Mayor’s Minute – January 16, 2020
General fund budget discussions began this week at the District of Summerland. Unlike the utility budgets, that are solely concerned with the water, sanitary sewer, and electrical utilities, these discussions cover both operational and capital requirements and requests throughout the organization.
For Council and most of senior staff, the budget sessions culminate with the adoption of both the five-year financial plan bylaw and the annual mill rate. (The mill rate is used with the property assessment to determine the amount each residential property owner pays in property taxes.) Unlike senior levels of government, the budget that the Director of Finance submits to the province must be balanced: Local government budgets cannot show a deficit.
During general fund discussions, Council hears the operational and capital project funding requirements from the various departments—those that are required to reduce risk and those that reflect Council priorities. As one can imagine, there is a healthy level of compromise and negotiation between department managers, the director of finance, and the chief administrative officer well before any proposal comes to Council.
Council, too, must balance the initiatives stemming from strategic priorities with those identified by department heads. As much as we might like to move ahead on any number of projects, sometimes an emergent project may postpone getting them underway.
The District of Summerland has an interesting tax base, one that, while not unique in the province, certainly poses some challenges. Consider these facts:
- 87% of taxes are from residential ratepayers compared to 0.5% from agriculture;
- 65% of our land base is zoned agriculture; 15% is zoned recreational;
- a 1% mill rate increase = $87,093 in tax revenue;
- the District maintains 150 km of paved roads;
- maintaining current service levels does not mean a 0% mill rate (see next paragraph).
Additionally, while adopting the mill rate is ultimately the responsibility of Council, there are several factors that play into the decision over which Council has no control. Examples include the rate of inflation, assessed property values and the aging of District roads and facilities. Local governments are also subject to legislative and contractual financial allocations.
Like all regular meetings of Council, budget discussions are open to the public. While not everyone is able to attend these meetings, the District offers many other ways to stay informed about proposed rates: The District’s newsletter, website (summerland.ca) and Facebook page and through media releases. A schedule of upcoming budget sessions, including those during regular Council meetings (which are recorded) can also be found on the website. Proposed utility rates and the mill rate should not come as a “surprise” to the community. Council and staff feel we are fulfilling our duty to keep you informed on discussions that lead to establishing these rates. Should you feel otherwise (provided you feel you are doing your part to stay up to date), please contact the District with thoughts on how we might improve our communications.
I hope this Mayor’s Minute has not caused you to throw your hands up in despair. Although it may seem like all doom and gloom, I’ve run over the word count (again!) and must split it into two Parts. You should find Part 2 more uplifting as I cover what District of Summerland Council and staff are doing to help keep the mill rate stable.
Mayor’s Minute – December 12, 2019
On Monday, at our last regular meeting of the year, the District of Summerland Council passed first, second and third readings on proposed increases to our water, sewer, and electrical utility rates. The proposal includes five-year annual increases for the water (5%) and sewer (3.5%) utility rates. Council also proposed harmonizing the existing two-tier electrical rate, resulting in an averaged 4.4% rate increase for 2020.
The proposed rates align with three of Council’s 2019-2022 strategic priorities: Good Governance, Community Resilience, and Infrastructure Investment.
Discussions about utilities infrastructure do not, generally, spark a lot of interest or excitement by community members. But why is this so? After all, infrastructure provides the services we expect to receive today and into the future.
These systems deliver clean water to our taps and electricity at the flick of a switch; give us roads to drive on and playground equipment for our children to play on. They take care of our waste—from our toilets, sinks, and showers and garbage and yard waste sent to the landfill—and provide kilometres of trails, bike lanes, and sidewalks for recreation and active transportation.
Admittedly, infrastructure—neither the state of District assets nor the costs of maintenance, upgrades, and replacement, let alone how to pay for them—was not something that was top of my mind either.
At least not until 2015 when, as a member of Council, I started to gain a much fuller understanding of how important infrastructure is to building a safe, healthy, and resilient community. I now have a clear understanding of the state of our infrastructure (yes, it is owned by the community) and how critical frank and objective staff recommendations are to Council’s decision-making.
During two public meetings in November, Council heard from staff about proposed capital projects in 2020 as well as anticipated upgrades or replacements noted in the asset management plan (AMP) for the next five years. Using Council’s strategic priorities as guidance, management identifies projects that are important for delivery of their department services. Part of their work in identifying these projects is referring to documents such as Master Plans and the Asset Management Plan (AMP).
Developing strong and reliable AMPs is a systematic and ongoing process. The District of Summerland started this work in 2017 by creating an inventory of all the infrastructure the District owns, operates and maintains, including all components of the water sewer, and electrical systems. The inventory also includes data on association performance, risks and expenditures over the lifecycle of each components.
