City of Rossland Annual Report 2014...• Maintain parcel, OCP, Zoning and Infrastructure data • Online Mapping • Public enquiries • Operations and Asset Management support Heritage

City of RosslandAnnual Report

2014

Rossland Court HousePhoto Credit: Dave Cornelius

Table of Contents

INTRODUCTION AND MESSAGES City of Rossland Mayor and Council & Committee Appointments 3 Message from the Mayor 4 Message from the Chief Administrative Officer 5 STRATEGIC PLAN AND PRIORITIES Strategic Plan– Issues and Updates 6 MUNICIPAL DEPARTMENTS Corporate Services 15 Planning 16 Building Inspection 17 Operations/Infrastructure and Facilities 19 Recreation 27 Finance 30 FINANCIAL SECTION 2014 Property Tax Exemptions 31 2014 Audited Financial Statements 32

• Responsibility For Financial Reporting 33 • Auditors’ Report 34 • Consolidated Financial Statements 36 • Notes to Consolidated Financial Statements 50 • Supporting Schedules

COMMISSIONS OF COUNCIL Sustainability Commission 2014 Year-End Report 62 Heritage Commission 2014 Year-End Summary 81 STATISTICAL SECTION GHG Emissions 82 Carbon Neutral Reporting (Year End Dec.31, 2013) 84

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Mayor and CouncilCommittee Appointments

Mayor Kathy Moore• Community Groups Committee• Administration and Compensation Committee• Communications Committee• Rossland Broadband Initiative Committee• Public Works Committee• Sewage Committee (LWMP2)• Fire Services Review Committee • Council Representative to the Regional District Kootenay

Boundary (RDKB)

Councillor Aaron Cosbey• Education Committee• Rossland Broadband

Initiative Committee• Fire Services Review

Committee• Collective Bargaining

Committee• Alternate Liaison to the

Sustainability Commission

Councillor John Greene• Liaison to the Heritage

Commission• Liaison to the Design Review

Panel• Liaison to the Rossland

Historical Museum and Archives Association

• Public Safety Advisory Committee and Emergency Management Committee

• Alternate Liaison to Tourism Rossland

Councillor Marten Kruysse• Liaison to the Chamber of

Commerce• Liaison to Tourism Rossland• Public Works Committee

Rossland

Councillor Lloyd McLellan• Liaison to the Rossland Public

Library• Administration and

Compensation Committee• Sewage Committee (LWMP2)• Fire Services Review

Committee• Collective Bargaining

Committee• Alternate Representative to

the RDKB

Councillor Andy Morel• Liaison to the LCCDT• Community Groups

Committee• Fire Services Review

Committee

Councillor Andrew Zwicker• Liaison to the Sustainability

Commission• Community Groups

Committee• Communications Committee

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Message from the MayorOn behalf of the City of Rossland’s Council and staff, it is with great pleasure that I present the Annual Report for 2014. Our small bustling city had another very busy year. In addition to looking after the core functions of our municipality, we supported economic development initiatives, improved governance, fostered regional cooperation and established better land use policies.

Both local and regional economic development initiatives were advanced by the City’s endorsement and funding of the Lower Columbia Community Development Team Society’s activities. The City also supported the efforts of Tourism Rossland to provide both local and long-range shuttle services during ski season. By approving the application for use of municipal water for snowmaking, the City is helping Red Mountain Resort to become a regional athletic training facility.

As a result of an earlier request by City Council, Rossland was the subject of two performance audits by the Provincial office of the Auditor General for Local Government. The audits provided some key lessons and helpful suggestions that the City has adopted to improve our service to our citizens and to ensure that we are providing good value for our taxpayer’s money.

Moving forward into 2015, as a result of the audits, we have made improvements in our financial reporting and our capital project management procedures. We have incorporated a number of suggestions that had been made by our municipal auditor, as well as, to increase the transparency and effectiveness of our operations. We have taken a close look at our procurement and tendering processes and are working to make improvements in these areas as well.

By finally coming to an agreement with our neighbouring local governments on sewage, we have brought some contentious issues to a close. The three partners worked out a deal for the cost sharing of our sanitary sewer line across the Columbia River and an agreement to base costs on actual flows. This was a huge accomplishment for 2014.

By creating multi-family design guidelines we have improved our land use policies. Council gave the green light to two community initiatives that will be a benefit to Rossland for years to come: The restoration of a significant wetland and the creation of an outdoor classroom and “learning forest” will be constructed in 2015.

The November 2014 election brought a big change to the governing body of our city and the new council has enthusiastically taken up their duties. With fresh ideas and a collaborative approach, we are confident that much more progress will be made in the years to come.

Kathy MooreMayor

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Message from the Chief Administrative Officer

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On behalf of the employees of the City of Rossland, I am pleased to present our 2014 Annual Report. The City's administrative staff and public works'crews fielded and responded to hundreds of routine and incoming tasks, each with a degree of urgency. Working constantly within an atmosphere of multiple, competing demands each day of the year earns City staff a well-deserved "Thank you," for their efforts in 2014.

The City also underwent extensive scrutiny in 2014 during the Auditor General of Local Government's (AGLG) audit and has since addressed the inconsistencies highlighted in the AGLG report. Improvements in recording and reporting have been implemented, with a strong focus on transparency.

The administrative staff and public works crews deliver a full suite of services to the community, with an emphasis on budget. Throughout the year as the seasons change, so do the responsibilities: from snow clearing to street sweeping, to recreation programming and setting the annual budget, to handling building permits and development applications, to pursuing grant funds and training for emergency management, and ultimately, reporting all to Council. It's all about making the most with the resources provided while remaining approachable, reliable and responsive to citizens.

The City also manages its two utilities, water and sanitary sewer, which, along with the roads, together are the most critical pieces of infrastructure. While these can be taken for granted, some sections are quite old and require staff to dedicate a significant time to maintain them to an acceptable standard. The planning of and budgeting for infrastructure improvements is a constant high priority, requiring call-out crews for older lines which periodically malfunction. In this regard, residents will note that the City is annually budgeting and scheduling incremental improvements on key road and underground infrastructure.

The 2014 year included more work on the Liquid Waste Management Plan for the inter-municipal sanitary sewage system, including a new agreement on cost-sharing for the treatment plant’s annual operation and maintenance. Residents also are aware that regional recreation discussions continued, with a resolution remaining as an outstanding item. Planned improvements to the Museum, Library and Miners Hall were also initiated by committed volunteers and supported by City staff.

The November 2014 elections closed out the year, with a full-changing of positions: 6 new Councilors and one new first-term mayor. To both Mayors and Councilors, former and current, there’s a sincere appreciation from staff for the time dedicated. There are also dozens of volunteers who have repeatedly stepped forward in 2014 to assist in community activities; their efforts are well recognized and valued by all City staff.

Sincerely,

Michael Maturo, Interim Chief Administrative Officer

Strategic Plan-Issues and Updates Year End December 31, 2014

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Strategic Plan – Continued

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Municipal Departments Administration & Corporate Services

Mike Maturo, Interim Chief Administrative OfficerCynthia Añonuevo, Deputy Corporate OfficerLaurie Karn, Administrative Clerk

Administration and Corporate Services works closely with Council to provide necessary information and the tools to promote effective decision making in an open and accountable manner.

