10/20/2016 Board Meeting Package - beavermunicipal.com...Oct 20, 2016 · Table of Contents 2016.10.20/ Beaver Municipal Solutions Board Meeting – October 20, 2016 Tofield Chambers,

10/20/2016

Board Meeting Package Tofield Chambers, Tofield

October 20, 2016

Table of Contents 2016.10.20/ Beaver Municipal Solutions

Board Meeting – October 20, 2016

Tofield Chambers, Tofield

Table of Contents

Page

1. Preliminary Agenda 1 - 2

3. Approval of Minutes

3.1 Approval of Minutes of Regular Meeting – September 22, 2016 3 – 6

4. Regular Reports (Consensus Agenda)

4.1 FUAL – Updated 7 - 11

4.2 Operations Report 12 – 13

4.3 Communications Report 14 - 16

5. Conferences/Training/Correspondence:

5.1 Events Calendar – Updated 17 - 18

6. Board Matters 6.1 RFD – Quarterly Financial Report 19 – 27 Balance Sheet 28 Cash Flows 29 Income Statement 30 Capital Plan 31 6.2 RFD – Insurance Premiums Renewal 32 – 33 Insurance Exchange Agreement 34 - 58 6.3 RFD – Stage 8 Design 59 – 61 Attachment – AMEC Proposal 62 - 66 6.4 RFD – Holden Waste Collection Bin Pilot Project 67 - 69 6.5 RFD – Adoption of New and Revised Board Policies 70 - 72

BRD-018 – AIP Metrics Policy 73 - 74 HUM-006 – Discrimination & Harassment Policy 75 – 81 Attachment – Complaint Form 82 - 84 HUM-014 – Performance Management Policy 85 – 88 Attachment 1 – Performance Review Form 89 – 91 Attachment 2 – Check in Form 92 – 94 Attachment 3 – Competencies Form 95 – 98 Attachment 4 – AIP Weights 99 Attachment 5 – Illustrative AIP 100 Existing Policies Spreadsheet 101 - 102

AGENDA (FINAL)

REGULAR BOARD

MEETING

OCTOBER 20, 2016 TOFIELD CHAMBERS, TOFIELD

AGENDA 2016.10.20 Beaver Municipal Solutions

REGULAR MEETING

1. Commencement:

2. Additions/ Deletions to the Agenda:

2.1 6.6 FIO – RCA Conference 2.2 6.7 BDR – Steering Committee

3. Approval of Minutes:

3.1 The Minutes of the Regular Meeting of September 22, 2016

4. Regular Reports (Consensus Agenda):

4.1 FUAL

4.2 Operations Report 4.3 Communications Report

5. Conferences/Training/Correspondence:

5.1 Events Calendar

6. Board Matters

6.1 RFD – Quarterly Financials Report 6.2 RFD – Insurance Premiums – Jubilee AAMDC

6.3 RFD – Stage 8B Design 6.4 RFD – Holden Waste Collection Bin Pilot Project 6.5 RFD – New and Revised Policies

6.6 FIO – RCA Conference 6.7 BDR – Steering Committee

7. Camera Session:

7.1 FOIP – Part 2 Section 24 Part 2 Section 34(2)

8. Motions Arising From In-Camera Session:

8.1 As Required

Page 1 of 102

AGENDA (FINAL)

REGULAR BOARD

MEETING

OCTOBER 20, 2016 TOFIELD CHAMBERS, TOFIELD

AGENDA 2016.10.20 Beaver Municipal Solutions

9. Meeting Evaluation:

9.1 Director Form

10. Adjournment:

10.1 Motion for Adjournment

Page 2 of 102

B.R.W.M.S.C./BMS Regular Meeting September 22, 2016

1

BEAVER REGIONAL WASTE MANAGEMENT SERVICES COMMISSION REGULAR MEETING

September 22, 2016 Village of Ryley, Ryley

6:00 p.m. COMMISSION DIRECTORS present at commencement:

Ronald Yarham – Chairman Brian Ducherer – Vice-Chairman

Harold Conquest – Director Jason Ritchie - Director

Mark Geibelhaus – (Alternate for Bernie Marko)

COMMISSION DIRECTORS not present at commencement:

Bernie Marko - Director

ADMINISTRATION present at commencement: Pierre Breau, P. Eng. – General Manager Juvy Ceniza, CPA/CMA – Chief Financial Officer

Anne Ruzicka – Communications Coordinator Aaron Hills, CET – VP Operations

Sebastian Rodolfo – Financial Controller Jeanie DeGrande – CHRP, Human Resources/Payroll Manager Marilyn Booth – Executive Assistant

ADMINISTRATION not present at commencement:

Mark Lowe – Landfill Manager

1. Call to Order (Regular Meeting)

CHAIRMAN Yarham called meeting to order at 5:44 pm. 2. Additions/Deletions to the Agenda

2.1 5.2 ICD – Policy and Political Risk Course

16 113 MOVED by DIR. Ducherer that the Agenda be

approved with changes as presented.

CARRIED

3. Reading and Approval of the Minutes

3.1 The Minutes of the Regular Meeting of August 18, 2016

16 114 MOVED by DIR. Conquest that the Regular Minutes be approved as presented.

CARRIED

4. Regular Reports (Consensus Agenda)

4.1 FUAL Updated 4.2 Financial Report 4.3 Operations Report

Page 3 of 102


2

16 115 MOVED by DIR. Ducherer that the Consensus Agenda be accepted for information as

circulated. CARRIED

5. Conferences/Training

5.1 Board Events Calendar – Updated

5.2 ICD – Political and Policy Risk Course: Director Conquest discussed the ICD Conference regarding Enterprise

Oversight Risk Course with the Board and ask them to consider attendance at a future date in 2017 given BMS plans to become a

MCC. 6. Board Matters

6.1 RFD – Communications Quarterly Report

16 116 MOVED by DIR. Conquest that the Board

accept for information, the 2016

Communications Quarterly Report

CARRIED 6.2 RFD – Amendment to PAC By-Law

16 117 MOVED by DIR. Ritchie that By-Law 11/2016,

a By-Law amending By-Law 4/98 Public Advisory Committee be read a first time;

CARRIED

16 118 MOVED by ALT. Geibelhaus that By-Law 11/2016, a By-Law amending By-Law 4/98 Public Advisory Committee be read a second

time;

CARRIED UNANOMOUSLY

16 119 MOVED by DIR. Conquest that By-Law

11/2016, a By-Law amending By-Law 4/98 Public Advisory Committee be read a third

time and approved. CARRIED

6.3 RFD – 2016 Insurance Report.

16 120 MOVED by DIR. Ritchie that the Board accept

for information, the 2016 Insurance Report as presented.

CARRIED

6.4 RFD – Adoption of New and Revised Board Policies.


approve the revised policy FIN-008 – Investment Policy, as presented;

Page 4 of 102


3

CARRIED

16 122 MOVED by DIR. Ritchie that the Board approve the new policy, FIN-008A – Banking Authority, as presented;

CARRIED

16 123 MOVED by DIR. Ducherer that the Board

approve the revised policy, HUM-004 –

Occupational Health & Safety, as presented;

CARRIED

16 124 MOVED by DIR. Conquest that the Board approve the new policy, BRD-015 – General Manager Recruitment and Selection as

presented;

CARRIED


approve new policy, BRD-016 – General Manager Employment and Compensation as

presented; CARRIED

16 126 MOVED by ALT. Geibelhaus that the Board

approve the new policy, BRD-017 – General Manager Performance Review as presented.

CARRIED

7. In-Camera Session

16 127 MOVED by DIR. Ducherer to go in-camera at

7:26pm.

CARRIED 16 128 MOVED by DIR. Ducherer to go out-of-cameral

at 8:19pm.

CARRIED 8. Motions Arising from In-Camera Session – N/A

9. Meeting Evaluation Forms Completed

10. Adjournment

16 129 MOVED by Chairman Yarham to adjourn the

meeting at 8:20pm.

CARRIED

Page 5 of 102


4

The next regular meeting of, the Board will occur on October 20, 2016 at 6:00 pm at Tofield Chambers, Tofield.

_

Chairperson

GM

Page 6 of 102

4.1 FOLLOW-UP ACTION LIST (FUAL) – 2016-10-20 Last modified: 2016.10.06

Revision 3 FUAL Date: 2015.08.24 Page 1

DATE REPORT WHO ACTION (to/via) TARGET

(Status)

2013-11-28 Director Remuneration GM Develop a new policy and present to the Board for review and

approval. Per Cuff report recommendation.

COMPLETE

2014-06-19 Consulting Report – Good Neighbor Grant Policy

GM Municipalities requested Community Impact Study be delayed. See 2014-10-23, motion

14-083

Delayed

2014-06-19 14-051 – Letter of support to the Bathgate

Water Co-Op with payment of up to $300,000 valid to December 31,2016

GM Letter sent to Bathgate Water Co-

Op

Pending

payment of funds.

2014-11-20 14-099 Recreation Project Conceptual Planning

GM Work in Progress, Assigned to PAC Delayed

2015 06 18 15 022 Recommendations of Cuff Governance Report

GM Update on Progress On Going

2015 10 15 15 072 That rural collection service to existing out of County customers be continued with a rate increase, effective

April 1, 2016, from $30/mth to $50/mth, pending formal approval by Municipal

Affairs while this service continues

GM Motion Carried. Notice to go to Customers & Municipal Affairs

On Going

2015 10 15 15 073 That expansion of the rural

collection service to 6 out of County waiting list customers, is approved with service to begin only after approval by

Municipal Affairs

GM Motion Carried. Notice to go to

Municipal Affairs

On Going

2015 10 15 115 074 That the Board of Directors

requests Management to complete an analysis for collection expansion

opportunities and present findings and recommendations at the December

VPO Motion Carried. Analysis to be

completed for May 2016 meeting

2016 12 15

Page 7 of 102



Board Meeting.