Following the creation of a robust inventory, the District formalized the asset management process by adopting an AM Policy and developing an AM Strategy. These key foundational documents with the information and quality data in the AM inventory, guide decision-making by better aligning Council objectives and organizational priorities.
These asset management work completed over the past two years also shows that the District’s estimated infrastructure deficit—for the three utilities alone—is over $85 million. This means that, even though the systems are still in operation, approximately 24% of the infrastructure in these utilities has exceeded its anticipated service life.
While the proposed utility rate increases do not include any operating budget increases, there are many major utility capital projects scheduled for 2020. Further, while efforts have been made over the last five years to increase utility reserves, continued investments are required in order to support existing service levels for the community.
Continued annual reserve increases allows the District to sustainably finance assets into the future. This, in turn, creates community resilience and ensures that the people who live here can continue to expect safe and reliable services without incurring a sharp or unexpected increase in utility rates.
Council will continue infrastructure investment: It’s just Good Governance.
In 2011, the District of Summerland adopted a Community Climate Action Plan. Since then, the District has implemented many climate action initiatives to work towards reductions in greenhouse gas (GHG) emissions, a significant contributor to the global rise in temperature and extreme weather events becoming more commonplace.
In the last two years alone, the District has successfully lobbied for increased public transit and expanded our active transportation infrastructure (trails and bike lanes); promoted energy efficiency rebates and begun consulting on the BC Energy Step Code; and, through a number of initiatives, is reducing the volume of organic waste going to the landfill. In renewable energy, Summerland is a pioneering community in BC, developing a 1 MW solar PV farm with battery storage, and modernizing our net metering policies to encourage residents to install solar.
Ongoing and innovative investment in community resilience and alternative energy continue to be highlighted in Council’s Strategic Priorities in 2019-2022.
On November 25, after many months of work with the Community Energy Association including a full-day stakeholder workshop and open house, District staff presented a draft update of the Plan to Council. Participants at the February workshop included community members and representatives from many groups, including the Community Climate Action Advisory Committee; Interior Health; BC Transit; FortisBC; Summerland Chamber of Commerce; RDOS; Summerland Environmental Science Group; First Things First Okanagan; Summerland Secondary School; District staff and members of Summerland Council, among others.
Because the Plan focuses primarily on climate mitigation (emissions reduction), to better reflect content its title has been changed to the (Summerland) Community Energy and Emissions Reduction Plan (CEERP). It is one piece of an in-progress low carbon resiliency (LCR) strategy for the District, which will include measures to adapt to climate change while also reducing GHG emissions.
Feedback on suggested key priority climate actions and GHG emissions reduction targets was collected through a public open house. Residents were also invited to share their ideas on where the District should take a leadership role and how citizens can support climate action in the community. This last statement is critical: the most effective way to reduce GHG emissions is through conservation, that is, use less energy.
Of the possible actions presented at the open house, the highest level of public support was given to:
- Supporting active and assisted transportation
- Expanding organics diversion (from the landfill)
- Increasing urban trees
- Encouraging electric vehicles
- Encouraging solar installations in the community
- Marketing a retrofit program to address energy use in buildings
- Using infrastructure lifecycle costing for new developments (the projected long-term financial impact for maintaining and replacing infrastructure).
Using community and stakeholder feedback and engagement, climate data, best practises, and municipal staff consultation, 26 priority items were identified and are presented in the CEERP. Details, such as timeline, actionable steps, outcome (effort, costs, GHG reductions), the District department responsible for the item, and possible partners or founders are also included in the draft Plan.
The discourse on climate change has almost exclusively been around the environmental impacts of extreme weather events such as floods, landslides, storms, and wildland fires; however, the discussion must include how these events impact human health and wellbeing.
This message was reiterated many times at the 8th annual Livable Cities Forum that staff and I attended in late October. The Forum brought together who are working, through resilience projects, on building better communities.
Climate change strategies also improve physical and mental health. For example, walkable or bikeable communities can reduce obesity and improve mental health. Protecting local agriculture increases access to healthy, local food and reducing air pollutants and improving air quality helps to decrease respiratory illness. Something as simple as planting more trees in urban areas can provide protection from extreme heat, lessening its impact on those with cardiovascular illnesses. Transportation and housing costs are the two largest expenditures for most residents, so creating compact communities with access to public transit—and increasing housing options and density in amenity-rich areas—is key to creating affordability.
The District is hosting an Open House to discuss the draft Community Energy and Emissions Reduction Plan on Wednesday, December 4 from 3 pm to 7 pm. Formal presentations are at 4:30 pm and 6:00 pm. All are welcome to attend, and we look forward to receiving your important feedback.
It’s that time again. Budget season.