Corporate Services is the primary access point for citizens and outside agencies wishing to communicate or interact with Council. We strive to provide accessible, friendly and effective procedures to assist with the flow of information. Customer Service and Service Quality continued to be the focus of 2014.

Corporate Services provides the statutory function of the Corporate Officer, which facilitates Council business by:

• Preparing minutes and agendas• Composing, reviewing and providing advice on municipal bylaws and policies• Initiating the follow-up action to Council decisions• Administering Freedom of Information and Protection of Privacy Act requests• Managing the City’s legal contracts and agreements• Administering Local General Election and School Board Election• Bylaw Enforcement services• Special service management including Resort Municipality Initiative, • Providing administrative support to the Sustainability Commission and the

Heritage Commission.

Council meetings are held on the 2nd and 4th Mondays of each month and can be viewed the day following the meeting on the City’s web page www.rossland.ca.

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Municipal Departments Planning

Stacey Lightbourne, Planner

The Planner is responsible for:

Long range planning and sustainability • Coordinate implementation of Sustainability Plan(2008) and the Official

Community Plan as well as any updates and amendments to these long range plans. Examples include climate change adaptation initiatives, trail network initiatives and Indicator Monitoring Project

Current planning - Land use and development bylaws and applications• Administering the Zoning Regulations, Official Community Plan, other relevant

regulations along with ensuring all land development proposals meet the provisions of the Land Title Act and related statutes.

• Assisting the public with the application of all Land Use Regulations. • Approving Officer – Reviews and approves subdivisions.

Municipal land related services:• Land acquisition• Land sales• Road closures• Covenants and Right of Ways

Mapping and GIS• Maintain parcel, OCP, Zoning and Infrastructure data• Online Mapping• Public enquiries• Operations and Asset Management support

Heritage Projects Grant applications Managing Building Inspector. Implementation of Council directives concerning all land development proposals.

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Municipal Departments Planning

Planning Initiatives in 2014

Rossland Council for Arts and Culture (RCAC) Signage and art displays – assisted with initiative(s) for public art display site and signage location and design.

Events Signage – Worked with Tourism Rossland planning events signage on Columbia and St Paul.

Trails - Awarded a $25,000 Cycling Infrastructure Partnership Program (CIPP) Grant (50% of $50,000 cost limit) from MOTI to construct the Pine wood Connector Trails. To be completed in 2015.

Natural Playground initiative at RSS – Assistance with this initiative North Jubilee Wetland Feasibility Study – Assisted with planning and consultation

for this initiative. CARIP Reports – Prepared report identifying measures taken towards the City’s

goal of carbon neutrality. Heritage Commission – Continue with Cemetery Mapping project Completed State of Rossland 2014 – Indicators project. Assisted with Star Gulch Feasibility Study. Facilitated removal of knotweed on two City properties where the invasive plant

was threatening neighbouring homes. Assisted Selkirk College planning students preparing reports for Rossland specific

projects (Knotweed infestation and Centennial Park Wetland)

Photo Credit: Dave Cornelius

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Municipal Departments Building Inspection

Parry LaFond, Building InspectorStacey Lightbourne, SupervisorThe Building Official is the Authority having jurisdiction for The City of Rossland to administer, keep records, and enforce the British Columbia Building Code and the City of Rossland bylaws for:

• Construction of any building, • Occupancy of any building, • Change in occupancy of any building, • Alteration of any building,• Addition of any building, • Demolition of any building, • The design, installation, extension, alteration, renewal or repair of plumbing

systems • The building department scrutinizes all building permit applications, building plans,

and construction, to ensure that the structural, fire and health safety, plumbing, sighting, size, and proposed occupancy are all in compliance with the British Columbia Building Code and municipal Building and Zoning bylaws.

The Building Department dedicates additional time toward the following:

Business License Inspections• These require a meeting with the RDKB Fire Chief and/or Deputy Fire Chief to

review any new or new locations for businesses within the City of Rossland.• These inspections are to ensure building, fire and health safety compliance. • The focus is primarily on access, access for people with disabilities, egress,

emergency lighting and signing, and possible hazards.

Infrastructure Inspections• This is an annual inspection of The City of Rossland owned facilities.• These inspections are to ensure building, fire and health safety.• The focus of these inspections is on access, access for people with disabilities,

egress, emergency lighting and signing, possible hazards, general condition of the facility and maintenance requirements.

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Building Inspection Report for 2014

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Municipal Departments Operations and Services

Darrin Albo, Manager of Operations and ServicesLeigh Adamson, Public Works ClerkThe City of Rossland Operations Department staff consists of 15 full time employees, 2-3summer students (depends on grants)and 2 seasonal arena employees.

Areas included under Operations are parks, arena, pool, building maintenance, downtown amenities, trails, lighting, signage, water treatment, water distribution, sewer collection, storm, roads, and equipment maintenance.

Completed capital projects in 2014 include:• Installed garbage can, picnic table, irrigation at Evergreen Park• Replace the fence along the sidewalk at the swimming pool• Installed a chlorination system at pool using puck instead of chlorine gas• Replaced curling rink stairs for safe snow shed• Install netting at Cook Park and installed new drainage • Completed new drainage at the south end of Jubilee• Installed new boards in arena• Retrofit old water meters to new and radio read units• Lowered water lines that have been known to freeze in the winter• Conducted smoke testing for Inflow & Infiltration (I&I)• Completed replacement of water line on Pinewood Drive between Tamarack and

Spruce• Replaced sewer pipe in Black Bear• Purchased a new Bobcat Skid Steer• Purchased a new John Deere loader• Exchanged Excavator (500 hrs)

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Roads 2014

Winter Roads :All snow clearing is done as per our snow clearing policy. Snow removal includes: plowing and sanding of streets, downtown snow clearing, cul-de-sacs, parking lots, alley’s and lanes, snow blowing and hauling of excessive accumulations of 10 to 15 cm in the downtown core, clearing and hauling of snow obstructing intersection visibility and snow piled over storm drains, this takes three weeks. Snow is hauled from areas with poor drainage to prevent spring flooding in residential areas; this takes two weeks to complete. Winter sand preparation and storage is done in early November and takes two weeks. There is over 62 km of roads to maintain within city limits. The City is in a constant battle with home owners that push the snow from their driveways back into the street which causes a hazard to other drivers.

Street Sweeping :Street sweeping to pick up winter sand takes 6 weeks to complete downtown. Street sweeping is ongoing one day per week from April to October. Fall sweeping to pick up leaves takes 4 weeks.

Catch Basin & Storm :With over 300 storm drains in our system, cleaning and inspecting storm drains and catch basins is done yearly. Keeping the drains clear of leaves and debris is maintained April through November. Ice and snow is removed to prevent winter run off flooding, this takes place in February and March.

Road Repairs :Pothole patching takes place in all seasons with most repairs done in May and June. Road shouldering is done to fill holes and develop drainage for rain runoff; most of this work takes place in July and August. Ditch cleaning and culvert repairs take place in May. Sickle mowing is done two times per season, this happens in late June and July. Dust control on the gravel roads and lanes takes place in late June early July. Alley and lane grading is done in advance of the dust control. Pruning in alleyways to keep the alleys accessible and clear of tree branches and shrubs for vehicles and our equipment, the work takes place in August and September. Pruning at intersections is done for visibility and safety reasons with the work taking place in June. Crosswalks, parking and line painting is done in June.