2016 02 24 16 024 that the equipment and assets presented, at a book value of $631,389.89

and a depreciated net book value of $73,500.00, be declared surplus to

Commission operations, and sold to the highest bidder, with bids obtained through tendered public auction, and further that

none of these assets were purchased, in whole or in part, with provincial funding,

such offer of sale to take place upon approval of the Minister of municipal affairs.

GM Motion Carried. Pending approval of Municipal Affairs. Update for

May Board Meeting

Pending

2016 02 24 16 025 that the Board requests the Minister of Municipal Affairs to approve this offer of sale.

GM Motion Carried. GM to issue letter In Progress

2016 04 21 Land Agreement GM GM to pursue land agreement designation with Clean Harbors

In Progress

2016 05 19 16 053 that the Commission place a roll-on/roll-off bin at the Country Bottle Depot

operated by Mark Geibelhaus and provide free pick-up and disposal service, as

required, for a period lasting from June 1, 2016 to October 31, 2016, with the initiative being reviewed at the October

2016 meeting, in order to provide rural residents living near Holden the

opportunity to dispose of their municipal waste, and thereby reduce the use, by rural residents, of village bins for waste disposal,

and,

GM/CC Motion Carried. Bin placed & signage in process.

In Progress

Page 8 of 102



16 054 That the terms of the service be as presented

2016 05 19 BDR – Recycling Services Expansion –

Options and Costing. Communications Coordinator presented the

options to implement a recycling collection service to the five municipal member municipalities

GM/CC The Board directed staff to consult

with the Municipal Members regarding the recycling services

options presented, and arrange for presentation of these options to the Councils if requested. Delayed

until September

Delayed

2016 05 19 Shareholders Charter GM GM provided draft Charter for CAO’s to review

In Progress

2016 06 02 Stage 8B Proposal GM GM to discuss Stage 8B proposal to Board

2016 10 20

2016 08 18 16 078 – BDR – Risk Management Course – Board Retreat

Director Conquest approached the Members with a proposal to take

the Risk Management Course, and take the opportunity to have a Board Retreat weekend.

2017

2016 08 18 16 083 - that the Board change employee kilometre reimbursement rates to $0.57

per kilometre over 5,000 kilometre per year from $0.48 per kilometre on an interim

basis to December 31, 2016, with a review of rates to be completed in the 2017 Business Plan for discussion at the

December 15, 2016 Board meeting

HR

GM

Motion Carried. HR to advise staff of kilometer rate change above

5000 km a year. GM to review rate for 2017

business plan

Complete

2016 08 18 16 088 – That the Board approve the changes to the

Administration Office Hours from 8:30am – 4:30 pm to 8am – 4pm

GM/CC Motion Carried. Communications Coordinator to advise office staff on

Administration office hours change

COMPLETE

Page 9 of 102



2016 08 18 16 089 – That the Board approve the August Quarterly Operations Report.

VPO Motion Carried. COMPLETE

2016 08 18 16 090 – that the vacant member position on PAC be advertised for

replacement made to the Board at its October 2016 regular meeting

16 091 - that the existing PAC members be re-appointed for an additional one

year term, and that staggered term replacements per the By-Law be

advertised prior to the expiration of the one year term extension; and

16 092 - that an opening on the PAC for a member representing youth (under

25) be made per changes to the appropriate By-law, and such amendment be brought forward to the

Board for first reading at its September 2016 regular meeting

GM/CC

GM

GM

Motion Carried: CC to immediately advertise for PAC Member Vacancy

Motion Carried: GM to send notice to members regarding extension of

terms for 1 year.

Motion Carried: By-law for 1998 be amended for 1st reading at

September Board Meeting.

2016 10 20

Complete

Complete

2016 09 22 16 117, 16 118, 16 119 – 3 Readings to the

Amendment to PAC by law 11/2016

GM Motion Carried Unanimously.

Amended By-Law to be signed by Board Chairman and General Manager. Advertisement for

position to be issued.

Complete

2016 09 22 16 120 that the Board accept for

information, the 2016 Insurance Report as presented by Sebastian.

GM/FC Motion Carried.

GM to bring a draft to the Board regarding how to improve our

Insurance policy

Complete

2016 09 22 16 121 that the Board approve revised FIN-

008 – Investment Policy

GM/CC Motion Carried. Complete

Page 10 of 102



GM through Communications Coordinator to advise employees

the adoption of these policies and that they are posted to the website

2016 09 22 16 122 that the Board approve new FIN-008A – Banking Authority Policy

GM/CC Motion Carried. GM through Communications

Coordinator to advise employees the adoption of these policies and that they are posted to the website

Complete

2016 09 22 16 123 that the Board approve revised HUM-004 – Occupational Health & Safety

Policy

GM/CC Motion Carried. GM through Communications

Coordinator to advise employees the adoption of these policies and

that they are posted to the website

Complete

2016 09 22 16 124 that the Board approve new BRD-

015 – General Manager Recruitment and Selection Policy

GM/CC Motion Carried.

GM through Communications Coordinator to advise employees the adoption of these policies and

that they are posted to the website

Complete

2016 09 22 16 125 that the Board approve new BRD-

016 – General Manager Employment and Compensation Policy

GM/CC Motion Carried.

GM through Communications Coordinator to advise employees


Complete

2016 09 22 16 126 that the Board approve new BRD-017 – General Manager Performance Review Policy

GM/CC Motion Carried. GM through Communications Coordinator to advise employees


Complete

Page 11 of 102

OPERATIONS UPDATE

Landfill

Waste Volumes and Capacity Tracking:

Landfill tipping increased during September 2016 with contaminated soil projects and

material from the City of Edmonton wood recycling fire. BMS was successful in winning a

tender with CNRL that boosted the contaminated soil numbers in September. Total volumes

for 2016 are included in attachment 1 included with this report.

As reported at the September Board meeting, Operations is awaiting the completion of Cell

8A so a new working landfill model can be prepared. This will allow ongoing calculation of

compaction and capacity. We expect this model to be completed in October so this

information can be included in future reports. Despite the challenges with completing Cell

8A, we are happy to report that no disruptions to regular landfill service occurred.

Collection and Hauling

Fall Large Item Collection is underway. Collection crews have completed Lindbrook

transfer station, Viking transfer station, Town of Viking and Village of Ryley.

Health, Safety and Environment

Good safety practices continued in September and training for staff on Incident

Investigation Training was completed.

WHMIS 2015 training is also being completed with staff to assist the transition to

updated WHMIS safety program.

A summary report with comparison to the previous year is attached to this report

(Attachment 2).

Page 12 of 102

OPERATIONS UPDATE Attachment 1:

Page 13 of 102

COMMUNICATIONS UPDATE

As of September 30, 2016

1. External Communications

a. Promotional Events

No promotional events in September.

b. Community Funding

Micro Grant Updates

Recipient Event Donation Notes Viking Ag Society Bull Riding Event $200 Thank you card received

Studio 14 Art Association Live & Silent Auction Fundraiser

$100 + product

Thank you card received

Viking Pre-School

Association

Ladies Night Out

Fundraiser

$200 Thank you card received

Tofield Ag Society Bull Bash $200 Recognition outstanding

Lindbrook Community Hall 75th Anniversary $200 Recognition outstanding

Tofield Ag Society Sod Buster Rodeo $200 Recognition outstanding

Ryley Community Preschool Fundraiser Product Thank you card received

Tofield Titans – Minor Hockey

Hockey tournament Product Recognition outstanding

Beaverhill Rural Crime Watch

Fundraiser Product Recognition outstanding

Tofield Skating Club Carnival fundraiser Product Recognition outstanding

Ryley Curling Club Dale Winsnes Bonspiel

Fundraiser

Product Recognition outstanding

Holden Ag Society Fundraiser for injured child

$100 gift cards

Recognition outstanding

Village of Holden Volunteer Appreciation Night

Product Thank you letter received

Village of Ryley Summer Bust Out Festival

$200 Thank you in Village Voice

Tofield Lions Club “Dash Plaques” for Heritage Classic S&S

$75.00 Receipt received

McPherson Library Trip to Zoo and Snack Program

$200 Recognition outstanding

NEW Viking Gymnastics Club

Air compressor $178.49 Recognition outstanding

Other Donations Update

Other donations to date include:

Holden Junior Cattlemen’s Society – one 40yd waste bin Oats N Notes (Tofield) – two 4yd bins Ride for Dad (Tofield) – three roll out carts

Bruce Stampede – one 40yd bin and four 4yd bins

Page 14 of 102


Grant Process Update

Cycle 1 Funds distributed to date: Holden Junior Cattlemen Society - $3500 Viking Golf and Country Club - $1000

Holden Seniors Club - $2800 Ryley Fire Department - $5000

Holden Navy League - $1000

Community Partnership

Partnership funds distributed in 2016 include:

Beaverhill Players - $3400 (committed prior to new grant process) Good News Community Church Youth Group - $2500 (litter clean

up) Beaver County - $1000 plus waste bins – HHW roundup Good News Community Church Youth Group - $200 (van rental for

MLA tour)

c. Communications to municipal members and general public

Website

Weekly ad in the Chronicle –September highlights include

advertising for PAC member, Large Item Collection Program set for

October, Holden Museum Closing for Season, Garbage in Your

Neighbourhood, Open Houses Announcement

In the Community Updates

Fall Large Item Schedules

Upcoming Open Houses

Grant Program

Holden Rural Waste Bin

Presentations

Presentations made to Beaver County regarding the landfill

renewal application.

Presentations scheduled for all other Municipal Member Councils in

October.