I’m very pleased to be able to say that Council started our lengthy budget deliberations in early November this year. (In the five years I’ve been on Council with the District of Summerland, this is the first time we’ve begun deliberations before the New Year.)
Of course, when Council begins talking about the 2020 budget, it is only following months of work undertaken by the Director of Finance and the entire senior management team.
Using Council’s strategic priorities as guidance, management identifies projects that are important for delivery of their department services.
For example, Works and Utilities will consider a number of factors as they determine which projects to bring forward to Council during budget discussions. In order to determine priority projects, the management team will first refer to the District’s Asset Management Plan and their Master Plans—Water, Sidewalk, Road, etc.
These guiding documents, particularly the Asset Management Plan, provide reliable information on which components of the District’s $536 million of infrastructure is nearing end of life or requires maintenance or replacement. (As a reminder, infrastructure includes electrical, water and sewer systems; municipal-owned buildings including recreational facilities; roads; parks, sports fields and beaches, etc.)
In determining priorities, departments also have to assess the project’s level of risk; the availability of Human Resources; where the project is in the Five-Year Financial Plan, and so on.
The Parks and Recreation department provides a second example. The Parks and Recreation Master Plan, completed in June 2018, identified the need for a condition assessment of the aquatic centre. The assessment confirmed the 40+-year-old building was at the end of its lifecycle. Seeing this as a community priority, during our strategic planning sessions in January 2019, Council highlighted the replacement of the aquatic centre as a priority.
Since the completion of the condition assessment, there has been discussion on expanding the facility to fulfill what Council perceives as a number of community needs. Before the project can move beyond the concept phase, however, an undertaking of this magnitude requires significant and comprehensive community engagement. So, while community conversations about the aquatic centre was already part of the Parks and Recreation work plan, the project has the potential to be much larger, depending on what the District and potential partners hear from Summerland residents.
Once departments have determined their priorities—both capital and operational—and before they come before Council, they discuss their draft budgets with the Director of Finance. These sessions are very important to the budget process, as the finance director knows the District’s overall financial picture. Department heads present their business cases for their proposed priorities and then, if necessary, will work with the Director of Finance to rework their priorities.
All this preparatory work is done before Council begins our role in the budget process (which began November 5).
Before Council adopts the 2020 Tax Rates Bylaw at the end of April, fourteen more discussions are scheduled in the Financial Plan Timeline. Many of these sessions run three or more hours and are in addition to Regular Council Meetings. All meetings are open to the public.
Two public open houses are being held in addition to the noted discussions: one to introduce the utility budgets and proposed utility rate increases (Tuesday, November 26); and one to present the general fund budgets (i.e., parks, roads, bylaw, etc.) as well introducing the 2020-2024 Financial Plan Bylaw (Wednesday, February 12).
When Council is making decisions on which projects will be included in the Financial Plan—and where in the 2020-2024 timeframe they will scheduled—in addition to the operational aspects of the decision (business case and risk assessment), we must consider two more political aspects: the level of service expected of our citizens, and their willingness to pay.
Unfortunately, the two do not always align. Sometimes citizens are not willing (or not able) to pay for an expected level of service. It is a careful balancing act and Council is required to make the decisions that will benefit the most people in our community.
In the last few weeks I have heard from people in Summerland who are willing to pay more taxes. While I thank you for offering, the District must collect taxes equally (not necessarily, equitably): Tax rates must be consistent for each citizen. (Should you feel very passionate about a particular project, our Director of Finance would welcome a discussion about making a community contribution!)
Budget season. And so it begins...
The Okanagan and Similkameen Valleys are blessed with natural landscapes and features that both residents and visitors from afar. Some of these splendours have been enhanced or have become parks to protect habitat from encroaching development.
Summerland is home to several unique geologic features including one that is virtually downtown: Giant’s Head. According to Okanagan Geology South (2011), the mountain is a composite volcanic dome that has been molded several times by glacial ice. In addition to the profile, (best seen from the southern side of the mountain from which it gets its name), Giant’s Head boasts another special bedrock feature: the perfectly formed columnar dacite at the southern base.
A climb to the top of Giant’s Head is rewarded with an astounding 360⁰ view, including Crater Mountain and Summerland’s own Great Wall of China. The Great Wall is “a linear structure of massive vertical spires of volcanic rock” (p. 126).
Like elsewhere in the South Okanagan, Giant’s Head’s climatic conditions, soil type and sloped exposures make much of the mountain favourable to grasslands. This ecosystem provides habitat for a biodiverse biological community, some of which are species at risk.