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Roads 2014 Cont’d

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Traffic Signage:With some 300 traffic signs on our City streets the crews keep busy with new installations including sign bases; this work takes place in September or October for 2 weeks. Repairs and replacements of older and damaged signs takes place in May or when damage occurs this takes about 1 week. Brushing of trees and bushes that are blocking signage is done throughout the year. Day to day upkeep due to vandalism takes place all year occupying around 2 weeks.

Sidewalks & Stairs:With over 5 km of sidewalks in our community the crews do most sidewalk repairs from June through to August. All new sidewalks in the downtown core were installed in 2012. Repairs of trip hazards and sidewalk panels lifted by trees are performed from June to August. Repairs to hand rails and stairs is done in July for two weeks, snow removal and sanding is done throughout the winter months as well as hand shoveling snow from the stairs and sidewalks of public buildings.

Retaining Walls:There are numerous retaining walls in Rossland that are in great need of repair. Some walls are cement and are leaning towards roads or toward residential houses. Old walls that are made from dry stacking rocks are starting to crumble and will need to be rebuilt by hand. Other walls that cannot be hand built will be completely taken down and rebuilt with cement blocks or large rocks using machinery. The Public Works department is currently working with ISL Engineering compiling a complete inventory list of all City-owned walls.

Parks 2014

Playing Fields & Washrooms :The Public Works crew inspect and repair Cook Avenue, Centennial and Jubilee ball fields. Infield skins groomed twice a week from May to the end of July on ball fields. Mowing of the lawns is done weekly and fence repairs usually take two weeks per season, vandalism not included. Irrigation system start up, head replacement, blow at the end of the season equals two weeks work. Washroom facilities are cleaned or checked 3 times a week. Garbage and litter is picked up 3 times per week. Any required tree pruning within the parks are done as required.

Open Spaces :The City crew maintains 9 public parks. Each park is mowed and weed whacked on a weekly basis. Tree pruning and low limbing is performed 1 day every 2 weeks. Planting of the flowerbeds, summer dead-heading, weeding and fall removal is done 1 day per week and garbage and litter control is performed three times per week. Repairs to structural items including: light standards, garbage receptacles, benches, and picnic tables is done 1 day every 2 weeks. Inspection and repairs of playgrounds in City Parks is done in May, July and September (2 days per each of those months).

Boulevards & Planters :Mowing weekly and weed-eating are performed twice monthly. Garbage and litter control are done 1 time per day during summer months. Weed control on the residential boulevards around fire hydrants and public facilities are preformed weekly. With the construction of the downtown core, in ground irrigation was set up so there is now automatic watering of all plants, hanging baskets and trees downtown.

Landscaping :Spring preparation and planting equals 8 weeks of work, summer weeding and dead heading requires 3 days per week. Fall cleanup and turning of the beds takes 4 weeks to complete and is done in October.

Trees:The City of Rossland has over 2000 trees in our parks and on our road allowances. The trees are inspected and pruned in May and June, and low limbing is done during June and July. Trees are removed if deemed to a danger to the public safety. The City contracted out the removal of over 30 dangerous trees in 2013 .

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Parks 2014 Cont’d

Garbage :The City of Rossland has 4 locations at trail-heads for bio degradable dog pick-up bags and 2 locations in the downtown core. Bear proof bins were installed downtown and in the parks for garbage disposal.

Irrigation :We have 13 independent irrigation systems within the City parks and 6 in City buildings. Each year we are upgrading the systems by installing water metering and backflow prevention equipment. Repairs, sprinkler head replacements, valves , metering and radio control to the central control at the works yard are key upgrades to the systems, this work continues from May when the systems are turned on, until they are blown out in October.

Facilities 2014

The City owns the following buildings: • City Hall• Miners’ Hall• Public Works Yard and Buildings• Rossland Public Library • Rossland Arena• Rossland Museum• Rotary Health Centre (1807 Columbia Ave)• Water Treatment Plant and Pump House at Red Mountain (Centennial Trail)

Buildings on Third Avenue (old Emcon Lot on both sides of Third Ave)• Seniors’ Hall• Golden Bear Daycare

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Facilities 2014 Cont’d

The City also has other structures within our municipality: washrooms, lift stations, pump houses, storage structures, memorial benches, dugouts.Each year, the facilities are inspected to ensure compliance with Municipal Insurance Association standards. Interior painting, remodeling, roofing and exterior repairs to windows, doors, railings and stairs are all inspected and kept in good order. Signage is installed and plumbing and electrical repairs are done. Every year the City repairs all damage caused by vandalism.

• Swimming Pool - Our outdoor swimming pool was built by volunteers in 1932 and has been operated by a society until 2011 which due to lack of interest has folded and will now be operated by the City which will form our own society within. The City maintains the facility and is continuously completing upgrades to ensure code compliance with IHA. Pool programs are run by our recreation department.

• Arena - Our arena was built in 1947 and a new brightening ceiling was installed in 1995. The Arena is used from Oct 1- Mar15 for ice sports and used seasonally for roller derby and other inside sports. Compressors are overhauled every spring, boards washed annually. Change rooms, hallways and washrooms are painted annually.

• Upgrades to the roof have been completed, exterior was newly painted and new signage has been placed in and around the arena. The concession area and the hot water system have been upgraded. We are continuously upgrading the mechanical room to be in compliance with the Safety Authorities regulations for a non 24hr operational facility.

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Utilities 2014

Sewer Utility 2014:The City has over 52 km of sanitary sewer pipes to be maintained. Inspection, maintenance and operation of the collection system and all of its components and the lift station are ongoing. Each year the City installs services to new buildings and repairs structural defects and problem lines. In 2014:• 28 sewer service lines were cleaned out or repaired• 12 sewer mains were cleaned out or repaired• 1 frozen sewer needed to be thawed• 2 new sewer service lines installed.

In 2014 Public Works began smoke testing sewers looking for infiltration and inflow (I&I)into our sewers. A Power Smoker machine was purchased to assist in locating the problem areas quickly.

Water Utility 2014:Maintaining the water utility includes inspection, maintenance, and operation of the distribution systems, reservoirs, chlorination units, 153 fire hydrants, valves, booster stations and three pressure reducing stations. Each spring, water-main flushing is done and water system testing is performed all year. New SCADA software was installed for operating the water treatment plant and we are currently using an iPad for monitoring the water treatment plant, water towers, water pump stations, sewer pump stations, and conducting manhole inspections.

In 2014:• 25 frozen water lines were thawed, City crews have dig up and lowered 6 of

those lines so far this year• 24 water service lines were repaired• 8 water mains were repaired• 3 new water service lines installed• 21 water valves were replaced• Replied to call-outs for water on/off over 40 times for home owner repairs and

water meter installs (no charge currently in bylaw).

Water Metering Program:We have 1723 services in town as of December 1, 2014, 1667 are metered which consists of 80 commercial, 1570 residential and 17 City. Our plumber is retrofitting old meters to comply with our software for reading meters.

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Municipal Departments Recreation

Robin Hethey, Recreation ProgrammerPam Shirley, Recreation Programmer

The Recreation Department continues to create new programs and opportunities and strengthen relationships throughout the community.