Page 15 of 102


Public events

Preparing for two Open Houses (October 18 and November 3) as

part of landfill permit renewal process. Sent invitation to landowners

within 5 km radius of landfill to attend Open Houses.

d. Other

PAC Update

No PAC meeting in September.

2. Internal Communications

a. Employee Updates

Hires:

Maternity leave Parts & Service Assistant – one position to replace

one full time position on maternity leave

Casual Landfill Operator – one position

Terminations

General Labourers (Litter Pickers) – two positions

b. Strategic Plan initiatives

Beaver Municipal Solutions has received support from four of the five

Municipal Member Councils on the three key points presented at the

Strategic Plan presentation in June. To date, Ryley Council has provided

support for only one of the three key points.

c. Other

Started Social Media course, completing the first section. Four more

sections to be completed prior to the end of 2016. This course is

working toward the development of a social media policy for Beaver

Municipal Solutions.

Attended RCA Board and Committee meetings in Red Deer.

Attended RCA Waste Reduction Conference in Jasper with Chairman Ron

Yarham, Director Brian Ducherer, Director Harold Conquest and PAC

member Ernie Whiteside.

Page 16 of 102

5.1 BOARD EVENTS CALENDAR - 2016-10-20

5.1 BOARD EVENTS CALENDAR 2016.10.20

Revision 2 Board Calendar Date: 2015.08.24

DATE(S) TIME EVENT LOCATION COMMENTS Oct 18, 2016 3:00 – 8:00 pm Open House Beaver Municipal Please contact Anne at 780-

663-2038 Ext: 111 if you have any questions.

Oct 20, 2016 6:00 – 8:00 pm Board Meeting Tofield Chambers Regular Meeting

Oct 25, 2016 6:00 – 7:00 pm PAC Meeting Tofield Chambers

Nov 3, 2016 3:00 – 8:00 pm Open House Beaver Municipal Please contact Anne at 780-663-2038 Ext: 111 if you have any questions.

Nov 17, 2016 6:00 – 8:00 pm Board Meeting Village of Ryley Regular Meeting/Organizational Meeting

Nov 22. 2016 6:00 – 7:00 pm PAC Meeting Village of Ryley

Dec 3, 2016 5:00pm – 1:00am BMS Christmas Party Ryley Community Hall If you are interested in attending: Contact Jeanie DeGrande – 780-663-2038 Ext: 109

Dec 15, 2016 6:00 – 8:00 pm Board Meeting Tofield Chambers Regular Meeting

Dec 20, 2016 6:00 – 7:00 pm PAC Meeting Tofield Chambers

Oct 12 – 17, 2017 RCA 2017 Recycling Council

Conference

Lake Louise, AB If you are interested in

attending: Contact Marilyn @ 780-663-2038 Ext: 117

Jan 26, 2017 5:00 – 7:00 Board Tofield Chambers Tentative

Jan 31, 2017 5:00 – 7:00 PAC Tofield Chambers Tentative

Feb 23, 2017 5:00 – 7:00 Board Tofield Chambers Tentative

NO PAC in Feb

Mar 16, 2017 5:00 – 7:00 Board Ryley Tentative

Mar 28, 2017 5:00 – 7:00 PAC Ryley Tentative

Apr 20, 2017 5:00 – 7:00 Board Ryley Tentative

Apr 25, 2017 5:00 – 7:00 PAC Ryley Tentative

May 18, 2017 5:00 – 7:00 Board Ryley Tentative

May 30, 2017 5:00 – 7:00 PAC Ryley Tentative

Page 17 of 102

5.1 BOARD EVENTS CALENDAR - 2016-10-20

5.1 BOARD EVENTS CALENDAR 2016.10.20

Revision 2 Board Calendar Date: 2015.08.24

Jun 15, 2017 5:00 – 7:00 Board Ryley Tentative

Jun 27, 2017 5:00 – 7:00 PAC Ryley Tentative

NO Meetings in July

Aug 17, 2017 5:00 – 7:00 Board Tofield Chambers Tentative

Aug 29, 2017 5:00 – 7:00 PAC Tofield Chambers Tentative

Sep 21, 2017 5:00 – 7:00 Board Ryley Tentative

Sep 26, 2017 5:00 – 7:00 PAC Ryley Tentative

Oct 19, 2017 5:00 – 7:00 Board Ryley Tentative

Oct 24, 2017 5:00 – 7:00 PAC Ryley Tentative

Nov 16, 2017 5:00 – 7:00 Board Tofield Chambers Tentative

Nov 28, 2017 5:00 – 7:00 Board Tofield Chambers Tentative

Dec 14, 2017 5:00 – 7:00 Board Tofield Chambers Tentative

Dec 19, 2017 5:00 – 7:00 PAC Tofield Chambers Tentative

Page 18 of 102

Request For Decision (RFD)

RFD 6.1 – 2016.10.20 Beaver Municipal Solutions

Revision 3 RFD Date: 2015.12.16

SUBJECT:

Interim Financial Statements for the Nine Months Ending September 30, 2016

RECOMMENDATION:

That the Interim Financial Statements for the Nine Months Ending September 30,

2016 be accepted for information as circulated.

GM/CFO COMMENTS:

The attached financial statements include:

Balance Sheet (Statement of Financial Position)

Statement of Cash Flows

Summary Comparative Income Statement

Capital Plan

Balance Sheet

The balance sheet provides unadjusted results regarding BMS assets and liabilities.

BMS’ total assets has grown from $33,980,217 to $40,968,993 in nine months mainly from

cost of capital projects.

Total assets include current assets, other assets and property and equipment.

Current assets are $21,866,086 including $17,299,903 in cash and marketable securities,

$3,695,280 in accounts receivable (66.96% are current), $820,457 in inventory (mostly

stockpiled soil for future cover and chemicals for waste water) and $50,446 in prepaid

expenses (mostly insurance, extended warranty and software subscription). Account

receivable is higher by 48% mainly because of City of Edmonton uncollected account of

$997,758. The amount was collected subsequent to balance sheet date. Late payment by the

City of Edmonton is due mainly to internal changes in their organization.

Net GST collectible of $421,410 for the nine months ending September 30, 2016 is included

in accounts receivable. Subsequent to the balance sheet date, a total amount of $385,311.03

in GST rebate was collected from the CRA.

Page 19 of 102




As at September 30, 2016 BMS has $4,448,576 in its Post Closure Liability investment bank

account and $6,432,056 in its cash management bank account. Interest revenue earned to

date from the marketable securities amounted to $142,238 as at September 30, 2016. The

money set aside for post closure covers the $4,120,129 liability recorded in 2015.

Reconciliation of difference to ATB portfolio statements amounting to $668.68 mainly includes

fair value adjustments and gain/loss on sale will be adjusted at year-end.

As at September 30, 2016, BMS has $5,978,700 in its 90 days’ notice demand investment

account. Interest revenue to date earned from the notice demand investment accounts

amounted to $79,672.74. As a whole, marketable securities comes from collection of

receivables. It decreased slightly by 5% due to acquisition of several capital assets.

Other assets represent the deposit on Mizera property ($66,450). No movement or new

developments occurred.

Property and equipment include land, buildings and plant and equipment. Major additions

are presented in the capital plan below. There have been no write-offs done on equipment.

Assets retired or replaced are being used as back-up, for spare parts and some are being

considered to be offered for auction.

Bin replacement has now been completed. Replaced waste bins are to be assessed; either for

recycling or salvaging.

To date, BMS incurred a total amount of $540,996 for trucking and disposal of leachate in Cell

8. Out of this amount, $54,117 is charged to operating expenses and $486,879 to capital

expenditures.

All assets of the commission have adequate insurance coverage.

Total liabilities include current liabilities and landfill closure and post closure obligations.

Current liabilities stand at $190,301 which are mainly accounts payable, accrued liabilities

and employees benefit payable. Bank loans were still nil.

Accounts payable to various suppliers and service providers amounted to $117,056, of which

$18,453 is due to AAMD&C Finning Trade Division for purchase of inventory and off-highway

equipment repairs, $16,769 is due to Ceiba Energy Services, Inc. for the Cell 8 leachate

disposal and $21,672 is due to D&D Septic Services for septic pumping services, dust

prevention and leachate & storm water management. Accrued accounts payable amounted to

Page 20 of 102




$32,594, while employees benefit payable stands at $70,578 (mainly vacation accrual and

WCB premium).

Current assets to current liabilities liquidity ratio is an outstanding 114.90 times.

Total liabilities equal $4,310,018 which mainly represents the landfill closure obligation of

$4,119,717 computed as the present value of the cost estimate to close the landfill at a future

date at the depletion of total landfill capacity. Landfill closure at the end of the landfill’s

operation is a regulatory requirement. The amount shown is based on 2015 estimates less

actual expenditures incurred to date.

Net assets (equity) equal $36,658,976 including unrestricted accumulated surplus of

$9,017,074. This surplus represents the value of accumulated funds and depreciated property

and equipment of BMS, after the internally restricted funds of $156,199 that serves as an

equipment reserve, $1,086,000 2015 budget carry-over and $4,317,617 landfill closure and

post closure reserve.

BMS distributed surplus amounting to $2,000,000 during the month of February 2016.

No movement in bio-solids cost to date. Expected costs in 2016 are on-going land rentals as

well as an expected $78,000 cost from Sylvis Consulting related to completion of the willow

plantation work. Harvesting of the willow crop is expected in 2017 or 2018.

Statement of Cash Flows

Net cash received from operating activities for the nine months ending September 30, 2016

was $7,811,066 and was used to pay capital projects of $6,568,578 while $811,936 was set

aside as investment. Cash was also used to pay $2,000,000 as member distribution.

Resulting cash balance, before marketable securities, was $484,866.

Overall cash balance remains positive. BMS has enough money to fund expected capital

expenditures for the year without incurring bank debt.


The year-to-date budget has been divided by twelve months (payroll over 26 pay periods).