Healthy grasslands on Giant’s Head also provide socio-economic values including low-impact forms of recreation such as hiking and wildlife observation, a fact well-known by the thousands of annual visitors and locals. (In fact, according to tripadvisor.ca, Giant’s Head Mountain Park is in the top five of Things to Do in Summerland.)
Sadly, grassland areas are sensitive and vulnerable to a number of human-related disturbances, and over the years recreational activities have created some negative environmental impacts on Giant’s Head.
This is one of the main reasons why Council, in partnership with the Summerland Rotary Club, elected to undertake the Giant’s Head Mountain Trails Redevelopment Project in 2017.
Following several months of environmental assessment, a contract was awarded to design the redevelopment in a manner that would best promote rehabilitation of the mountain’s ecosystems; address the needs of various trail users, including Giant’s Head Grind participants; and update the existing amenities.
The associated costs for the four phases necessitated splitting the project into two periods of redevelopment. Phases 1 and 2 included trail improvements, trail decommissioning for erosion control and to restore environmentally sensitive areas, improved guard rails at the top of the mountain, a new trail on the east side, and park entrance improvements. Additional works (finalized at the October 15 Council meeting) include a guard rail along the new retaining wall in the lower parking area; additional fencing on East Trail, removal of a hazard tree, tie down posts for the gate at the entrance to the Park, half of the project signage, and reinstallation of the viewing tubes. (The metal, non-magnifying tubes, direct viewers on the mountaintop to viewpoints of interest. Low-tech to be sure, but fun and popular, nevertheless.)
The budget for these two phases, now nearing completion, was $725,000. The District was successful in a grant application for $435,000 to the (now curtailed) BC Rural Dividend Fund. The Summerland Rotary Club contributed $100,000 and the District allocated $190,000 from Gas Tax Community Works funding. The additional works noted above added $37,000 to the costs and is being funded from the Recreation, Parks and Trails Reserve Account.
The District will look for future funding opportunities, such as grants and partnerships, to complete the final two phases of the Trails Redevelopment Project. This includes the upper portion of the Grind route, remaining signage work, paving the circulation road and pedestrian trails at the upper parking lot, upgrading the washroom at the upper parking lot, and installing a washroom at the entrance to the park.
Although there appears to be some misunderstanding about why certain trails have been decommissioned and some are choosing to ignore or remove barriers, one can already see areas that are successfully recovering from degradation and erosion. The District hopes that signage installation will reduce or eliminate this behaviour and that all Park users—both the species that live there and the human visitors—can enjoy continued safe and shared use of Giant’s Head Mountain Park.
Mayor Toni J. Boot
This Mayor’s Minute is the second of two about the 2019 Union of B.C. Municipalities (UBCM) Convention held in Vancouver the last week of September. The Convention provides opportunity for elected officials and senior staff to attend educational sessions and workshops on matters pertinent to local government. It also provides a chance to meet one-on-one with provincial ministers and staff on topics specific to Summerland, and to network with colleagues throughout the Province.
Summerland Council met with three provincial cabinet ministers (Education, Municipal Affairs and Housing, and State for Child Care) and the CEO of Interior Health about the Summerland Community Health and Wellness Centre proposal. Council requested the meetings to introduce the relevant Ministries to the concept and to gain support in principle for the collaboration.
Representatives from School District 67, Regional District of Okanagan Similkameen, South Okanagan-Similkameen Division of Family Practice, and M.L.A. Dan Ashton either attended the meetings or provided written support for the proposal.
The next steps are to undertake a robust community engagement process to establish how the proposed Centre can best meet community needs; determine the scope of the project; and explore financial considerations.
The District also met with the Ministry of Environment and Climate Change Strategy regarding climate change adaption initiatives. We also requested that climate data be released more frequently to assist local governments with climate action planning.
The Ministry of Forests, Lands and Natural Resource Operations (FLNRO) met with Council about forming a pilot partnership to help streamline restoration work for private property owners along Eneas Creek. The initiative would see the municipality contracting with a qualified environmental professional (approved by the Province) to organize a coordinated flood mitigation and restoration effort.
At a meeting with staff from the Minister of Agriculture, Council spoke about their proposal to facilitate a regional South Okanagan Food Innovation Hub in Summerland and requested support for funding from the Province. This initiative is a Council priority. Although the District was invited by the Ministry to submit a proposal in early September, the decision was made to use the time before the next intake (early 2020) to solidify commitments from existing partners and seek potential new partnering opportunities.
Related to the Food Innovation Hub, while in Vancouver Chief Administrative Officer Anthony Haddad and I joined the District’s project manager for an on-site tour of a small food processing facility. It was valuable to have a firsthand look at what the food processing component of the Hub could look like and to hear how the equipment can be adapted to best suit the regional agri-food start-ups and businesses that will use the facility.