Working with the Youth Action Network in its second year was a considerable success for the Department. The partnership opportunities presented by having a Youth Coordinator working with the Department has enabled us to service a demographic that is notoriously difficult to engage. The efforts of both the RYAN and the Recreation Department saw the creation of the following opportunities; Parkour, 3D Printer Club, Leadership opportunities including a Youth Summit in Nelson, movie making workshops, special effects video workshops, dances, graffiti art workshops, the development of a Youth Bursary and the planning discussions around creating a supportive Rossland that welcomes Youth who identify as LGBTQ.

The Recreation Department was able to support the creation of several new programs for children including the addition of Spring & Summer Nature Walks programming; Karate, Art & History Camps with Youth Instructors and French Adventure Camps that continued into September due to the Teacher’s Strike. The community was very happy with the development of the French Adventure Camps, which were created to support the French Immersion students who were concerned about the Strike’s impact. These Camps were also instructed by local Youth Instructors which was an excellent way to provide employment for community Youth.

The Recreation Department continued to work with the Trail Stingrays in 2014 to provide them with opportunities to increase the size of the Club and practice in Rossland. The Pool rented lanes to the Club, twice a week in the evenings and as a result the Club gained a significant number of local swimmers for the summer. Several of those swimmers went on to become members of the larger Club in Trail and are now participating in regional swim meets.

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In 2014, the Recreation Department worked with the Monashee Institute and the Sustainability Commission to discuss the formation of an edu-tourism component of the Commission. The Department had several meetings with representatives of the Commission to discuss registration and payment options and marketing opportunities. The Department also works with Selkirk College to help facilitate their programs in our community, which requires a significant amount of communication between Selkirk, Public Works and the Recreation Department. The Recreation Department continues to work with local organizations to increase the opportunities and communication within the Community including advertising in the local hard copy newspaper, the online newspaper, Bhubble, Facebook and the City’s website.

The introduction of the new chlorine system at the Pool was a very good decision. The new system is safe, effective and user friendly.

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Challenges

The Department continues to struggle with the lack of suitable facilities in which to run programs. The primary issue is the lack of gymnasium space in which to run programs that are more suited to gyms. The gymnastics programs remain “on hold” with the closure of MacLean Annex and with the inability to move the larger gymnastics equipment into another suitable space.

We are fortunate to have a good working relationship with the Principal at RSS and continue to be thankful for the access that we have in that building. The Staff and Custodians at RSS have been very generous with allowing our community sport programs to continue to run in the Gym, even though it makes it challenging for them to schedule their own events and programs. The Recreation Department is hopeful that Council will consider these issues and work towards a long term solution for the Community.

The Department is also seeing a marked increase in Administration, including new requirements for Facility rentals, Instructor insurance, Instructor contracts, Bursary applications, accounting, Trail Resident Program funding applications and reporting. As the demands on the Department have increased, the working area and layout of the space has become challenging. We would welcome the opportunity to reevaluate the Department’s space to create more storage and working area and to create a more professional appearance to the Department and entrance to the building.

The Spring season with the playing fields was challenging due to the wet weather. The Recreation Department works closely with the Public Works Department to keep the community notified about which field is open or closed. With the variable weather in Rossland in May and June, sometimes a field’s status changes quickly and we have to contact the users to ensure they are aware of the situation. There is a significant amount of time sensitive communication that happens in the Spring in order to provide our customers with up to the minute information that enables them to schedule their games.

The Summer Pool season went well with the addition of Sarah Pastershuk as Pool Manager. Hiring a local, experienced, more mature Pool Manager was a good decision for the City as Pam and I both spent a significant portion of the summer sick, with whooping cough. This was very challenging for the Recreation Department as each of us struggled to cover the other over an eight week period.

The Recreation Department continues to work hard at servicing the community. We are both proud of our efforts and appreciate that we are able to provide a wide range of services, programs, opportunities and benefits to our community.

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Municipal Departments Finance

Lois Hunter, Acting Chief Financial OfficerAshley Galbraith, Accounting Clerk IKim Mercer, Accounting Clerk I

The Finance Department serves to monitor, control and allocate financial resources in order to achieve the community’s immediate and long-term goals and objectives.

Some of the specific functions the Finance Department performs include revenue collection, paying on-going bills and invoices, maintaining property tax assessment roll information, establishing annual municipal tax rates, preparing five year capital and operating plans, and processing approved grant application requests.

The Department also completes the required financial activities as legislated in the Local Government Act and the Community Charter.

MISSION STATEMENT

The Financial Services Department ensures the City of Rossland statutory responsibilities are met and provides advice to Council to ensure that the corporation remains financially strong and able to meet the community's service needs and expectations.

VISION STATEMENT

The Financial Services Department provides relevant and timely information to decision makers and stakeholders using language and terms that all can understand. The department provides clear communication, accuracy and technological innovation.

Financial Services Highlights for 2014:• Continued process development to increase efficiencies and increase financial

controls.• Adopted a reserve bylaw, policy and plan to ensure the City has adequate

reserve levels. • Received the Auditor General for Local Government reports and commenced

the action plan.• Began planning for the Washington Street infrastructure renewal.• Increased financial reporting to council.

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STATEMENT OF 2014 PROPERTY TAX EXEMPTIONS Through the adoption of an annual bylaw, City Council may provide permissive tax exemption to certain not-for-profit organizations. A permissive tax exemption is a means for Council to support organizations within the community that further the community’s objectives and enhance the quality of life while providing services economically to the citizens of Rossland.

In order to be considered for permissive tax exemption, an organization must submit an application and satisfy the eligibility requirements according to the legislation and the City’s policy. When granting a permissive tax exemption, Council ensures that the exemption will not provide an unfair competitive advantage over another business or organization providing the same service.

In accordance with Section 98 (2)(b) of the Community Charter, the following properties in the City of Rossland were provided permissive property tax exemptions in 2014:

Roll # Name 2014 Assessment

Municipal Tax (2014 Rate)

% of Exemption

243.000

Rossland Childcare Society – 2058 Spokane Street

327,000 (01) $2,282 9.0%

360.000

Rossland Light Opera Players – 2054 Washington Street

155,800 (06) $1,859 7.4%

238.000 Rossland Health Care Auxiliary Society – 2059 Washington St.

186,900 (06) $2,231 8.8%

240.000 Royal Canadian Legion – 2081 Washington Street Note: Class 6 not exempt in 2014

149,700 (08) $1,045 4.1%

767.450 Roman Catholic Parish of Nelson – 2396 Columbia Ave.

489,300 (08) $3,415 13.5%

805.100 Andrew Holmes & Martine Bedard (Seven Summit School of Learning) Note: Class 1 not exempt in 2014

185,000 (06) $2,208 8.7%

676.100 United Church of Canada – 2110 1st Avenue

505,300 (08) $3,527 14.0%

673.940 Rossland Congregation of Jehovah’s Witness – 2099 3rd Avenue

296,300 (08) $2,068 8.2%

675.000 Golden City Manors Society – 2112 – 2nd Avenue

947,000 (01) $6,609 26.2%

MUNICIPAL TAX TOTAL $25,244 100%

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Audited Financial Statements 2014Table of Contents

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Responsibility for Financial Reporting

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Auditors’ Report

Auditors’ Report Cont’d

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Consolidated Financial Statements


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Notes to Consolidated Financial Statements

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Supporting Schedules

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2014 Sustainability Commission Report 1

Rossland Sustainability Commission

2014 Year--end Report

Energy & Transportation Task Force Economic Development Task Force

Innovative Education Task Force Community Outreach Activities

Submitted to: Columbia Basin Trust City of Rossland

Terry Miller, Chair, Sustainability Commission January 15, 2015

Sustainability Commission 2014 Year End Report

2014 Sustainability Commission Report 1 62

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Context for this report: The Rossland Sustainability Commission (SC), with its various Task Forces (TF) have been taking steps to implement different aspects of Rossland’s Strategic Sustainability Plan (SSP) since 2008.