Category revenues to date for Landfill Disposal Contracts (MSW) are higher than last year by

12.7% or $1,334,073. This is mainly due to the $1,739,721 or 20.97% increase in revenue

from the City of Edmonton. During the month of September, a total of $346,300 in fire

materials were disposed by the City of Edmonton to our landfill. The City of Edmonton

revenues are higher than budget by 27.54%.

Page 21 of 102




While revenue from Evergreen is slightly higher by 3.60% or $48,536.32. Volumes continue

to significantly drop from June to July by 32% and July to August by 56% but recovered from

August to September by 41.6%. Management is in contact with Evergreen. The contract has

a minimum put or pay of 46,500 tons in 2016. As of September 2016, total volume brought

to our landfill by Evergreen is 39,392 tons. Evergreen revenues are slightly lower than budget

by 1.13%. The commission is facing a stiff pricing competition from Waste Management.

Landfill Disposal Contracts is above budget by $1,715,627.90 or 16.92%. With recent

developments, management is continuously working with these 2 major customers to stabilize

revenues until end of the year. At this point in the year, management’s assessment, BMS will

hit 2016 budgeted revenue even with Evergreen at minimum annual volume.

Landfill Disposal Revenue had decreased by 10.8% as compared to last year. Revenues from

CRNL contaminated soil disposal of $398,554 during the month of September helped improve

the negative variance from last year. However, Landfill Disposal Revenue for the nine months

ending September 30, 2016 is higher than budget by 8.5% indicating better than expected

results, despite the oil and gas industry downturn. Accordingly, management projects meeting

target for this category.

Trucking contract revenues are higher in 2016 against previous year by 11.5% and higher

than budget by 10%. This is mainly due to increase in trucking rates and tonnage.

Management projects meeting target for this category.

Waste Bin Revenue is 15% higher than last year and 17% higher than budget. It

represents 1.72% of total revenue. It is higher than last year and budget mainly

because of 80 new rural customers and increase in roll-off rentals.

Municipal contract represents .92% of total revenues.

Wastewater revenue earned is $71,263 from the Kinsella Lagoon Project.

Page 22 of 102




R E V E N U E

L A N D F I L L D I S P O S A L C O N T R A C T S

W A S T E B I N R E V E N U E

T R U C K I N G C O N T R A C T S

M U N I C I P A L C O N T R A C T S

L A N D F I L L D I S P O S A L R E V E N U E

W A S T E W A T E R T R E A T M E N T R E V E N U E

O T H E R I N C O M E

11,857,854

279,014

1,169,226

148,500

2,391,054

71,263

268,114

10,523,781

242,585

1,048,356

148,559

2,681,228

0

118,340

10,142,250

206,100

1,063,275

150,300

2,203,650

0

109,425

REVENUE

2016 2015 YTD Budget

CoE67%

GFL9%

CNRL2%

Beaumont2%

Vermilion2%

Parkland 2%

Repsol2%

Tervita1%

Imperial Oil1%

Kichton1%

Others11%

Revenue from Major Customers

Page 23 of 102




Total revenue for the nine months ending September 30, 2016 of $16,185,025 is higher than

last year’s level by $1,422,176 or 9.6% and is higher than budget by $2,310,025 or 16.6%

mainly due to increased volume from the City of Edmonton. Total volume from the City of

Edmonton is higher by 39,718 tons or 19.5%. As previously noted, contaminated soil and

special waste revenues are also better than expected. Total volume from contaminated soil

for the month of September is 48,023 which represents 33.7% of the total contaminated soil

year-to-date volume of 142,592 tons. Contaminated soil from CRNL for the month of

September is 44,396 or 82% of total contaminated soil volume for the month. The revenue

from CRNL has lessen the negative variance from last year. Currently, management is working

in getting another major project. Accordingly, management expects total revenue will meet

or exceed annual plan if the positive trend will continue throughout the year.

In total, nine months operating expenses reached $6,637,270 which is below budget by

$900,230 or 11.9%. All expense categories show below budget spending except for

Professional Services. It is higher due to legal fees incurred for the Strategic Planning and

review of contract with Caburn Contracting, hiring of Elevate Consulting for the Commission’s

strategic planning activities as well as cost of land agreements. During the month of

September, BMS hired the engineering services of Golder Associates to develop OHS Codes

of Practice for Asbestos and Crystalline Silica Waste and Alberta Innovates for consultation of

regulatory authorities and sampling protocol establishment for MSW characterization.

Professional services may be impacted by additional activities related to BMS’ strategic plan.

Other expenses is lower than budget by $187,912 or 39.4%. The commission has not yet

exercise its commitment to provide financial support to Bathgate Water Co-Op in the amount

of $300,000. The commitment is valid up to December 31, 2016.

As compared to prior year, total operating expenses are slightly lower by $89,031 or 1.3%

mainly from decreases in Professional Services by $108,511 or 27.3%, Rental and Leases by

$133,954 or 66.4%, Supplies and Materials by $244,499 or 18.8% and Gain on sale of land

by $139,422 or 100%. The decreases are offset by increases in Salaries and Wages by

$322,463 or 10.5% and Employee Benefits by $103,405 or 17.7%. There was no AIP program

last year. BMS recognized a gain on sale of land in the amount of $188,100 but at the same

time incurred net amount of $48,739 in foreign currency losses on several purchases abroad

last year.

Professional Services for the nine months ended is lower than prior year as we did not have

in 2016 the Engineering Services provided by Sylvis for the Biosolids/Willow Management

Project and Soil Mixing Procurements, the Hay Group compensation and PMPP study, Cuff due

diligence review and Professional recruitment services for landfill manager. Our engineering

team is now doing surveying works. There may be costs of up to $78,000 incurred with respect

to the Bio-solids/Willow Plantation in 2016 but confirmation of the amount will only be known

in October 2016.

Page 24 of 102




The purchase of several equipment pieces during the year resulted in lower equipment rentals

and contracted services.

Supplies and Materials are lower than last year due mainly to lower average fuel cost and

volume in liter consumption this year and parts work orders are higher last year. Average

prices of dyed and clear diesel are 11.9% and 12.2% lower than last year, respectively. While,

volume in liter consumption of dyed diesel and clear diesel are 12.1% and 2.5% lower than

last year, respectively.

2016 total expense plan is on target.

Operating income for the nine month ending September 30, 2016 is $9,547,756. Higher

revenues and lower costs as discussed above resulted in a positive operating income variance

of $3,210,255 or 50.7%. As compared to 2015, operating income is $1,511,206 or 18.8%

more due to higher revenue levels.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

RENTALS & LEASES

CONTRACTED SERVICES

IT SYSTEMS

REPAIRS & MAINTENANCE

PROFESSIONAL SERVICES

OTHER EXPENSES

SUPPLIES & MATERIALS

SALARIES & WAGES

TOTAL EXPENSES

67,806

186,621

94,928

214,945

289,666

510,799

1,112,866

4,159,639

6,637,270

201,760

255,690

106,593

205,047

398,177

422,112

1,382,260

3,754,661

6,726,300

174,300

277,950

116,213

247,163

248,925

795,195

1,364,533

4,313,222

7,537,500

Major Expenses in $

2016 2015 Budget

Page 25 of 102




Operating income is one of two corporate metrics for AIP. Minimum threshold for AIP is 85%

of budgeted operating income, which calculates to $7,182,500. BMS achieved 132.9% of

minimum threshold and 113% of full year target nine months in to the year.

The second corporate metric, Injury Severity Rate, will not be achieved due to an incident

involving 4 employees. Total lost days resulting from injury is 112.13 days and counting.

One employee is on modified duties several days a week. While the other three have been

working on their regular hours already.

Capital Plan

Capital expenses have been $6,568,578 which is mainly for the following:

1. Cell 8 - $2,397,704

2. Scraper - $1,141,836

3. Side Loader / Pakmore $720,503

4. Track-type loader $723,766

5. Water Truck – Leachate handling $297,483

6. Multi-Lift $253,086

7. Additional Waste Bins - $241,067.28

8. Landfill Capping $182,163

16,185,025

6,637,270

9,547,756

14,762,849

6,726,300

8,036,549

13,875,000

7,537,500

6,337,500

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

TOTAL REVENUE

TOTAL EXPENSE

OPERATING INCOME


in $ Millions

Year to Date 2016 Year to Date 2015 Year to Date Budget

Page 26 of 102




Management expects to disburse a total amount of $494,960.90 in October and November

2016 mainly for the construction of Cell 8.

We anticipate a below budget result for the capital plan at year-end.

Others

Report/Document: Attached Available NA

Submitted by: Sebastian Rodolfo Endorsed by: PB

Reviewed by: Juvy Ceniza, CMA Reviewers JC/PB

2,187,347.26

1,964,118.74

1,066,925.41

783,071.86

613,178.12

605,578.42

477,795.67

430,507.32

401,847.51

277,219.84

269,309.21

263,418.54

250,937.50

185,223.02

168,479.65

136,694.35

134,095.91

119,204.61

1,980,010.54

12,314,963.48

Caburn Contracting Ltd

Finning (Canada)

Beaver County

Superior Truck Equipment Inc.

Bruce Shell (1990) Ltd.

Local Authorities Pension Plan

Dingman Trucking Ltd.

Town of Tofield

Western Star Trucks (North) Ltd.