Both Councillor Holmes and I are part of the Climate Caucus, an initiative of FCM (Federation of Canadian Municipalities). During the week of UBCM we were each able to take in a Climate Caucus meeting. This ability to have a ‘tag team’ approach adds further value to Council’s time at the Convention. One could not possibly attend all the offerings, as many are run concurrently. Where possible, Council attended different sessions and will report back to the rest of Council with highlights and takeaways.
As mentioned earlier, there are many networking opportunities at the UBCM Convention: at delegate luncheons, evening receptions, the trade show, and even at coffee breaks during sessions. Very often it is these settings that provide helpful and interesting discussions. For example, although our meeting request with the Minister of Transportation and Infrastructure was not accepted, I had the chance to speak briefly about Council’s topics with Minister Trevana at an evening reception.
A second example: Early in the week, Councillor Barkwill invited me to an impromptu discussion with developers and facilitators for affordable housing. Our almost two-hour chat has already led to further communication and a significant expression of interest by them to work with the District and other local non-profits.
Thirdly, at the trade show, I learned of new B.C. Healthy Communities Plan H funding that will assist the District in the public engagement component of the proposed Summerland Community Health and Wellness Centre. (Plan H, a Ministry of Health grants program, has also funded a series of presentations undertaken by the Summerland Healthy Living Initiative.)
Personally, the pace of UBCM is exhausting. Maintaining and strengthening new relationships; exploring best practises presented at sessions; and simply processing all the new information is hard work. Like many things, “you get out of it what you put into it” and, speaking on behalf of Council and CAO Haddad, UBCM 2019 was worth every minute.
Summerland Council joined local governments and regional districts throughout B.C. in Vancouver last week at the annual Union of B.C. Municipalities (UBCM) convention. This Mayor’s Minute will be the first of two on the 2019 UBCM Convention.
UBCM is an engaging and bustling four-and-one-half days of educational and professional development sessions; meetings with provincial Ministers and staff; voting on resolutions; and networking with colleagues.
The theme of the 2019 Convention was ‘Resiliency and Change’. I think the sub-theme of all elected official conventions of this nature (at least the ten—five each of UBCM and Southern Interior Local Government Association (SILGA)—that I have attended over the years), could be ‘Connectedness Through Relationships’.
Delegates had numerous opportunities throughout the week to share challenges, accomplishments and best practises with colleagues in other communities. Additionally, the two-day concurrent trade show allowed one-on-one engagement with representatives from companies and funders about the services and grants they offer to local governments. Frankly, I find it difficult to attend everything I would like to take part in, but kudos to the UBCM Executive for ensuring there are options for all delegates regardless of community location, size, or challenges.
As one would expect, the attainable housing and opioid crises were highlighted issues, but this year there were two other topics that were addressed at considerable length: reconciliation and climate change.
Given that last month Council made a commitment to strengthen our relationship with the Penticton Indian Band (through educational, political, cultural and operational activities), the timing could not have been better to begin learning, as a team, how to undertake this long-term commitment.
Councillor Holmes and I attended the full day pre-conference session on financing reconciliation; the entire Council (Councillor Erin Trainer was unable to attend UBCM) and Chief Administrative Officer Anthony Haddad attended a half-day session on Tuesday that included a panel discussion and examples of B.C. communities that have partnered on a variety of projects with their Indigenous neighbours.
As a table officer of SILGA, I was invited to a meeting with Scott Fraser, Minister of Indigenous Relations and Reconciliation and his staff. In February 2019 the B.C. Government committed to tabling legislation to implement the framework for reconciliation set out in the United Nations Declaration on the Rights of Indigenous People (UNDRIP). If the legislation passes, British Columbia will be the first province in Canada to legislate its endorsement of the Declaration.
Minister Fraser advised that the proposed legislation closely follows federal Bill C-262. It was developed by the Province in consultation with the First Nations Leadership Council, the B.C. Assembly of First Nations, the B.C. Union of Indian Chiefs, and the Indigenous Relations Committee of the UBCM Executive. Minister Fraser assured the SILGA executive and the four SILGA-area students who attended UBCM that an action plan and communication materials will facilitate the anticipated roll-out to local government.
Climate change was also at the forefront during the last week of September, and was the topic of sessions and of several resolutions, many related to climate mitigation and adaptation.
Typically, a vote at UBCM is the third time a resolution is voted on by elected officials. The municipality or regional district where it originates votes at a Council or Board meeting; the local government association delegates vote at their annual spring convention; and UBCM delegates vote at their annual fall convention.
Delegates overwhelmingly passed a resolution “that UBCM call on the Provincial government to end all subsidies to fossil fuel companies and to invest the money instead in climate change mitigation and adaptation activities being undertaken by local governments in a predictable and regularized funding formula”. The resolution also included the call by UBCM, through FCM (Federation of Canadian Municipalities), to call on the Federal government to do the same.
