community Funding & Supports program, projects that include fuel management activities are required to submit the following:

Table 11: Fuel Management Final Report Requirements

Fuel Management Prescriptions and Burn Plans (for prescribed fire)

Fuel Management Treatments, including prescribed fire

Copy of the fuel management prescription that is signed by a Registered Forest Professional including all ancillary assessments (e.g. terrain stability).

Copy of the Burn Plan that is signed by the qualified professional (e.g. fire behaviour speciality, burn boss or otherwise).

Post-treatment wildfire threat assessments or data collection as outlined in Fuel Management Data Collection Standard and the Fuel Management Prescription Guidance document.

Post- treatment report with updated survey data collection as per direction above, summary of post treatments conditions and fire behaviour outcomes and relationship to prescription treatment objectives.

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https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/wildfire-status/prevention/fire-fuel-management/fuels-management/fuel_management_survey_data_collection_standard.pdf

https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/wildfire-status/prevention/fire-fuel-management/fuels-management/fuel_management_survey_data_collection_standard.pdf

https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/wildfire-status/prevention/fire-fuel-management/fuels-management/2022_fuel_management_prescription_guidance.pdf

https://www2.gov.bc.ca/assets/gov/public-safety-and-emergency-services/wildfire-status/prevention/fire-fuel-management/fuels-management/2022_fuel_management_prescription_guidance.pdf


Fire effects monitoring pre burn, and fire effects monitoring post burn reports

Pre and post treatment pictures

PDF maps, at appropriate scale, as identified in Appendix 8

PDF maps, at appropriate scale, as identified in Appendix 8

Spatial data for Provincial Crown land completed prescriptions and treatments is required to be entered into RESULTS and the Activity Treatment ID is required as evidence of a successful RESULTS entry. Please refer to the “RESULTS Information Submission Specifications: Government Funded Activities” document found in the “Submission Specifications Data Requirements” section.

For local government or First Nations land (i.e. non-Provincial Crown land), spatial data is required, as identified in Appendix 8.

Spatial data for Provincial Crown land completed prescriptions and treatments is required to be entered into RESULTS and the Activity Treatment ID is required as evidence of a successful RESULTS entry. Please refer to the “RESULTS Information Submission Specifications: Government Funded Activities” document found in the “Submission Specifications Data Requirements” section.

For local government or First Nations land (i.e. non-Provincial Crown land), spatial data is required, as identified in Appendix 8.

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https://www2.gov.bc.ca/gov/content/industry/forestry/managing-our-forest-resources/silviculture/silviculture-reporting-results/business-and-policy-documentation





Appendix 8: Requirements for Maps & Spatial Data

Large format georeferenced PDF maps that clearly represent (at a suitable scale) the following required content and spatial data submissions, including metadata, are required as part of the final report requirements for CWRPs/CWPP updates and fuel management activities.

Provincial Crown land: treatments are required to be entered into RESULTS and the ACTIVITY_TREATMENT_UNIT_ID (ATU ID) will be required as evidence of a successful RESULTS entry. Please refer to the RESULTS Information Submission Specifications: Government Funded Activities.

A. Summary of Map & Spatial Data Requirements

Table 12: Maps and Spatial Data

Maps Spatial Data Layers & KMZ Notes

CWRPs • Area of Interest (AOI) and VAR

• Local Fire Risk

• Proposed Fuel Treatment Units

• AOI

• PROPOSED_TREATMENT

• FCFS_WUI

Refer to Part B and C for maps

Refer to Part F, G, and I for spatial data

Fuel Management Prescriptions including prescribed fire

• Fuel management Prescription

• PRESC_PROJECT_ BOUNDARY

• PRESC _TREATMENT_ UNIT

Refer to Part B and D for maps

Refer to Part F, H and I for spatial data

Fuel Management Treatments, including demonstration projects

• Fuel Management Treatment

• OP_PROJECT_ BOUNDARY

• OP_TREATMENT_UNIT

• OP_STAND_ TREATMENT

• OP_DEBRIS_MGMT

Refer to Part B and E for maps

Refer to Part F, H and I for spatial data

B. Mandatory Requirements for All Maps

• Descriptive title

• Scale (as text or scale bar)

• North arrow

• Legend

• CRI Project number and proponent name, consultant and GIS company name

• Date

• Reference data such as roads, railways, transmission lines, pipelines, water bodies and rivers/creeks

• Compress map files to reduce unnecessary large file sizes

C. Required Maps for CWRPs

MAP 1: Area of Interest (AOI) and VAR

• CWRP AOI

• Land ownership and administrative boundaries (Municipal, Federal, Private, Parks, Crown, etc.)