Town of Viking

Village Of Ryley

BTO Contracting

UNIVERSAL HANDLING

Village of Holden

ATB MasterCard

AMEC Foster Wheeler

Manulife

AAMD&C Finning Trade Division

Others

Total

Major Vendors including Disbursement to Members

X X

Page 27 of 102

Sept 30, 2016 Dec 31, 2015

Audited

CURRENT ASSETS: Amount Percentage

Cash 484,866 430,441 54,425 13%

Marketable Securities 16,815,038 17,626,974 (811,936) -5%

Accounts Receivable 3,695,280 2,504,476 1,190,804 48%

Inventory 820,457 776,929 43,528 6%

Prepaid Expenses 50,446 107,068 (56,622) -53%

TOTAL CURRENT ASSETS 21,866,086 21,445,888 420,198 2%

OTHER ASSETS 66,450 66,450 - 0%

PROPERTY AND EQUIPMENT 19,036,457 12,467,879 6,568,578 53%

TOTAL ASSETS 40,968,993$ 33,980,217$ 6,988,776 21%

CURRENT LIABILITIES Amount Percentage

Accounts Payable and Accrued Liabilities 190,301 748,869 (558,568) -75%

Bank Loans - - -

TOTAL CURRENT LIABILITIES 190,301 748,869 (558,568) -75%

LANDFILL CLOSURE AND POST CLOSURE

OBLIGATION 4,119,717 4,120,129 (412) 0%

NET ASSETS:

Invested in Property and Equipment 12,534,329 12,534,329 0 0%

Internally Restricted 5,559,816 5,559,816 0 0%

Unrestricted - Accumulated 9,017,074 11,017,074 (2,000,000) -18%

Accumulated Surplus

Net Operating Income 9,547,756 9,547,756

TOTAL NET ASSETS 36,658,976 29,111,219 1,246,862 4%

TOTAL LIABILITIES AND NET ASSETS 40,968,993$ 33,980,217$ 6,988,776 21%

Increase / (Decrease)

Increase / (Decrease)

Beaver Municipal Solutions

Balance Sheet (unadjusted)

as at September 30, 2016

LIABILITIES AND NET ASSETS

ASSETS

Page 28 of 102

OPERATING ACTIVITIES:

Net Operating Income 9,547,756

Accounts Receivable (1,190,804)

Inventory (43,528)

Prepaid Expenses 56,622

Accounts Payable and Accrued Liabilities (558,567)

Landfill Closure and Post-Closure (412)

Net Cash from Operating Activities 7,811,066

INVESTING ACTIVITIES:

Marketable Securities - net 811,936

Purchase of Property and Equipment (6,568,578)

Net Cash used in Investing Activities (5,756,642)

FINANCING ACTIVITY:

Distribution to Members (2,000,000)

Increase in Cash and Cash Equivalents 54,425

Cash and Cash Equivalents at Beginning of Period 430,441

Cash and Cash Equivalents at End of Period 484,866


Statement of Cash Flows (unadjusted)

Nine months ended September 30, 2016

Page 29 of 102

2016 2015 $ Variance % YTD Budget $ Variance % FY 2016

% to FY

Budget

REVENUE

LANDFILL DISPOSAL CONTRACTS 11,857,854 10,523,781 1,334,073 12.7% 10,142,250 1,715,604 16.9% 13,523,000 87.7%

WASTE BIN REVENUE 279,014 242,585 36,429 15.0% 206,100 72,914 35.4% 274,800 101.5%

TRUCKING CONTRACTS 1,169,226 1,048,356 120,870 11.5% 1,063,275 105,951 10.0% 1,417,700 82.5%

MUNICIPAL CONTRACTS 148,500 148,559 (59) 0.0% 150,300 (1,800) -1.2% 200,400 74.1%

LANDFILL DISPOSAL REVENUE 2,391,054 2,681,228 (290,174) -10.8% 2,203,650 187,404 8.5% 2,938,200 81.4%

WASTE WATER TREATMENT REVENUE 71,263 0 71,263 0.0% 0 71,263 0.0% 0 0.0%

OTHER INCOME 268,114 118,340 149,774 126.6% 109,425 158,689 145.0% 145,900 183.8%

TOTAL REVENUE 16,185,025 14,762,849 1,422,176 9.6% 13,875,000 2,310,025 16.6% 18,500,000 87.5%

EXPENSE

SALARIES & WAGES 3,389,612 3,067,149 322,463 10.5% 3,438,323 (48,711) -1.4% 4,584,431 73.9%

EMPLOYEE BENEFITS 688,814 585,409 103,405 17.7% 769,899 (81,085) -10.5% 1,026,532 67.1%

STAFF TRAINING & DEVELOPMENT 81,213 102,103 (20,890) -20.5% 105,000 (23,787) -22.7% 140,000 58.0%

COMMISSION BOARD EXPENSES 60,534 44,606 15,929 35.7% 76,125 (15,591) -20.5% 101,500 59.6%

BUSINESS DEVELOPMENT 22,161 84,942 (62,781) -73.9% 59,963 (37,802) -63.0% 79,950 27.7%

ADVERT, PRINT & OFFICE SUPPLY 53,810 78,705 (24,895) -31.6% 85,768 (31,958) -37.3% 114,357 47.1%

TELECOMMUNICATIONS 36,196 52,701 (16,505) -31.3% 58,973 (22,776) -38.6% 78,630 46.0%

IT SYSTEMS 94,928 106,593 (11,664) -10.9% 116,213 (21,284) -18.3% 154,950 61.3%

PROFESSIONAL SERVICES 289,666 398,177 (108,511) -27.3% 248,925 40,741 16.4% 331,900 87.3%

RENTALS & LEASES 67,806 201,760 (133,954) -66.4% 174,300 (106,494) -61.1% 232,400 29.2%

CONTRACTED SERVICES 186,621 255,690 (69,069) -27.0% 277,950 (91,329) -32.9% 370,600 50.4%

SUPPLIES & MATERIALS 1,059,056 1,303,555 (244,499) -18.8% 1,278,765 (219,709) -17.2% 1,705,020 62.1%

REPAIRS & MAINTENANCE 214,945 205,047 9,898 4.8% 247,163 (32,218) -13.0% 329,550 65.2%

INSURANCE 56,066 53,266 2,800 5.3% 61,200 (5,134) -8.4% 81,600 68.7%

UTILITIES 46,392 45,259 1,132 2.5% 61,635 (15,243) -24.7% 82,180 56.5%

OTHER EXPENSES 289,388 280,699 8,689 3.1% 477,300 (187,912) -39.4% 636,400 45.5%

(GAIN)/LOSS 61 (139,361) 139,422 -100.0% 0 61 0.0% 0 -

TOTAL EXPENSE 6,637,270 6,726,300 (89,031) -1.3% 7,537,500 (900,230) -11.9% 10,050,000 66.0%

OPERATING INCOME 9,547,756 8,036,549 1,511,206 18.8% 6,337,500 3,210,255 50.7% 8,450,000 113.0%


Summary Comparative Income Statement (unadjusted)

Nine months ended September 30 2016

BudgetActual

Year to Date

Page 30 of 102

2016 CAPITAL BUDGET

Budget 2016 New

+ Budget Carry

Over

Paid to Date

2016 Committed

Land Purchase -

-

TOTAL LAND - - -

Buildings

Office & Scalehouse Renovation -

Landfill Equipment Shed 1,000.00 2,200.00

Transfer Station - office trailers 169,000.00 117,294.09 22,450.84

-

-

TOTAL BUILDINGS 90,000.00 117,294.09 24,650.84

Equipment

Track-type Loader 750,000.00 723,766.00

Pressure Washer with Trailer -

Highway Tractor 100,000.00 90,640.00 2,242.00

Sanding Unit -

Truck Blade (one-tonne) -

Light Towers (2) -

Mobile lift - fall protection -

Pick up (1) -

Trailer 30,000.00 14,316.00

Side Loader/Pakmore (already committed) 731,570.00 720,503.00

Water truck - leachate handling 300,000.00 297,482.64

Rigid lift device/rail - shop -

Allowance for equipment replacement -

50,000 L Tank -

Scraper 1,200,000.00 1,141,836.00

Dozer 120,000.00 14,466.53

Roll off truck/Multi Lift (includes cabin chassis

$212k already commited) 320,000.00 253,086.00

Medicine Hat used Pac-Mors - 23,195.44

-

TOTAL EQUIPMENT 3,551,570.00 3,279,291.61 2,242.00

Other

Landfill Capping 125,000.00 182,162.50

CAES - initial set-up and first machine -

- Second Maching -

PacWeigh/ERP 336,000.00 62,992.92

Equipment reserve (for forex, emergencies, etc) 85,433.00 85,868.08

Intelex Incident Management module 33,250.00 28,478.08

Highway & landfill tanks fuel pump & software 35,000.00 165.95 37,431.00

Manhole -

Additional waste bins - new 2015 228,750.00 241,067.28

Signage 14,638.00

Sediment pond improvements -

Stage 8 design and leachate trmt 74,664.25 41,711.66 33,299.31

Cell 8 3,500,000.00 2,397,703.90 397,337.75

Recreational development -

Digital screens -

WAND system 33,535.00 33,535.00

Landfill Office Internet -

Labor cost on capital projects 144,195.00 89,632.85

-

TOTAL OTHER 4,610,465.25 3,163,318.22 468,068.06

-

TOTAL 8,252,035.25 6,559,903.92 494,960.90

-

Additional Approved Budget -

-

Motion 14 - 032 Oreco Wastewater 32,965.00 8,673.33

-

Motion 14 - 071 Acreage Waste Bins -

-

-

REVISED TOTAL 8,285,000.25 6,568,577.25 494,960.90


2016 Capital Plan

Motions 14 - 069/14 - 081 Landfill Compactor

Page 31 of 102

REQUEST FOR DECISION (RFD)

RFD 6.2– 2016.10.20 | Beaver Municipal Solutions


SUBJECT:

Insurance Premiums Renewal – Genesis Reciprocal Insurance Exchange Subscriber

Agreement RECOMMENDATION:

That the Board approve the Genesis Reciprocal Insurance Exchange Subscriber

Agreement dated November 1, 2016, as presented.