In 2014, the Rossland Sustainability Commission (SC) received $24,500 from Columbia Basin Trust's (CBT) Community Development Program, $5,000.00 from the City of Rossland (CITY), in--kind donations, and staff time to support the 2014 plan. In the 2014 fiscal year, $29,277.73 was spent. (Budget details are included in Appendix 1, page 17.)

The bulk of the 2014 budget (~$24,500) was invested in The Monashee Institute under the direction of the Innovative Education Task Force. Ergo, the bulk of this report reflects the goals, activities and lessons learned from that start--up initiative.

This year--end report is intended to restate the deliverables agreed to between the CITY and CBT and to report on the status of each of the deliverables related to

• Energy & Transportation Task Force • Economic Development Task Force • Innovative Education Task Force • Community Outreach Activities

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3 Rossland SC Report 2014

TABLE OF CONTENTS

2014 Deliverables at a glance 4

Task Force Reports

Energy and Transportation 6

Economic Development 7

Innovative Education 8

Appendices

SC Appendix 1: SC Funding 2014 – CBT, City and in--Kind 18

SC Appendix 2: Monashee Institute Guiding Principles… 19

SC Appendix 3: Monashee Institute Calendar 2015 as of December 31, 2014 19

3Rossland SC Report 2014 64

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2014 Deliverables at a glance The chart outlines the 2014 schedule of deliverables as per CBT agreement and status report. Note: Items in italics denote activities that occurred, but that were not specified in CBT agreement.

Task Force Planned Deliverables Project Status Energy Task Force

a) Work with Fortis on Energy Diet III

Ongoing: Fortis has a renewed budget to engage in demand--side management activities. Discussing future actions. We are part of this conversation.

b) Reduce energy consumption in Rossland streetlights

Ongoing: Fortis advised waiting until lighting technology costs reduce and technological improvements become an industry standard. This initiative ready in 2015.

c) Improves energy consumption and carbon footprint of municipal operations

Completed: Issued recommendations to Council on options to comply with Climate Action Charter commitments, based on option analysis and municipal facilities audits that we helped take place.

d) Other: Carshare and Transportation

Launched: January 2013. Purchased first vehicle. Grew to 14 members. Energy Task Force And Community Outreach supported recruitment.

2. Economic Development Task Force

Strengthen and diversify local economy – Produce Videos

Ongoing: Two videos featuring local businesses & services being produced in cooperation with Tourism Rossland. Hosted on YouTube channel.

Other: Connect Rossland Volunteer Organizations

Completed: Hosted a non--profit networking event

3. Innovative Education Task Force

a) strengthen and diversify local economy by making Rossland a 'destination for learning'

Pilot completed: Established Monashee Institute. Marketed six pilot courses on the web, social media, online groups and forums, national list servers. Two courses ran, while four were moved to 2015 calendar. Established partnerships with: Rossland Tourism, RCAC, Red Mountain Racers, VSS. Put $2,000 directly back into community.

b) strengthen the social fabric by strengthening learning

Pilot completed: Recruited 12 potential trainer/instructors and ran two Pro--D

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This table demonstrates that all deliverables in the CBT/CITY agreement were either completed as planned, or are ongoing.

The following sections of this report provide a more detailed explanation of the activities of the Sustainability Commission, its Community Outreach plan, and the various Task Forces.

workshops re: course development and delivery.

Community Outreach Activities

Raise Awareness of SC Task Force Activities and Promote sustainable living

a) Update Website and Social Media

Completed: Updated active website segments. Set up Innovative Task Force/Monashee Institute page. Social Media: weekly postings to Bhubble and SC Facebook site.

b) Special events – Earth Day, guest speakers

Completed: Developed and distributed 4 sustainability themed news articles. 3 on alternate transportation and 1 on Energy Diet rebates. Booth presence at three community events: summer and winter markets, and Golden City Days parade, promoting Carshare and Monashee Institute.

Other: Planning and recruitment for 2015 (and beyond).

Ongoing: With the election of a new Council, steps are being taken to host a workshop aimed at ratifying the structure of SC and TFs, recruit new volunteers, and to prioritize strategy and tactics for the short term future.


6

Energy Task Force Report – Chair, Aaron Cosbey

Accomplishments: We continued to work closely with Fortis and the City of Rossland to engage in demand side management activities decision--making.

We issued recommendations to Council on options to comply with the Climate Action Charter commitments, based on analysis of options and on municipal facilities audits that we helped initiate. This is now complete.

Lessons learned: A regional approach seems to be indicated, and Fortis has communicated that it has support available for regional--level energy planning. The regional approach has much to recommend it, including better economies of scale, and new opportunities for cooperation post--election.

Future Plans: Cooperation with Greater Trail municipalities on energy planning, energy efficiency and conservation initiatives, possibly through the Energy and Sustainability Committee of the LCCDT. We are also exploring the possibility of Fortis support for more in--depth facilities audits on the Rossland Arena and City Hall.

Carshare Report – Alex Loeb and Ann Damude

Note: The Carshare initiative was not specified in in the CITY/CBT agreement of deliverables.

What we accomplished: A Rossland brand of Kootenay Carshare was successfully launched with 12 members in the fall of 2013. We have since added two members. We also have a local administrator. Use of the car is ramping up, but we are still below our goal usage. We are currently at 10% of usage and need to ramp up to 40% in order for the vehicle to be self--sustaining. Note that usage is defined as hours car is used between 8am and 8pm everyday.

What we learned: There is a need for Carshare in Rossland. We also learned that educating folks on what Carshare is and getting the word out to interested parties is difficult. It seems that while folks are intrigued by the concept there is a hesitancy to try something new. Thus, we have needed to continue to market the Carshare, allowing us to get a few more strong members every few months.

Future Plans: Our primary goal is to continue educating the Rossland community about Carshare though the Spring of 2015 to get our usage up to the goals that the Nelson head office has set. After we reach that goal, we will continue to grow membership, hopefully adding a second vehicle, specifically a small pick up truck.

6 67


Economic Development Task Force Report – Chair, Tara Howse

Accomplishments: A preliminary scan was done of all Rossland--promoting websites (tourism, ec dev, municipal, chambers) to provide a base understanding of the various messaging that is in place. As the City of Rossland went through a recent re--branding strategy, the intention was to determine if that branding and messaging is being delivered across the region. Key messages and inconsistencies were noted.

We supported the production of two videos to promote Rossland businesses.

We also backed the Tourism Rossland Non--Profit Networking Event and other business initiatives.

We continued to liaise with key ec--dev leaders.

Lessons learned: Rossland is full of talent and opportunities to promote, develop and plan this talent must be a priority. The community needs to build on its strengths – environment, outdoor activities and tourism – to give local businesses and entrepreneurs support in getting established and growing.