• Relevant tenures such as range, woodlots, community forest areas

• Fire Department Boundaries

• Proposed and completed fuel treatments

• FireSmart areas, Wildfire Hazard Development Permit Areas

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• Values at risk (critical infrastructure)

• High environmental and cultural values

• Hazardous values at risk

MAP 2: Local Fire Risk

• CWRP FCFS WUI one-kilometre buffer

• PSTA Threat or Modified Local Level Polygons

• Hectares of each PSTA Threat Class or Modified Local Level Threat Class must be stated on the map in a table

MAP 3: Proposed Fuel Treatment Units

• CWRP AOI

• Land Status and tenure overlaps e.g. range, woodlots etc.

• Proposed fuel treatment units, labelled by PROPOSED_TREATMENT_ID

• Previously completed treatments, labelled by year

• Hectares of Proposed Fuel Treatments in a table on map (PROPOSED_TREATMENT_ID, AREAHA)

D. Required Map for Fuel Management Prescriptions

• PRESC Project Boundary with land status and tenure overlaps (e.g. range, woodlots, area-based tenures)

• Access including proposed roads, and stream crossings

• Values including any reserves, wildlife habitat areas, or critical infrastructure

• Streams, wetlands, lakes including the class and identification number/name

• Areas of safety concern (steep slopes).

• PRESCRIBED_TREATMENT_UNIT (labelled by TREATMENT_UNIT_ID)

• Access including existing/proposed roads, trails and stream crossings

• Previously completed treatments if applicable (labelled by year)

• Table with all areas identified in Treatment Unit Summary, including treatment regime and hectares (from the signed Fuel Management Prescription doc)

• Wildfire Threat Assessment plots / labelled by PLOT_NUMBER

E. Required Map for Fuel Management Treatment

• OP project boundary with land status and tenure overlaps (e.g. range, area-based tenures woodlots)

• OP_TREATMENT_UNIT (labelled by TREATMENT_UNIT_ID)

• Stand treatment and debris management activity

• A table of total net project boundary hectares, and Stand and Debris activity summarized by individual treatment unit hectares

• Previously completed treatments if applicable (labelled by year)

• Wildfire Threat Assessment plots / labelled by PLOT_NUMBER

F. Spatial Data Requirements

The Province of BC uses ArcGIS 10.6 and all spatial data submissions must be compatible with ArcGIS 10.6. In addition, some feature layers as identified in the table below, are also required in a KMZ format.

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Spatial data must conform to the following general formats, naming conventions and standards.

1. Data Format and Naming Conventions: Data must be submitted in a File Geodatabase (FGDB) and KMZ format and must conform to the conventions for feature dataset names, feature class names, attribute names, and attribute values as identified in the Specific Submission Requirements by Project Type section below. It is strongly recommended that you use the template FGDB in order to facilitate meeting this requirement.

FGDB and KMZ names must adhere to the following naming standard:

< Local Government/First Nation Band Number>_<ProjectTypeAndDescription>

For example: PrinceGeorge_CWRPNorthPG.gdb

PrinceGeorge_CWRPNorthPG.KMZ

FN699_CWRPNorthPG.gdb

FN699_CWRPNorthPG.KMZ

2. FGDB Projection: The projection standard is NAD_1983_BC_Environment_Albers (EPSG:3005), with parameters of:

Central meridian: -126.0° (126°00’00” West longitude)

Latitude of projection origin: 45.0 (45°00’00 North latitude)

First standard parallel: 50.0° (50°00’00” North latitude)

Second standard parallel: 58.5° (58°30’00” North latitude)

False easting: 1000000.0 (one million metres)

False northing: 0.0

Datum: NAD83, based on the GRS80 ellipsoid.

3. Data Quality: Submitted data must meet general data quality guidelines to ensure corporate data quality standards are met. Data with slivers, gaps between adjacent polygons, and geometry or topology errors shown as overlaps will not be accepted.

4. Metadata: Metadata must be provided for all spatial layers. The metadata standard is FGDC and is required to be submitted in .xml format. Metadata must document the following:

a. A description of what each dataset represents for all datasets provided in addition to what is outlined in the individual project sections.

b. A description of each attribute and the codes/values used to populate it for all attributes provided in addition to what is outlined in the individual project sections.

c. Data Source information including where the data came from, the currency of the information and source contact details for potential follow-up.

d. For resultant datasets, metadata must also include the methodology and source data used in the creation of the resultant, the date of creation, and contact details for the person who created it.