GM COMMENTS:

Genesis Reciprocal Insurance is the insurance program through the Alberta Association

of Municipal Districts and Counties (AAMDC) that BMS is insured through for property

and liability insurance. Recently, the two insurance exchanges – Jubilee Reciprocal

(property) and Genesis Reciprocal (liability) recently merged into one entity, Genesis

Reciprocal Insurance Exchange, in order to better serve subscribers, of which BMS is

one, by better management of claim administration costs.

All subscribers are requested to sign the subscriber agreement (attached) in order to

continue to participate in the program. The program has a minimum two year

subscription period. Since this is a multi-year agreement, in accordance with Board

Policy FIN-009 Purchasing, Board approval is required.

BMS has been with the AAMDC-sponsored Genesis (Jubilee) insurance exchanges for

several years, and service support from the insurance program has been excellent.

We do not anticipate any unusual insurance premiums increase in future years related

to continuing with this program, believing their program will continue its historically-

competitive premium rates in comparison to the industry average.

Our 2016 budget for insurance is $77,600. Actual premiums incurred are in line with

this budget.

RECOMMENDATION Report/Document: Attached Available Nil

KEY ISSUE(S)/CONCEPTS DEFINED: See GM comments.

RELEVANT POLICIES: FIN-009 Purchasing

X

Page 32 of 102


RFD 6.2– 2016.10.20 | Beaver Municipal Solutions


STRATEGIC RELEVANCE: Financial budgets

DESIRED OUTCOME(S): Approval of the recommendation as presented.

RESPONSE OPTIONS:

1. Accept recommendation 2. Request more information, if questions arise in presentation, and request re-submission. 3. Reject recommendation

PREFERED STRATEGY: Response 1. Submitted by: Endorsed by: Reviewed by: Pierre Breau, P.Eng Reviewers:

IMPLICATIONS OF RECOMMENDATION:

GENERAL: See GM comments. ORGANIZATIONAL: See GM comments. FINANCIAL: FOLLOW UP ACTION: COMMUNICATION: OTHER COMMENTS:

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RFD 6.3 – 2016.10.20 | Beaver Municipal Solutions


SUBJECT:

Approval of AMEC Foster Wheeler Consulting Engineering Proposal for Stage 8B Design

RECOMMENDATION:

That the consulting engineering firm of AMEC Foster Wheeler be engaged in

accordance with their proposal, with an additional 10% contingency allowance, in

order to design the Stage 8B landfill cell, for the value of $113,520.00, plus GST.

GM COMMENTS:

AMEC FW, operating out of their Edmonton AB office, have been providing a variety of

engineering and surveying services for BMS.

AMEC FW were the competitive winners of the Stage 8A landfill cell design, which

construction has been substantially completed. We have been satisfied with their work

on this project, and other work they have completed for BMS in the past.

Additional waste tonnage coming in to the regional landfill from municipal wastes and

contaminated soil will require the construction of Stage 8B, the second phase of Stage

8, to begin in early 2017. Accordingly, design work must begin in 2016 in order for

tender for construction documents to be completed in a timely manner to meet this

requirement.

AMEC FW’s successful design on the related Stage 8A landfill cell, uniquely qualifies the

firm to continue the design for the second phase 8B. Both phase will function as one

integrated landfill cell upon the projected completion of Stage 8B in the spring of 2016.

Accordingly, AMEC FW was requested to provide a proposal to BMS detailing the design

and construction inspection costs. The June 8, 2016 proposal is attached.

The proposal cost is $103,200, plus GST. We have added a design cost contingency of

$10,320, plus GST.

Impact on 2016 and 2017 capital budgets is as follows:

1. 2016 stage 8 design cost – increase of $28,050 to previous approvals

2. 2017 stage 8 design cost – budget of $85,470.00

Page 59 of 102




The 2016 capital budget continues to be below budget as noted in our quarterly financial

report. This increase is design cost can be supported financially, and is necessary to the

business.

The 2017 design cost budget will be included in the 2017 capital plan.

In accordance with policy FIN-009 Purchasing, Board approval is hereby requested and

recommended .



RELEVANT POLICIES: Policy FIN-009 Purchasing

STRATEGIC RELEVANCE: Financial planning


RESPONSE OPTIONS:


PREFERED STRATEGY: Response 1.


GENERAL: See GM comments. ORGANIZATIONAL: See GM comments. FINANCIAL: FOLLOW UP ACTION: COMMUNICATION: OTHER COMMENTS:

X

Page 60 of 102




Submitted by: Pierre Breau, P.Eng, GM Endorsed by: Reviewed by: Pierre Breau, P.Eng Reviewers:

Page 61 of 102

P:\ENV\Proposals\EE30000\301-350\307 - BMS Stage 8-B\Proposal.Doc

5681 – 70th Street Edmonton, Alberta Canada T6B 3P6 1 780 436 2152 amecfw.com

Amec Foster Wheeler Environment & Infrastructure Registered office: 2020 Winston Park Drive, Suite 700, Oakville, Ontario L6H 6X7 Registered in Canada No. 773289-9; GST: 899879050 RT0008; DUNS: 25-362-6642

08 June 2016 EE30000-307 Beaver Regional Waste Management Services Commission P.O. Box 322 Ryley, Alberta T0B 4A0 Attention: Meaghan Colpitts, M. Sc., E.I.T. Assistant Process Engineer Beaver Municipal Solutions Dear Meaghan: Reference: Proposal for Consulting Services – Stage 8-B Landfill Cell Design Further to our recent discussions, Amec Foster Wheeler Environment & Infrastructure (Amec Foster Wheeler) has prepared this proposal to provide consulting services to provide services related to the design and construction of Stage 8-B at the Beaver Municipal Solutions (BMS) landfill. 1.0 BACKGROUND Amec Foster Wheeler was retained in August 2015 to assist with the design and tendering of Stage 8 of the landfill. A design was completed for the base of Stage 8 but BMS elected to only build a portion of the stage in the 2016 season due to financial and schedule constraints. Thus, the design and specifications were completed for the construction of Stage 8-A of the landfill. BMS has indicated that they wish to proceed with completing the design of the remainder of Stage 8 and has requested Amec Foster Wheeler to prepare a proposal to complete the design, tendering and construction assistance of Stage 8-B. 2.0 SCOPE The scope of work to be completed will include:

• updating the existing base design drawings for Stage 8 to reflect the construction of portions A and B;

• prepare details for the Stage 8-B portion of the landfill including sumps and leachate extraction systems;

Page 62 of 102

Beaver Regional Waste Management Services Commission Amec Foster Wheeler Proposal for Consulting Services – Stage 8-B Landfill Cell Design Environment & Infrastructure June 2016

P:\ENV\PROPOSALS\EE30000\301-350\307 - BMS STAGE 8-B\PROPOSAL.DOC Page 2

• calculate quantities of soil to be excavated and filled, lining materials, leachate collection pipes and drain rock;

• determining storm water run-off requirements once Stage 8-B is constructed; • update technical specifications as necessary to reflect the construction of Stage 8-B; • prepare a tender package for soliciting bids from general contractors; • providing assistance during the tender period; • providing ongoing support to BMS staff during construction; and • preparing a construction completion report.

3.0 ESTIMATE OF FEES AND EXPENSES FOR SERVICE It is proposed that the costs for services will be billed on the basis of hourly rates plus expenses to the approximate limits shown in Table 1. Manpower allocations for all the proposed activities are included in Tables in Appendix A. A surcharge of 6% of the total personnel cost will be added to the invoice to cover the costs of office expenses such as photocopying, facsimile and long distance telephone calls. Other expenses such as travel or equipment rental will be charged at cost plus 10% for administrative handling. Invoices will be processed on a four-week basis. GST and any other taxes are not included in these estimates.

Table 1: Estimate of Fees and Expenses

Task Description Estimated Fees

Estimated Expenses

Estimated Total

Stage 8-B Design Services Kick off meeting $1,400 $200 $1,600 Prepare design package $14,000 $800 $14,800 Review design package with BMS $1,400 $200 $1,600

Sub-total for design services $16,800 $1,200 $18,000

Stage 8-B Tendering Services Prepare tender documents and cost estimates $2,800 $200 $3,000 Attend pre-tender meeting on site $1,900 $200 $2,100 Assistance during tender period $2,300 $100 $2,400

Sub-total for tendering services $7,000 $500 $7,500 Stage 8-B Engineering Services During Construction Weekly construction meetings $11,500 $3,000 $14,500 General construction management $16,900 $2,300 $19,200 Inspections services during geosynthetics installation $24,400 $6,800 $31,200 Sub-total for Engineering Services During Construction $52,800 $12,100 $64,900 Stage 8-B Post-Construction Services Final report with as-constructed drawings $12,100 $700 $12,800

Sub-total for Post-Construction Services $12,100 $700 $12,800

Totals $88,700 $14,500 $103,200

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Beaver Regional Waste Management Services Commission Amec Foster Wheeler Proposal for Consulting Services – Stage 8-B Landfill Cell Design Environment & Infrastructure June 2016

P:\ENV\PROPOSALS\EE30000\301-350\307 - BMS STAGE 8-B\PROPOSAL.DOC Page 3

For the purposes of estimating, the following conditions have been assumed for the engineering services for the design and construction of Stage 8: 1. BMS will issue a tender package for competitive bids from construction contractors that will

require preparing a tender package and providing assistance during the tender period. 2. Construction schedule has been assumed at eight (8) weeks. 3. Ian MacLeod will attend the weekly construction meeting each week during the construction

period. 4. An allowance has been made for Amec Foster Wheeler to provide a full-time QA inspector

during the installation of the geosynthetic lining materials for a period of two weeks, working seven (7) days per week and 12 hours per day.