Future Plans: We will take continue to support local initiatives and provide direction. The upcoming SC – City meeting will have a big impact on future activities.


8 2014 Sustainability Commission Report

Innovative Education Task Force – Chair, Terry Miller

Background

The Monashee Institute (MI) was created under the auspices of the Innovative Education Task Force. The idea of growing our region into a recognized “Destination of Learning” took shape in 2013. A community event to introduce this idea was well-- attended: over 40 members of the public enthusiastically endorsed the concept.

The 2014 pilot phase was aimed at building a business case for the growing market of adult experiential education; to establish structures, capacity and processes; and, to test which courses and workshops might draw people to Rossland for these various learning experiences. Local learners were also included in the target market.

The objectives for the MI are:

• diversify and strengthen our local economy by creating high--value teaching jobs/contracts, while increasing tourism revenues (restaurant, retail, accommodation, etc.)

• further strengthen this region’s social fabric by promoting a culture of lifelong learning.

(See Appendix 2: MI Guiding Principles, Page 18)

The conceptual business model for the MI is to provide the back--end and front--end functions needed to support the delivery of different learning experiences – marketing, registration, pay wall platforms, liability insurance and logistical supports, etc.

To differentiate MI courses from other continuing education courses -- for example offered by Rossland Recreation and Selkirk College -- the MI focuses on intensive multi--day events, and also coordinates complementary events that ensure that learners not only get a first class learning experience, but a rich ‘Kootenay’ experience.

We help build the business case for course concepts. And, we provide instructor development opportunities, helping those new to teaching turn their expertise into a dynamic teaching style.

MI negotiates agreements with instructors, taking a percentage of course fees for the above services.

8 2014 Sustainability Commission Report 69


Monashee Institute Courses

Four learning clusters emerged from discussions about the type of experiences tourists would most likely consider traveling to Rossland for:

• Health and Wellness • Arts and Culture • Environment and Ecology • Personal and Professional Development.

Our primary goals during the MI pilot project were to develop and host workshops in each of the four areas to test the market on what it takes to be a learning-- experience service provider.

The table below describes the six courses developed this year, with a brief explanation of their status. Between our courses and professional development workshops, about 40 participants supported MI programs between April and November 2014.

Monashee Institute 2014 Courses and 2015 Plans

Learning Cluster

Title Status and Rationale Future

Hea

lth

and

Wel

lnes

s

Prevent Cancer with Herbs and More

Course focus: healthy living including herbal teas

Cancelled (low registration)

We needed more time to market the course.

People may be hesitant to sign up for something explicitly about cancer prevention.

Consider rebranding title and marketing.

*Try again in 2015. Date TBD


10

Arts

and

Cul

ture

Painting Adventure with Louise Drescher

10 participants

-- 1 from away

Completed: well--orchestrated with great reviews

The course instructor is a well-- known local artist and was able to draw a crowd.

Combining outdoor sketching, yoga, lunch and painting.

The art gallery offered great ambience and logistics ran smoothly.

* A winter version that combines painting and a snowshoe workshop with Betty Go Hard is planned for Winter 2015. Date TBD.

Creative Writing with Almeda Glenn Miller

Rescheduled for 2015

Need more time to execute a marketing plan target broad audience.

Need to differentiate this learning experience from other similar courses.

Run partner advert with Rossland Tourism

Will be held in 2015 in conjunction with an RCAC event launch

Date TBD

The Art and Practice of Natural Cheesemaking with author goatherd, David Asher Rotsztain

19 participants – 4 from away

Completed: Well--run with great reviews

The course instructor put on an entertaining cooking course.

Locally grown food for lunch was a hit.

Four people came from out of town for this course.

* Possibility to offer this again in 2015, perhaps in conjunction with Perma-- culture course.

Envi

ronm

ent a

nd E

colo

gy

Permaculture: The Theory and Practice of Abundance

Postponed until spring 2015

More time required to develop and execute a marketing plan.

More time to design curriculum.

Moved to May 8 – 10, 2015

Ecosystems of the Monashees

Postponed until summer 2015

More time required to develop and execute a marketing plan.

More time required to design curriculum.

Moved to June 20--21, 2015

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Course Calendar for 2015

In addition to the courses listed above, we are exploring options for new courses for our 2015 calendar. (See Appendix 3, Page 18).

MI Administration and Systems

Accomplishments: The task force met regularly over the duration of the pilot project to provide direction and support for creating the Monashee Institute. The four--member committee gave advice, provided hands--on support, looked for opportunities and gathered feedback. We hired a coordinator in April, who resigned midway through the summer, which caused significant delays in course development in what was already an ambitious plan. A second coordinator was hired in August to pick up the tasks of implement our pilot plan.

While the MI did not run as many courses as we hoped to achieve in this pilot year, we have established our administrative foundation and are well--placed to move forward.

Pers

onal

and

Pro

fess

iona

l Dev

elop

men

t CBT's Project Development and Grant Funding Workshop

17

Completed: Well--attended & simple to organize.

Hosting another organization’s event simplified the amount of work required to host a course. Curriculum design and marketing are the most time/resource-- consuming aspects of course development.

Host future events as part of public relations strategy

Professional Development for MI facilitators

8/6 participants

Hosted a presentation and discussion for MI facilitators about MI values and goals.

Hosted a curriculum design session for MI facilitators

Facilitators shared details of their course curriculum as part of a discussion on designing learning experiences.

Continue to grow and support local talent


12

Coordinator Accomplishments: Our project coordinator oversaw key project set-- up and administrative tasks including:

• •

development of a business and a marketing plan for 2014 connections with instructors and community members who offered support for the project or had services that could help MI host courses. creation of a website to promote MI initiatives, take online registrations and payment, and share resources about our programs. starting a social media campaign (Facebook, Twitter, Bhubble) presence to promote workshops and engage with the public; opening our MI bank account and PayPal and handling course payments. developing procedures and forms for communication with instructors and students and for registration and course feedback. logistics for courses and being the face of MI at our events on--going administration including internal and external communications participate in meetings, liaise with community, build our support networks.

•

•

• •

• • •

Lessons Learned: Being a small, start--up organization meant the coordinator had to fulfill multiple roles including administrative support, community outreach, coursedevelopment, instructor support, and course communications and marketing. This is a critical role and continuity will be important. We lost some of this with our first coordinator's resignation.

The process of developing and offering a course for the first time involves many steps including, market research, curriculum design, securing an instructor, partners, facilities, organizing course logistics, marketing/communications, overseeing registrations, running a smooth event, gathering feedback and follow--up. In subsequent years, as a course is repeated, it will require less work on the administrative side. However, marketing, especially attracting tourists will remain time--consuming, challenging and require greater investment.

Future Plans: The coordinator position has been crucial for project development and continuity. As our pilot project funding comes to an end we need to figure out how we can continue to support the coordinator position until we have enough courses running to cover the cost of the position.

To support the momentum of the project we need to find new members to volunteer on the Education Task Force and drive various aspects of the MI forward.

We need to list and prioritize the next actions that need to happen to keep developing and refining what we’ve started this past year.

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MI Organizational Structure

Accomplishments: Working through the Innovative Education Task Force was an agile and flexible way to take our idea for the MI and turn it into something concrete. It was guided by the chair, the committee members and the SC. Funders, stakeholders, partners and instructors also had input.