5. Submission: The method for spatial data submission is a file geodatabase (FGDB) compressed into a zip file and KMZ file(s). KMZ files are to be saved with symbology (i.e. similar to what is displayed on the required maps).

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Additional notes about CWRP submissions:

• All spatial layers in addition to those identified in this guide, that are a key component of the CWRP maps or plan, must be included as part of the spatial submission and must include metadata.

• If more than one data collection method was used, please choose the value that best represents how the information was captured.

• CWRP hectares on maps and documents must match those submitted spatially.

Additional notes about Fuel Management and Prescription submissions:

• The prescription_ operational project boundary represents the net operational area.

• One single or multi part polygon must be submitted for each treatment unit and/or activity.

• Project boundary, treatment unit and spatial hectares must match the net hectares stated on the maps and in the final report, or worksheet 2 for fuel treatments.

• Provincial Crown land: treatments will be required to be entered into RESULTS.

Please note: Spatial data submissions will be evaluated against these criteria. The final report and payment of grant funding will not be approved until all of these criteria are met.

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Specific Submission Requirements by Project Type

G. Community Wildfire Resiliency Plan

Feature Layer Name

KMZ Feature Layer Description

Mandatory Attributes Attribute Description

Attribute Details

(Data type, length)

AOI YES CWRP area of

interest

DATA_COLLECTION_DATE Date spatial data was collected Date (DD/MM/YYYY)

DATA_COLLECTION_METHOD Method of spatial data collection (ex. GPS, digitized, etc.). See Table 1

Text, 45

AREAHA Area in hectares Double

FCFS_WUI YES

Fire Smart Community Funding & Supports program

1km WUI

DATA_SOURCE Origin of FCFS_WUI source. e.g. "WUI 2017" or for updated buffers suffixed with applicants name e.g. CWRP - Cariboo RD

Text, 75

DATA_COLLECTION_DATE Date the spatial data was collected Date (DD/MM/YYYY)


Text, 45


PROPOSED_ TREATMENT

YES Proposed gross treatment area

PROPOSED_TREATMENT_ID Unique proposed treatment identifier Text, 7



Text, 45


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H. Specific Submission Requirements for Fuel Management and/or Prescription

Fuel Management Prescription

Feature Layer Name KMZ Feature Layer Description


Attribute Details

(Data type, length)

PRESC _PROJECT_ BOUNDARY

YES

Single or multi-part dissolved polygon

layer defining the net area under prescription



Text, 45


PRESC _ TREATMENT_UNIT

YES Prescription

treatment units

TREATMENT_UNIT_ID Treatment Unit ID Text, 10

CURRENT_FUEL_TYPE Current treatment unit fuel type. See Table 2 Text, 15

CURRENT_STEMS_PER_HA Current treatment unit density stems per hectare Long integer

LOCATION_NAME Geographic description of treatment unit Text, 50



Text, 45


Fuel Management Treatment



Attribute Details

(Data type, length)

OP _PROJECT_ BOUNDARY

YES

Single or multi-part dissolved polygon

layer defining the net operational area



Text, 45


OP_TREATMENT_ UNIT

YES

Operational treatment units

TREATMENT_UNIT_ID Treatment Unit ID Text, 10

POST_STEMS_PER_HA Current treatment unit density stems per hectare Long integer

LOCATION_NAME Geographic description of treatment unit Text, 50


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Attribute Details

(Data type, length)


Text, 45


OP_STAND_ TREATMENT

YES Operational stand

treatment area

STAND_TREATMENT_ TECHNIQUE

Broad category of technique used for stand treatment activity. See Table 3

Text, 20

STAND_TREATMENT_METHOD Method used to perform treatment activity. See Table 3

Text, 20

STAND_TREATMENT_END_ DATE

Date stand treatment activity completed. Date (DD/MM/YYYY)


DATA_COLLECTION_METHOD

Method of spatial data collection (ex. GPS, digitized, etc.). See Table 1

Text, 45


OP_DEBRIS_MGMT YES Operational debris management area

DEBRIS_MGMT_TECHNIQUE Broad category of technique used for debris management activity. See Table 4

Text, 20

DEBRIS_MGMT_METHOD Method used to perform debris management activity. See Table 4

Text, 20

DEBRIS_MGMT_END_DATE Date debris management activity completed Date (DD/MM/YYYY)



Text, 45


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I. Attribute Value Reference Tables

Table 1: Data Collection Method

DATA_COLLECTION_METHOD DESCRIPTION

differentialGPS The data was captured with a differential GPS unit, or was post-processed with information received from known reference stations, to improve data accuracy.