4.0 CLOSING STATEMENT We trust this proposal sufficiently presents the capabilities and resources that Amec Foster Wheeler can provide to the Commission for developing Stage 8 of the Beaver Municipal Solutions Landfill. Should there be any questions regarding this submission or if additional information can be provided please contact the undersigned at 780.989.4524. Respectfully submitted, Amec Foster Wheeler Environment & Infrastructure a Division of Amec Foster Wheeler Americas Limited Ian B. MacLeod, P. Eng. Principal Environmental Engineer Reviewed by Reed Jackson, B.Sc. Principal Environmental Scientist

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APPENDIX A

Manhour Allocation Table

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BEAVER REGIONAL WASTE MANAGEMENT SERVICES COMMISSION

BEAVER MUNICIPAL SOLUTIONS LANDFILL - STAGE 8-B DEVELOPMENT

PROFESSIONAL SERVICES BUDGET (HOURS, FEES AND EXPENSES)

TASK TASK DESCRIPTION PERSONNEL: RJ IBM ML AS TOTAL EXPENSES TASKNO. HOURLY RATE: REG REG REG REG REG O/T REG O/T REG O/T REG O/T FEES TOTALS

$240.00 $240.00 $145.00 $170.00 $210.00 $210.00 $145.00 $145.00 $100.00 $100.00 $90.00 $90.00

1 KICK OFF MEETING 0 6 0 0 0 0 0 0 0 0 0 0 $1,400 $200 $1,600

2 PREPARE DESIGN PACKAGEa Prepare design drawings and specifications 4 24 8 8 0 0 0 0 48 0 0 0 $14,000 $800 $14,800b Review design with BMS 0 6 0 0 0 0 0 0 0 0 0 0 $1,400 $200 $1,600

3 PREPARE TENDER DOCUMENTS AND COST ESTIMATES 2 8 0 0 0 0 0 0 0 0 4 0 $2,800 $200 $3,000

4 ATTEND PRE-TENDER MEETING ON SITE 0 8 0 0 0 0 0 0 0 0 0 0 $1,900 $200 $2,100

5 ASSISTANCE DURING TENDER PERIOD 0 8 0 0 0 0 0 0 4 0 0 0 $2,300 $100 $2,400

6 ASSISTANCE DURING CONSTRUCTIONa Weekly construction meeting 0 48 0 0 0 0 0 0 0 0 0 0 $11,500 $3,000 $14,500b General enquiries 0 60 8 8 0 0 0 0 0 0 0 0 $16,900 $2,300 $19,200c Inspection during geosynthetics installation 0 0 0 0 0 0 80 88 0 0 0 0 $24,400 $6,800 $31,200

7 FINAL REPORT 4 32 0 4 0 0 0 0 28 0 0 0 $12,100 $700 $12,800

TOTAL HOURS: 10 200 16 20 0 0 80 88 80 0 4 0 498

TOTAL FEES AND EXPENSES: $2,400 $48,000 $2,320 $3,400 $0 $0 $11,600 $12,760 $8,000 $0 $360 $0 $88,700 $14,500 $103,200

GST AND PST ARE NOT INCLUDEDLEGEND: RJ - Reed Jackson

IBM - Ian MacLeod Rate Table CBV08PAS - Andrew SmithML - Mat Langford

OSS

STAGE 8-B DESIGN, TENDERING AND CONSTRUCTION MANAGEMENT

SURVEY CREW DFTGQC Insp

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SUBJECT:

Holden and Area Bins – Assessment of Pilot MSW Bin Project at Country Bottle Depot

RECOMMENDATION:

That the Commission extend the pilot project for MSW collection for Holden rural residents at

the Country Bottle Depot, operated by Mark Geibelhaus, located at 49223 – RR160, Holden,

AB, T0B 2C0 to October 31, 2017.

GM/CC COMMENTS:

Since implementation of the Holden Rural bin for collection of MSW at the Country Bottle

Depot on June 1, 2016, BMS has tipped the 40 yard bin twice. A total of 4.4 tonnes was

collected over this four month pilot project period. This is almost as much as the 4.7 tonnes

which was collected over a six month period from both the Holden and Bruce with the mobile

transfer station pilot project. This demonstrates that the waste collection bin located at the

bottle depot is being used.

In addition to the costs to service the waste collection bin, BMS has invested in infrastructure

in the form of signs that are located along County roads leading to the bottle depot. Signage

is also placed at the entrance to the site and beside the waste bin. Currently a mobile sign is

rented on a monthly basis and moved throughout the Village of Holden, however Holden

Administration has recently advised that rental of this mobile sign could be cancelled.

Mark Geibelhaus, from Country Bottle Depot, has reported that the program seems to be

working well for him. His constant scrutiny has resulted in limited if any contamination. The

majority of people bring their garbage in a separate trip from their bottles. Mark Geibelhaus

has advised that he has approximately twelve repeat garbage customers, although there are

a few people who have dropped off garbage only once during the past four months.

Comments from rural users is positive.

Records indicate that BMS has only received two new rural customers from the Holden region

since June 1. Although there has only been one recent official complaint made to the Village

Office regarding an urban bin being filled with pesticide containers, there has been no way to

determine if this pilot has been effective in reducing the amount of rural waste being placed

in urban bins. By extending the pilot project for a year, the Village of Holden and BMS will

better be able to determine the effectiveness of this program.

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The lost revenue for BMS to continue would be for the servicing of the bin:

$300 per month for bin rental

$220 per tip (trucking)

No charge for tonnage (Beaver County residents)

This recommendation would also be to continue with the current general terms of service:

Service is “as-is, where-is” on the Country Bottle Depot property. The Commission

would post signage indicating acceptable wastes that can be disposed of, with

appropriate Commission contact information regarding the bin. The bin would be

unsupervised.

Access to the bin for residents would be during the normal open hours of the Country

Bottle Depot, currently Tuesday and Saturday, 10:00 a.m. to 5:30 p.m.

The County Bottle Depot could place its waste in the roll-on/roll-off bin for free

disposal as a measure of good faith on the part of the Commission for placing the bin

on the property.

Pick-up of the waste roll-on/roll-off bin by Commission forces would be on an as-

required basis.

Collection of waste litter would be the responsibility of the Country Bottle Depot.

The Commission would install suitable promotional/directional signage on County

roads, subject to normal approvals, regarding the bin at the Country Bottle Depot at

the Commission’s cost.

The arrangement will be good through to October 31, 2016, but can be terminated by

either party with one week’s notice to the other party, at no cost.

The extension of this arrangement could provide more data to better determine if the

program is providing benefits to Holden and area residents, the Commission and Country

Bottle Depot.


KEY ISSUE(S)/CONCEPTS DEFINED: See GM/CC comments.

RELEVANT POLICIES:

STRATEGIC RELEVANCE: Compliance to generally accepted accounting principles.


X

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RESPONSE OPTIONS:


PREFERED STRATEGY: Response 1. Submitted by Anne Ruzicka Endorsed by: Reviewed by: Pierre Breau, P.Eng Reviewers:


GENERAL: See GM/CC comments. ORGANIZATIONAL: See GM comments. FINANCIAL: FOLLOW UP ACTION: COMMUNICATION: OTHER COMMENTS:

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RFD 6.5 – 2016.10.20| Beaver Municipal Solutions


SUBJECT:

Adoption of New and Revised Board Policies as recommended by Policy Subcommittee,

meeting of October 12, 2016. RECOMMENDATIONS:

That the Board approve the new policy BRD-019 – Approval of Organizational

Changes and Position Roles, as presented;

That the Board approve the revised policy HUM-006 – Respectful, Discrimination

and Harassment Free Workplace, as presented;

That the Board approve the new policy HUM-014 – Performance Management (PM)

and Annual Incentive Plan (AIP), as presented;

GM COMMENTS:

The Policy Subcommittee appointed at the March 2016 Board meeting have met several times

to develop and review new and existing policies in accordance with the attached policy

development and review schedule. The Subcommittee Directors, Brian Ducherer and Harold

Conquest, met with the GM and the CFO on October 12, 2016 to review revised and new

policies BRD-019, HUM-006and HUM-014.

With the adoption of these policies, only one policy draft remains to be developed: BRD-020

Services and Fees to Municipal Members. The development of this draft is postponed pending

discussion of the subject in the Steering Committee created by the members investigating the

creation of a municipally-controlled corporation.

These policies are recommended to be established and regularly reviewed as per the Alberta

Public Agency Governance Framework document. These policy drafts are presented for

approval.

A short description of the contents of these policies are as follows:

Policy BRD-019 - Approval of Organizational Changes and Position Roles:

This policy is new. It describes the requirements for the GM to ensure that the Board

is advised in a timely manner regarding significant changes to the BMS organizational

structure as represented by the organizational chart, its impact on human resources

and its resulting impacts on organizational business plan including financial results and

on-going customer service levels.

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Policy HUM-006 - Respectful, Discrimination and Harassment Free Workplace:

This policy is a revision and combination of two previous Board policies, HUM-006

Discrimination and Harassment, and HUM-007 Respectful Workplace. The combined

document has been heavily-revised in order to provide detailed procedures on

handling both verbal and formal complaints regarding discrimination and harassment

in the workplace. Complaints can be initiated by employees regarding discriminatory

or harassing acts in the workplace involving employees, other BMS representatives

and individual visitors to the workplace. A formal complaint form is appended to the

policy.

Policy HUM-014 – Performance Management (PM) and Annual Incentive Plan (AIP):

This policy is new but it describes the Performance Management and Pay-for-

Performance program adopted by the Board in May 2015 based on the

recommendations of the Hay Group, and subsequently implemented. The policy

appendices provide some of the forms and performance scoring matrices used in the

program.



RELEVANT POLICIES: BRD-019, HUM-006; HUM-014.

STRATEGIC RELEVANCE: Strategic Plan, Alberta Public Agency Governance Framework, G. Cuff

Governance Study.