Lessons learned: Securing liability insurance for course instructors and participants through the CITY proved to be problematic for the City’s insurer. This has compelled the MI to look for other organizational structures and alliances to facilitate this kind of need.

If we want to become a stable, long--term destination education provider, MI may need to establish itself as an independent organization. Deciding on a formal organizational status is also essential for a number of legal and logistical reasons for example, for funding purposes and liability insurance.

Becoming a not--for--profit organization or joining an existing one would open doors for resource sharing, partnerships and funding opportunities.

Future Plans: We are exploring our options, and looking at remaining with the SC or of joining Rossland’s Vision for Small Schools, which is the umbrella organization for Seven Summits School and The Youth Action Network. VSS has a mandate to support adult learning that might make a good partnership.

MI Course Development and Curriculum Design

Accomplishments: Our coordinator worked with instructors to diversify the learning experience by adding on activities like local food, a walking tour, yoga.

In our professional development sessions for MI instructors, we shared strategies to for meeting a range of learning styles and ways to incorporate hands--on, experiential learning to create a meaningful and memorable experience for learners.

Lessons Learned: Courses take a substantial amount of time to develop. Each new course needs a champion to help design the learning experience and get the course of the ground the first time. Supporting the professional development of MI instructors is key for ensuring that courses meet our MI guiding principles.

Future Plans: To attract destination--learners to come for ‘the Rossland experience’ we need to continue to focus on offering a quality experience that is meaningful, collaborative, and experiential and takes advantage of our amazing Rossland setting.

We need to develop and offer more courses until we have enough course offerings to sustain our organization.

13Rossland SC Report 2014

to sustain our organization.

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MI Community Involvement

Accomplishments: Community members expressed enthusiasm about the idea of developing edu--tourism in Rossland and offered various ways to help get MI off the ground. We had planning input from Royal Roads University business students, Community Futures Basin Business Advisors and different community stakeholders including KAST, Selkirk College, LCCDT, Rossland Tourism, City of Rossland, and Seven Summits School.

We reached out for feedback and support from a range of local sectors including government, tourism, education, economic development and community organizations.

Lessons Learned: People in town are keen to gain work offering services for MI courses: for example, catering, facilities rental, yoga sessions, outdoor activities.

An important economic development goal of the MI is to create stable and fulfilling jobs for Rossland locals.

We have a strong pool of local talent, but we also need to reach out to workshop leaders from further afield. We should solicit highly regarded instructors that reliably fill courses.

Future Plans: Instead of offering courses we think will attract people, we need to explore groups already committed to destination learning and offer them opportunities.

As we develop our business plan for 2015, we will be looking for opportunities to offer learning experiences that capitalize on established leisure learners (medical profession); hot topics (parenting skills); sustainability trends (building a green home); and reach out to established groups (professional organizations).

We also need to continue to strengthen local partnerships with organizations like Visions for Small Schools, Selkirk College, Rossland Tourism, and other local service providers.

MI Marketing

Accomplishments: We marketed our courses for a relatively low cost (the time of our coordinator and task force volunteers), using press releases, posters, blog posts, online community boards and social media, and our website.

Lessons Learned: It’s helpful when instructors participate in the marketing strategy since they are most closely connected to the course topic community.

14 14

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Although locals supported our courses, to reach our target market of destination learners we need more time and resources to expand the reach of our marketing. Each course needs a custom marketing strategy to make sure we reach the niche of people most likely interested in the course. Also, being web--savvy is critical for getting the word out about courses. We recognize that word of mouth is a powerful long--term strategy for building the MI brand. We need to focus on developing a quality product that participants are keen to support and then tell their friends about. Future Plans: As long as we are a small, start--up organization we need to continue to explore low budget marketing options such as press releases, blog posts and online community boards, list serves and social media. Market research needs to be an essential part of any future course development. We need to figure out how to meet existing demand. MI Finances Funding for the MI pilot program came from the Columbia Basin Trust ($24,500), the City of Rossland ($500.00). We also had $6,200 in--kind support. The funds went to the coordinator position, marketing and promotions, website development, registration support, office--set up and launch. All the funds were used. Monashee Institute generated $500 from workshops it ran. (See Appendix 4, page 18) Accomplishments: We funded courses out of their own budgets, taking a small percentage for ourselves during the pilot phase. We generated approximately $500.00 in revenue from the two courses we offered. We put $2,000 back into the community in service, instructor and facility fees directly related to courses. And, $6,000 into hiring local professional services for website development and support and business and marketing plan. Now that we have a website that takes online registration: a key to success for our initiative, backed by PayPal and a bank account, we have established the financial framework we need for future courses. We now also have a barebones management system in place to administer programs, track developments and report on courses. Lessons Learned: The CBT and City of Rossland support was critical for our pilot project start--up. Although the funds matched our initial needs, we are still far from being financial sustainability through revenue generated by course offerings. Our initiative requires about twice as much funding to pay a coordinator and operate for a full year of activities. As our program grows, so will our ability to generate funding from established courses, eventually making us self--sustaining.

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16

Future Plans: We need to identify other grants and funding opportunities. We would need to organize and host a strong offering of courses to generate revenue to cover MI operating costs

MI Recommendations

The Monashee Institute, with its long--term focus and deep investment into each offering, would benefit from two years of funding to support its growth and development. During this period, a key goal would be for it to become self-- sustaining through profits and revenues from courses.

The planning meeting with the City will have a huge impact on the MI's future structure, partnerships and direction.

Key considerations include status (not--for--profit), partnering with established organization(s) and ability to secure liability insurance for instructors and programs.

16 77


Conclusion

2014 was a year of many directions for the SC. We continued with some projects, brought new developments with others, and created a start--up. There were many accomplishments, challenges and issues to explore before we move forward.

It is time for the SC to meet with the new Council, review the SSP, the SC directives, and, its structure. We also need to explore multiple funding opportunities to continue to grow.

2015 offers us a chance to go back to the drawing board and come up with a clearer, more comprehensive, cleanly--directed, targeted plan for the future.

This report is submitted by:

____________________________________ _____________________________

Terry Miller Chair Rossland Sustainability Commission

Date


18 2014 Sustainability Commission Report

SC Appendix 1:

SC Funding 2014 – CBT, City and in--Kind

a) Financial Statement:

Revenues: (Please list all sources of cash only; do not include in-kind contributions)

Expenses: (please list in major categories; refer to your Contribution agreementfor example)

Total $29,277.73

CBT Contribution $24,500Other (please list) $5,000Total Revenues $29,500

Energy Task Force $Nil – Reallocated to Planning SessionPlanning Session $600Education $24,952.73Economic Development $1,500Outreach Activities $2,225

18 2014 Sustainability Commission Report 79


SC Appendix 2: Monashee Institute Guiding Principles

1. Set high expectations for quality and credibility: Focus on involving quality speakers, instructors, subject matter experts, organizations and services to provide high quality learning experiences.

2. Think regionally: Our programs can be positive for whole region. Seize opportunities for synergies with other initiatives across the region.

3. Facilitate connectedness: Seek opportunities to connect disparate subjects, people, groups, or services.

4. Promote ethical, sustainable principles: Teach and promote 'the right things' in a way that demonstrates care for our planet and the future.