Time will tell whether this resolution sees affirmation action by the Provincial and/or the Federal governments.
Friday morning, I was invited by Global BC to do a short live segment at their studios in Burnaby about how climate change has impacted Summerland. This was a good start to ClimateStrike 2019 that saw an estimated 100,000 people in Vancouver alone demanding action be taken to address climate change.
The next Mayor’s Minute will continue Summerland Council’s UBCM 2019 week, including my thoughts on Minister and staff meetings and other interesting discussions in and around UBCM.
At our September 9 evening Council meeting, the District of Summerland Council ratified our commitment to deepen our relationship with the Penticton Indian Band. After a presentation by staff at the public Committee of the Whole meeting earlier in the day, Council discussed the matter in-depth before voting unanimously to direct staff to apply for Community to Community (C2C) funding to enable a forum between the Penticton Indian Band and the Summerland Council as well as to investigate a number of reconciliation activities (more on this below).
This work began in early January, when Council included First Nations relations as one of the guiding principles in the District’s 2019-2022 Strategic Priorities Plan. I had the opportunity to meeting with Chief Eneas and Band senior staff twice during the spring to begin the discussions and ensure that not only was there a mutual commitment to building a stronger relationship between the two governments, but that the District was approaching the initiative in a manner that was both respectful and appropriate.
In late spring, interim CAO Ron Mattiussi, tasked the District’s Community Development Coordinator with doing the necessary research and communication with the Band to develop the report that Council received on Monday.
Our evening meeting began with a delegation from one of the Summerland members of the Okanagan Circles for Reconciliation and the South Okanagan TRC (Truth and Reconciliation Commission) Study Group. Summerland Council was called on, as leaders of the community, to “examine the Truth and Reconciliation Commission’s Calls to Action, in particular those relating to municipal governments, and further, to adopt and implement relative and constructive strategies of acknowledgement and action”.
The delegation spoke specifically about the five (of 94) Calls to Action relevant to local government including #57 which calls on municipal government to provide education to public servants on the history of Indigenous people, including UNDRIP, Indigenous law and Indigenous-Crown relations. “This will require skills-based training in intercultural competency, conflict resolution, human rights, and anti-racism” (TRC of Canada: Calls to Action, 2012, p. 7).
As mentioned earlier, the ratified resolution also directed staff to research potential reconciliation activities. These actions fall into four categories: Education (for Council, Staff, and the Summerland Community); Cultural Activities (for Council, Staff, and the Leadership of Summerland Cultural Organizations); Political Activities (for District and Band Councils); and Operational Work (between District and Band Staff).
What is reconciliation? The TRC defines reconciliation as “an ongoing process of establishing and maintaining respectful relationships. A critical part of this process involves repairing damaged trust by making apologies, providing individual and collective reparations, and following through with concrete actions that demonstrate real societal change” (as cited in Final Report of the Truth and Reconciliation Commission of Canada, Volume One: Summary, 2015, p. 16). As discussed by Council, as we work on reconciliation it is important to recognize that the Penticton Indian Band is one of 198 bands in British Columbia: “They each have distinct languages, cultures, economies, capacity, challenges, stories, teachings and world views” (Dispelling Common Myths About Indigenous People’s, 2019, p. 7).
Fortunately, local governments do not have to go it alone on the important work of reconciliation.
The United Nations Declaration of the Rights of Indigenous People’s (UNDRIP, 2007) provides a framework on how to establish and maintain mutually respectful relationships between local and Indigenous governments.
On Monday, September 23, Summerland Council be attending a full-day pre-UBCM conference session called “Financing Reconciliation: Supporting Inclusive Governance in BC”. This session will bring together representatives from First Nations, local government and academia to consider opportunities and next steps for advancing new approaches to financing reconciliation.
The District of Summerland’s next steps include a meeting between senior elected officials and staff of both governments. District staff will also bring a report to Council providing details on the four reconciliation areas, including operational and financial resource requirements, timeline, and draft policy recommendations.
This past Sunday I returned to Summerland after visiting Toyokoro, Japan, the District of Summerland’s Sister City. The District has had this relationship with Toyokoro for 23 years.
According to Sister City International’s website, a Sister City relationship is “a broad-based, long-term partnership between two cities in two countries”. Sister City organizations “pursue activities and thematic areas that are important to their community including municipal, business, trade, educational, and cultural exchanges and projects” (sistercity.org).
Personally, I was skeptical about the value of our Sister City relationship with Toyokoro (population approximately 3,000), specifically in the areas of business and trade. As it happens, these doubts were realized. Although Toyokoro is similar to Summerland in that agriculture contributes substantially to their economy (even more so than here, in fact), business and trade opportunities between the two communities do not exist.