Digitizing The data was converted from an analog map into a digital format using a digitizing tablet connected to a computer.

GISAnalysis The data was created as a result of a GIS Analysis.

nondifferentialGPS The data was captured with a GPS unit but was not post-processed or was captured with a GPS unit incapable of doing differential GPS.

orthoPhotography The data was delineated from an orthophoto (aerial photography).

Photogrammetric The data was delineated using photographs or images in stereo pairs

satelliteImagery The data was delineated from a satellite image.

sketchMap The data was hand sketched, either on an analog map or on-screen.

tightChainTraverse The data was surveyed with a hand compass and chain to create a closed traverse.

Table 2: Fuel Type

FUEL_TYPE DESCRIPTION

C-1 C-1 Spruce Lichen Woodland

C-2 C-2 Boreal Spruce

C-3 C-3 Mature Jack or Lodgepole Pine

C-4 C-4 Immature Jack, Lodgepole Pine, densely stocked Ponderosa Pine, or Douglas Fir

C-5 C-5 Red and White Pine

C-6 C-6 Conifer Plantation

C-7 C-7 Ponderosa Pine or Douglas Fir

D-1/2 D-1/2 Green or Leafless Aspen or Deciduous shrub

S-1 S-1 Jack or Lodgepole Pine slash

S-2 S-2 White Spruce, Balsam slash

S-3 S-3 Coastal Cedar, Hemlock, Douglas-Fir slash

O-1a/b O-1a/b Matted or Standing Grass

M-1/2 M-1/2 Green or Leafless Mixedwood

M-3 M-3 Dead Balsam Fir Mixedwood – leafless

M-4 M-4 Dead Balsam Fir Mixedwood – green

Non-fuel Non-fuel

Unclassified Unclassified

Water Water

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Table 3: Stand Treatment Technique:

STAND_TREATMENT_TECHNIQUE STAND_TREATMENT_METHOD

Prescribed Fire Broadcast Burn

Pruning Hand

Tree Felling Hand

Tree Felling Mechanical

Thinning Hand

Thinning Mechanical

Planting NA

Table 4: Debris Management Technique:

DEBRIS_MGMT_TECHNIQUE DEBRIS_MGMT_METHOD

Prescribed Fire Pile Burning

Prescribed Fire Broadcast Burn

Debris Management NA

Debris Removal Removal

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TOWN OF PRINCETON

REPORT TO: Lyle Thomas, Chief Administrative Officer FOR: Special Meeting PRESENTED: June 29, 2022 FILE: FROM: James Graham, Director of Finance SUBJECT: Purchase of a 2022 Ford F-150 Pick Up Truck Recommendation: THAT Council authorize spending up to $44,370 + applicable taxes to purchase a 2022

F-150 pick up truck for municipal operations as authorized under the New Vehicles / Public Works Equipment category of the Capital Plan of the 2022-2026 Five Year Financial Plan with the source of funds for the capital spending project is financing through the Equipment Financing Program of the Municipal Finance Authority;


under Section 175 of the Community Charter, from the Municipal Finance Authority for the purposes of purchasing a 2022 F-150 pick up truck for municipal operations;

AND THAT the loan be repaid within 5 years, with no rights of renewal

1. Purpose:

To purchase a vehicle for municipal operations.

2. Time Critical:

The dealership proposed to purchase the vehicle from is holding the vehicle for the Town until June 30, 2022.

3. Background:

The proposed vehicle will be used for recreation and public works purposes to facilitate travel for the Arena Supervisor to fulfil various duties in the summertime around Town at public facilities doing small building projects, painting, pool maintenance, campground maintenance, Town Hall maintenance, and other duties as required. Wintertime use would involve a vehicle to procure goods from local vendors for the arena as required. There are no excess vehicles currently available for use for Town operations.