5. Offer project--based and experiential learning models: Offer hands--on, experiential learning. Design curriculum carefully to create meaningful and memorable experiences.

6. Practice what we preach: Be a learning organization.

SC Appendix 3: Monashee Institute Calendar 2015 as of December 1, 2014

Month Date Event Jan TBA MI Relaunch With

guest speaker Feb TBA Special Event March Thur 6

Mon 10 Yoga Sunrise and Food Fest Friday with Red Mountain Racers event

TBA Snowshoe Painting Adventure April May 8--10 Permaculture

TBA Creative Writing Weekend and RCAC Poetry Walk Launch event June 20--21 Ecosystems of the Monashees

TBA Smarter, Smaller houses – a 4 day design workshop in sustainable building practices


A brief summary of the work, activities and events of the Rossland Heritage Commissionin 2014 is respectfully submitted to City Council along with a list of proposed projects forthe 2015 budget year.

1) Rossland Heritage Register - identification of heritage buildings and sites of historical significance to the community completed (List has received the required City approvalnecessary for inclusion in the Provincial Heritage Register.)

2) The search and selection of Archival photographs of all of the heritage buildings has beencompleted and the images included in the Heritage Register. Also, current pictures of allthe heritage sites and buildings have been included in the Heritage Register.

3) 8 more complete Statements of Significance (required on Heritage Registers) have beenwritten in 2014 and vetted with the Provincial Registrar prior to getting Council approval.

4) The task of writing Histories of the heritage sites and buildings in Rossland was started in2014 - perhaps of most interest to the general public. 1Odone to date.

5) Our publication, "Heritage Homes of Rossland" printed in 2013, sold out in 2014 andwe reprinted 20 copies in the late fall. Sale price is $35.00 which slightly subsidizes the realcost of $41.00, and includes GST.

6) Work has begun on the next Heritage Homes publication - homes identified that weren'tincluded in the 2013 book and pictures taken. Suggestions and comments put on file.Perhaps a 2017 project. ··

7) Columbia Cemetery Restoration - 2014 was the final year for this 4 year, $40,000 project.Primarily gravesite brushing and clearing (15 sites) and some pruning done by Cityemployees. Excellent working arrangement between Commission and the WorksDepartment.

8) Two members of the Heritage Commission were granted up to $500.00 each toattend the Heritage BC Conference in Cloverdale, BC. In late September. (LydiaJakovac and Carol Cooper)

9) The Commission coordinated and organized the bench, plaque and tree in memory ofChick Gresley-Jones with the donations received by the Commission in his memory. Hewas such a valuable member of the Commission, always a proud Rosslander and heknew so much of the history of Rossland and its surroundings.

10) Money remaining in the Memorial Fund will be used to create a Heritage ReferenceSection at the Public Library. About $200 spent to date and we are scouring for more titlesof interest. The Library has been most supportive in bringing this project to fruition.

11)The Rossland Heritage Commission accepted the invitation of Heritage BC to host its 2015Convention in Rossland. The Commission felt that Rossland could easily meet therequirements of $5000 upfront (cash, in kind services, waived rental, etc.), lots ofaccommodation choices, venues for workshops, catering services. What an opportunityto showcase our community, our heritage resources and the work of the Commission!

12)In October of 2014, the decision was made to create our own Website - in this way wecould present all the information that has been gathered over the past 6 years aboutRossland's heritage buildings and sites to those people interested, whether in Rossland orelsewhere in the world. The Website is focused, professionally designed.

Heritage Commission 2014 Summary

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BC Statistics – Community Facts


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Water Consumption SummaryThe City of Rossland provides drinking water to users connected to the Rossland WaterSystem. The City of Rossland Annual Water Report for 2014 is available at City Hall and onthe City’s website: www.rossland.ca. This report is provided as public information, tofulfill the City’s obligations under the Provincial Drinking Water Act and associatedregulations, as well as, to fulfill the terms and conditions of the City’s Water SystemOperating Permit. Enforcement of the regulations and issuance of water system permits is the responsibility of the Interior Health Authority’s Drinking Water Officer.

Water consumption in 2014 decreased from last year. The total water consumption for2014 was 717,340 cubic meters, compared to 757,093 cubic meters in 2013.

Consumption at Red Mountain is measured separately, as all of the water for this zone is pumped and passed through a flow meter. Typically, the consumption at Red Mountain is lower per unit than in the rest of the City. This is a function of less irrigated landscaping per lot, and lower occupancy levels in the summer.

Minimum daily demands are fairly constant in town throughout the year, rangingbetween 1,139 to 2,478 cubic meters per day. Maximum day demands occur during summer (June-September) and range approximately from 1,633 to 3,875 cubic meters forirrigation periods.

2009 2010 2011 2012 2013 2014January 64662 68663 56230 50482 53491 50961February 64091 61362 53097 47482 52612 48253March 66855 62471 59542 53762 57500 51177April 61561 62562 54956 50212 50873 46817May 73287 70886 60844 56926 65888 52037June 97812 67889 62548 60611 74757 67283July 110270 114287 89100 78101 99716 92541August 105248 111783 106997 100793 85315 96203September 85473 71240 76889 73796 62511 73679October 61004 60265 51258 58909 56520 49885November 57150 53475 52883 43911 48823 42134December 67579 55265 52266 49840 49087 46370TOTAL 914992 860148 776610 724825 757093 717340% -6% -15% -21% -18% -22%

# of connections 1662 1681 1692 1707 1723 1731# of meters 443 647 1254 1615 1667 1682

ROSSLAND WATER CONSUMPTION2009-2014

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Greenhouse Gas Emissions

87

Greenhouse Gas Emissions

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Carbon Neutral ReportingYear End Report for December 31, 2014

Emissions/Offsets

Tonnes CO2e

Emissions from services delivered directly by the local government 404.64

Emissions from contracted services 0.11

Less: GHG reductions being claimed for this reporting year from Option 1 - GHG reduction project 12.95

Energy Efficient Building Retrofits and Fuel Switching 19

Balance of corporate emissions for this reporting year. (If the corporate emissions balance is zero, your local government is carbon neutral for this reporting year)

385.75

Variable Response If you did not achieve carbon neutrality in 2014, please identify up to three key actions for 2015 that will help you make progress towards becoming carbon neutral.

Undertaking energy audit recommendations if successful with grant application

If you did not achieve carbon neutrality in 2014, please identify up to three key actions for 2015 that will help you make progress towards becoming carbon neutral.

Developing a Strategic Community Energy & Emissions Plan.

If you did not achieve carbon neutrality in 2014, please identify up to three key actions for 2015 that will help you make progress towards becoming carbon neutral.

Hire a mechanical engineer to assess air circulation and venting in City Hall.

mailto:[email protected]

http://www.rossland.ca/

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The Corporation of the City of Rossland1899 Columbia Avenue

P.O. Box 1179Rossland, BC V0G 1Y0Phone: (250) 362-7396

Fax: (250) 362-5451Email: [email protected]: www.rossland.ca

Photo Credit: Dave Cornelius

mailto:[email protected]

http://www.rossland.ca/

Documents

City of Rossland Annual Report 2014...• Maintain parcel, OCP, Zoning and Infrastructure data • Online Mapping • Public enquiries • Operations and Asset Management support Heritage