Toyokoro is located on the island of Hokkaido, the northernmost and second largest island in Japan. It is separated from Honshu, the main island, by Tsugaru Strait; the two islands are connected by an undersea railway. The largest city on Hokkaido is Sapporo, the capital, with a population of almost two million. The Summerland delegation, which included 2019/20 Royalty, spent several days in Sapporo before going to Toyokoro.
The best part of the trip for me was the three-and-a-half days we spent in Toyokoro. The three Royalty stayed with host families, and joined the rest of the delegation (eleven in total) for parts of the tours and events. Among other things, we toured city hall, a seniors’ home; nursery, elementary and junior high schools; attended the Welcome and Sayonara dinners; had a calligraphy lesson; participated in a Japanese tea ceremony; had a bus tour of Tokachi, the region in which Toyokoro is located; and some of us had a kimono-wearing experience.
I particularly enjoyed discussions about how their local government operates and about the substantial solar array installed a few minutes from City Hall.
Japanese society is considered collectivist, meaning that, generally, the Japanese people “place a great deal of importance on extended families and group loyalty” and “may employ less direct communication and more avoidance-style conflict resolution” (Martin & Nakayama, Intercultural Communication in Contexts, 2018, p. 100). These aspects of Japanese culture were, to some degree, evident during the ten days we spent in Japan, particularly the strength of familial relationships and the tendency to avoid eye contact.
I found many aspects of Japanese culture enlightening and refreshing, although not all. So, after a couple of days getting to know Mayor Miyaguchi’s interpreter, I talked to her about my observations and received these responses: “Yes”, Japan is still a very patriarchal society; “Yes”, matters like substance abuse, mental health, and gender orientation are not discussed; and “Yes”, ethnic discrimination, including against the Ainu (indigenous) people, exists; and “Yes” fair-coloured skin plays a role in social standing.
I feel that Canadians, including those in leadership roles, still have varying levels of growth to do in these matters as well. However, I was so pleased, especially as a woman of colour, to be the Mayor representing the people of Summerland.
As I wrote earlier in this Minute, I did not see how local business or trade benefits from our relationship with Toyokoro, but I do see value in a cultural exchange program for our youth. Mayor Miyaguchi, members of the Sister City Committee and I had a good discussion about how we can strengthen this aspect of the relationship between our communities. We all agree that the last twenty years have done much to build a strong bond between our two communities. We also believe that evolving the program into a cultural exchange for youth (much like Toyokoro has done), would further strengthen the alliance and should be explored. Summerland Council will be discussing this matter further.
Thank you Council, Leanne Sieben (Chair) and the Sister City Committee, and Summerland for the opportunity to travel to Japan. Thanks, too, to previous Councils for your commitment to establish and grow a Sister City relationship with Toyokoro.
I look forward to welcoming the student delegation to Summerland in 2020. We may not be able to “out-gift” the Japanese, but I’m confident Summerland can “out-experience” our guests!
In 2009, the District of Summerland Council hired a Planner responsible for assisting the District in meeting the greenhouse gas (GHG) emissions reduction targets of Bill 27 enacted by the Province in 2008: 33% less than 2007 levels by 2020 and 80% less by 2050. To further illustrate our commitment to take action on the changing climate, the District added these targets to our Official Community Plan (OCP) and signed the BC Climate Action Charter, a voluntary agreement between the Province, Union of BC Municipalities (UBCM) and local governments to take action on climate change.
The Planner and nine other staff members, with community members who sat on the Climate Action Advisory Group, completed the Community Climate Action Plan (CCAP) in 2011. The Action Plan incorporated public input from workshops and open houses and was a roadmap for achieving the GHG emissions reduction targets set out in the OCP. An update to the CCAP is being worked on now and is expected to come to Council for adoption later this year.
The 2011 Community Climate Action Plan includes seven climate action goals, two of which are to “promote energy conservation and dissemination of renewable energy technologies” and to “demonstrate municipal leadership”. The first goal includes two initiatives: “encourage energy conservation in buildings” and “support the development and utilization of renewable energy sources.” The second goal outlines six initiatives including: “Support Summerland’s Climate Action Fund and improve energy efficiency of municipally owned and operated buildings”.
Although there are other goals in the CCAP, this Mayor’s Minute focuses on initiatives related to energy use in Summerland. Here are just a few:
- Each year Council allocates specific funds to offset Climate Action operations.Any surplus funds at the end of each year are transferred into the District’s Climate Action Reserve Account, which can only be used to reduce GHG emissions in Summerland. This amount comes from three sources: CARIP (see below), 0.001% of the District’s annual operating budget, and the Sustainability Coordinator’s wage is paid for 50/50 from general taxation and the electrical utility fund.