The 2022-2026 Five Year Financial Plan calls for the source of funds for a capital purchase under the New Vehicles/PW Vehicles capital plan to be Equipment Financing through the Municipal Finance Authority. The vehicle would be financed over the course

AGENDA ITEM #6.3

Purchase of a 2022 Ford F-150 Pick Up Truck Page 149 of 160

Page 2

of five years, much like a conventional car loan would be used for a purchase of a vehicle in a traditional commercial setting. The current interest rate for said purchase is 1.78%, making the details of the purchase as follows:

Cost of Vehicle: $49,694.40 Payment per Month: $866.26 (or $10,695.08 per annum) Total Cost of Borrowing: $51,975.42 Total Cost of Interest: $2,281.02 (or $456.20 per annum)

As the Equipment Financing Program is a variable rate product, the interest rate is subject to change monthly. The details listed above will float to ensure that the loan is paid off within the five year timeline.

4. Financial Implications:

Financial plan has provisions for the interest payments through the Public Works budget. The borrowing limitations are well within statutory amounts.

5. Policy Implications:

There are no policy implications to this report.

6. Recommendation and Alternatives to Staff Recommendation:

Recommendation:

THAT Council authorize spending up to $44,370 + applicable taxes to purchase a 2022 F-150 pick up truck for municipal operations as authorized under the New Vehicles / Public Works Equipment category of the Capital Plan of the 2022-2026 Five Year Financial Plan with the source of funds for the capital spending project is financing through the Equipment Financing Program of the Municipal Finance Authority;


under Section 175 of the Community Charter, from the Municipal Finance Authority for the purposes of purchasing a 2022 F-150 pick up truck for municipal operations;

AND THAT the loan be repaid within 5 years, with no rights of renewal

Alternative 1:

Another course of action deemed appropriate by Council.

Attached: Proposal for vehicle from Metro Motors

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RECEiVEDJune 14, 2022 JUN 27 2022

Dear Mayor and Council, TOWN

OF PRINCETONPlease find enclosed my request for a rainbow crosswalk, sent to you last year. I am re-submitting this idea, since I never heard back. I realize a lot is going on in Princeton, and manythings need to be done and/or repaired. However, I think it would be a nice gesture if the Townof Princeton could see their way clear to having at least one rainbow crosswalk to show theTown is inclusive and supports people of all stripes (so to speak).

I look forward to hearing from you,

Sincerely,

Nienke Klaver

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Letters from Nienke Klaver Request for a rainbow crosswalk in the Town o... Page 157 of 160

Page 158 of 160

Nienke KlaverBox 257Princeton,BCVOX1WO

June 14, 2021

Princeton Mayor and CouncilPrinceton Town OfficeP.O. Box 670Princeton,BCVOX1WO

Proposal: Rainbow Crosswalk

Dear Mayor and Council,

In June 2015, Princeton Mayor and Council agreed to a proposal to have a RainbowCrosswalk on Bridge Street. Although this created some controversy, it generally waswelcomed and we have anecdotal evidence that it was much appreciated by visitors.

With this in mind, a group of community minded residents feels it is time to honour andrecognize LBGTQ+ people again and make them feel welcome in Princeton, both asresidents and as visitors.

We propose to have one or more crosswalks in Princeton painted with street gradepaint in the colours of a rainbow with white stripes on the outside. The colours would beas follows: pink, red, orange, yellow, green, light blue, dark blue, and purple.

Some other reasons besides making LBGTQ+ people feel welcome, are:• it brightens up our town• it gives the message that Princeton supports human rights and sexual diversity• it shows that Town Council does not tolerate discrimination• it identifies Princeton as an open-minded and compassionate town where every-

one is welcome- June is LGBT Pride month

The undersigned are requesting your approval to move forward with this proposal andask for your support to complete this project.

Sincerely, _

£"^-—---

Nienke Klaver - ^—- --•-

P.S. Two of the signees also suggested the addition of a feather crosswalk in light ofthe discovery of the 215 children in Kamloops. Maybe something to keep in mind aswell?

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P.P.S. Another idea that was suggested: banners on the light posts. They would be verycolourful, relatively long-lasting, and could be swapped out regularly to recognizedifferent (LGBTQ, First Nations, Immigration, etc) issues.

Other signees:

• Chris Jennings• Johanna Nott• Birch Parlee• Rhianfa Riel• Finnian E Burnett• Joy Van Stralen• RhondaCaron• Heather King• Dawne Ashby Graves• Saskia Roland• Rob Rubis

AGENDA ITEM #9.1


Documents

Special Meeting Agenda - 29 Jun 2022 - Agenda - Pdf