- Currently, all energy sold in Summerland is purchased from FortisBC, then distributed by the Summerland Electrical Utility. To advance opportunities to benefit from local renewable energy projects, in 2016 the District hired a Sustainability/Alternative Energy Coordinator; in 2018 the General Manager, Electrical Utility position was added to District staff. There are many benefits to owning our electrical utility, including be able to generate energy locally and keep money (that currently goes to FortisBC) in the local economy.
- Early last year, Summerland was conditionally awarded $6 million in federal grant funding for a Solar+Storage project, an initiative that will see an array of approximately 3200 solar panels and battery storage added to the electrical utility’s assets. A proposed site has been selected, but a final decision will not be made by council until further testing confirms this site is suitable for the project.
- The District reports annually on emission reductions to the Climate Action Revenue Incentive Program (CARIP). In 2018, the District received $32,883 from this program.
- Summerland has three Level 2 electric vehicle charging stations installed and has applied for funding to add two Level 3 stations. On August 12, Council is discussing an application for funding to install additional stations throughout the District. (An empty battery takes approximately 4 hours to fully charge at a Level 2 station; 30 minutes to charge to 80% full at a Level 3 station.)
- A switch to LED streetlights completed in 2018/2019 is expected to save the community over $72,000 each year in operating costs.
- In 2015 the District implemented its Distributed Generation (Net Metering) Program. This program allows residents with their own energy generation systems, such as rooftop solar, to connect to the Summerland electrical grid and receive a credit for any excess energy produced.
- The District’s net metering program has recently been updated and will be re-launched at an open-house style event on August 27 from 3 to 6 pm at the Arena Banquet Room.
Please note that Mayor’s Minute will not be in the August 22 edition of the Herald; the column will resume August 29.
“In this world, nothing can be said to be certain except death and taxes.” — Benjamin Franklin
Summerland residents can breathe a sigh of relief that the 2019 tax season is over: they have claimed the suitable Homeowner’s Grant (if eligible) and submitted their payment. Summerlanders can be assured that services will continue for another year; that infrastructure will be maintained, repaired, and/or replaced; and that public facilities and amenities will continue to be operated safely.
But what does this mean? Where do our tax dollars go?
Here is a short list to give you an idea of how the District of Summerland puts your tax dollars to work for you. Starred items (*) are related to Summerland’s share of regional district services.
- Okanagan Regional Library, Summerland branch
- Debt financing, both municipal and Regional District of Okanagan-Similkameen (RDOS)*
- Regional transit, including the new route to Kelowna beginning in September*
- 911 emergency service (improvements only)*
- Emergency management, including the Emergency Operations Centre*
- Penticton Regional Hospital, including the David E. Kampe Tower*
- South Okanagan Conservation Plan*
- Mosquito control*
- Illegal dumping*
- Invasive species*
- Regional economic development (Okanagan Film Commission)*
- Regional Growth Strategy*
- Solid Waste Management Plan*
- Okanagan Basin Water Board*
- Regional trails (KVR Trail, for example)*
- RCMP (Summerland detachment and special investigation)
- Summerland Fire Department
- Recreational facilities, including the Aquatic Centre, Arena and Skatepark
- Trails, including Giant’s Head, Conkle Mountain, Centennial and others
- Parks, sports fields, and beaches
- Summerland Campground and Rodeo Grounds
- Roads (not including Highway 97)
- Summerland Museum and Summerland Arts and Cultural Centre
- Summerland Chamber of Commerce
- Festival of Lights
- Grants to non-profit groups such as the Summerland Food Bank and Resources, Ryga Arts Festival, Summerland Fall Fair, and others
- Fleet vehicles and equipment, including fire trucks
- Capital projects: plans and designs; upgrades, repairs and maintenance; replacement and new
- Downtown Beautification including banners and hanging baskets
- Landscaping and maintenance
- Garbage and recycling collection and landfill management
- Cemetery services
- Operation of municipal hall
The salaries and wages for District staff (operations) and the stipend for the Council (governance) are also funded through taxpayer dollars. Expenditures, including wages, that are related to utilities (water, sewer and electrical) are funded by monthly utility charges.
The front counter finance staff who receive your property tax payment collects it on behalf of the District of Summerland, the RDOS, and others. Timely payment of property taxes, including claiming the Homeowners Grant, is every property owners’ responsibility. If you are late making your payment and facing a penalty, take ownership for your decision. Be civil to District staff.
It is easy to grumble about paying taxes—I’ve done it too—but if those who benefit from the services don’t pay for them … who should?