RESPONSE OPTIONS:

1. Accept recommendation 2. Request more information, if questions arise in presentation, and request re-submission 3. Reject recommendation

PREFERED STRATEGY: Response 1.

X

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Submitted by: Pierre Breau, P. Eng. Endorsed by: Reviewed by: Pierre Breau, P.Eng Reviewers:


GENERAL: See GM comments. ORGANIZATIONAL: See GM comments. FINANCIAL: N/A FOLLOW UP ACTION: Post approved policy format and communicate to employees. COMMUNICATION: Communications Coordinator to issue policies to employees and post on website. OTHER COMMENTS: N/A

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BRD-019 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy

BRD-019 | Beaver Municipal Solutions

Revision: BRD-019 Revision Date: draft

Approval of Organizational Changes and Position Roles and Responsibilities: Date Approved by Board: draft Resolution No.: Lead Role: GM Replaces: N/A Last Review Date: N/A Next Review Date: Policy Statement

The Board of Directors of the Beaver Regional Waste Management Services Commission/Beaver Municipal Solutions regularly approves strategic and business plans that determine how the organization is operationally-structured in order to achieve its strategic objectives. The management of the organization’s on-going operations is through the General Manager in accordance with established By-laws and policies including the approved strategic plan and annual business plan. Changes to the organization’s operational structure must be reflected through these plans. Sudden changes in the organization’s structure without Board knowledge and approval, and without approved amendments to the current strategic plan and annual business plan, can lead to the organization pursuing unintended outcomes, including missed financial objectives, increased operational and reputational risk and disruption of customer and stakeholder services. Accordingly, the Board has adopted this Policy, with its Guidelines. Guidelines

1. Approved annual business plans will indicate the current and proposed organizational chart with supporting financial budget documents, and how any proposed changes support the approved strategic plan. If the proposed changes require changes to the strategic plan, the Board will initiate a strategic plan review process prior to approving the organizational changes.

2. Organizational charts referenced in the annual business plan will clearly indicate the departments reporting to the General Manager including the names of responsible department managers and supervisors, and their reporting relationships. Charts will indicate any proposed year-to-year changes, including full-time equivalent employee headcounts (FTE’s) for each department and operating section.

3. Where organizational charts show current vacant managerial and supervisory positions, the referenced business plan will indicate the recruitment and hiring status of these positions, including any proposed changes to these roles.

4. Significant changes in organizational department headcount in year-to-year business plans

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BRD-019 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy

BRD-019 | Beaver Municipal Solutions

Revision: BRD-019 Revision Date: draft

must be detailed with explanation on how this is aligned with the organization’s strategic plan. Increases and decreases in headcount must be rationalized from an operating income perspective as well as customer and stakeholder service expectation and regulatory compliance perspectives.

5. Emergent changes in organizational structure during the year shall be reported to the Board through the General Manager, on a timely basis, in accordance with other applicable Board policies. Where there can be a significant impact on operating income, customer and stakeholder service and regulatory compliance, the Board must approve the change as a change in the annual business plan.

6. On-going position vacancies in the organization are to be recruited and hired as a normal Human Resources process, with compensation and benefits as defined in the current business plan, and in accordance with current policies.

7. Emergent changes in persons employed in Senior Manager positions which report to the General Manager (pay grids 11 – 12) are to be reported to the Board as soon as practicable.

8. Nothing in this Policy is to be interpreted as the Board specifically directing the hiring, dismissal or change of employees in organizational positions, such authority being given to the General Manager by the respective By-laws and policies.

Roles and Responsibilities, Procedures, Forms and Related Policies

1. The implementation of this Policy will be through the General Manager. 2. Related policies: By-law 1B/2013 Operations and Administration BRD-002 Board Reports BRD-005 Strategic and Business Planning 3. Appendices:

n/a

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HUM-006 Beaver Municipal Solutions (BMS/BRWMSC) Commission Policy

HUM-006 | Beaver Municipal Solutions

Revision: HUM-006 Date: draft

Respectful, Discrimination and Harassment Free Workplace: Date Approved by Board: 2011.11.17 Resolution No.: 11 113 Lead Role: GM Replaces: HUM-007 Respectful Workplace Last Review Date: 2011.11.17 Next Review Date: 2016.10.12 Policy Statement

As an organization that is committed to the delivery of high quality public services, Beaver Municipal Solutions (BMS) promotes and expects respectful and responsible behaviors of all its employees when interacting with each other, with customers and all other stakeholders during the course of BMS business. All employees of BMS have the right to work in an environment based upon mutual respect, dignity and fairness, and one that is free from actions and behaviors that are contrary to respectful, dignified and fair treatment of the individual. This is obtained through a work environment free of all forms of harassments and discrimination. As such, the Canadian Charter of Rights and Freedoms and the Human Rights, Citizenship and Multiculturalism Act for the Province of Alberta shall be the standards upon which to ensure individual rights are not violated

Guidelines

As employees, volunteers and representatives of BMS we will strive to realize a work environment such that: 1. A respectful workplace will be obtained through the following:

a. By setting, communicating and modelling clear expectations of employee behaviour; b. Providing appropriate training, education and awareness information that is congruent with a

respectful workplace; and, c. Communicating “zero tolerance” for behaviours contrary to the intent of this policy.

2. Employees shall not engage in conduct or behavior which constitutes discrimination, harassment

or sexual harassment. 3. Any individual subjected to discrimination, harassment or sexual harassment has the right to

make it clear either to an individual in a position of authority, to the alleged offender, or both, that the behavior and conduct is unacceptable.

4. Any person in a position of authority who receives a complaint is responsible for ensuring that the

complaint is addressed. 5. Employees shall not knowingly and willfully submit complaints based on false allegations. 6. All employees can obtain advice and assistance regarding strategies for confronting

discrimination, harassment or sexual harassment at an interpersonal level by contacting either their supervisor, the GM or the Human Resources Department.

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7. Complaints regarding discrimination, harassment or sexual harassment may be resolved through

either an informal verbal complaint mechanism, which may involve voluntary mediation or by submitting a formal written complaint with a person in authority.

8. Individuals alleged to have violated this policy are entitled to know the name(s) of individual(s)

making an informal or formal complaint; and that in the case of a formal complaint, the alleged individual shall receive a copy of the letter of complaint which outlines such allegations.

9. Reasonable efforts shall be made to respect the confidential nature of all complaints while

recognizing that absolute confidentiality cannot be guaranteed owing to the need for investigations and the need to inform the alleged individual; and

10. Individuals recognize that any resolution procedures do not take away the right to file a complaint

outside the organization with the Alberta Human Rights Commission, or any association, or through civil or criminal court.

Definitions

1. Respectful Workplace is one where all employees are treated fairly, difference is acknowledged and valued, communication is open and civil, conflict is addressed early and there is a culture of empowerment and cooperation.

2. Discrimination is the denial of individual rights and freedoms in a manner which contravenes the Canadian Charter of Rights and Freedoms and the Alberta Human Rights Act. It is a legislated right that every person in Alberta is protected from discrimination under the following grounds: race, marital status, religious beliefs, family status, colour, age (18 years and over), gender, ancestry, physical disability, place of origin, mental disability, source of income, and sexual orientation.

3. Harassment occurs when someone is subjected to unwelcomed verbal or physical conduct. It

is conduct exhibited once or repeatedly, that offends, demeans, belittles, or humiliates another person and that the person exhibiting the conduct knew or ought reasonably to have known would be unwelcome. The onus is on the person experiencing the harassment to inform the harasser that the behaviour is unwelcome.

4. Sexual harassment is discrimination based on the ground of gender and can occur between

both individuals of the same gender or individuals of different genders. This can include unwanted sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature which:

a) Adversely affects, or threatens to affect, directly or indirectly, a person’s job security,

working conditions or prospects for promotions or earnings. b) Affects access to services or employment. c) Creates a hostile or offensive environment which interferes with an individual's work. d) intimidates, embarrasses, coerces or humiliates the victim. Harassment is not a relationship

of mutual consent.

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5. Person in authority is the first person in authority, who may be a supervisor or the GM. 6. Complainant is an individual or group of individuals who submit a complaint. A complainant

may be a third party having knowledge of an incident of discrimination or harassment. 7. Respondent is an individual against whom a harassment complaint is filed. 8. Human Resources (HR) Department is the BMS department and staff assigned to manage human resources matters including payroll 9. Representatives of BMS/BRWMSC this policy is intended to apply to:

a. employees b. volunteers c. contract personnel

Roles and Responsibilities

GM: 1. To report to Board on a semi-annual basis the status of violations of this policy. 2. Ensure the administration of this policy. Supervisors or the GM of BMS: 1. To foster a harassment-free work environment and set an example about appropriate

workplace behaviour. 2. To inform their respective employees of the expected conduct and procedures for reporting 3. potential violations of this policy on matters within the scope of the workplace. 4. To inform customers and visitors to BMS workplaces of this policy, and of the obligations of

BMS employees to inform and to report on any incidents regarding alleged discrimination or harassment of anyone at the workplace

5. To investigate any reported cases of policy violation in the workplace and, wherever possible, ensure a satisfactory resolution at the department level.

6. To follow the same investigative procedures for any matters that may involve disciplinary action.

7. To provide awareness and education sessions for all representatives of BMS/BRWMSC on this policy and administrative procedures, via appropriate and timely means.

Employees of BMS: 1. To treat others with respect in the workplace. 2. To carefully think through any personal ethical challenge faced in the course of carrying out

work responsibilities, and/or to consider consulting with your supervisor, a trusted peer or friend to assist you.

3. To take responsibility to inform any individual in the workplace where they believe the individuals’ actions towards them or others in the workplace constitutes discrimination or harrassment

4. To take responsibility to report any potential infractions of this policy to your supervisor or to the GM for further action as required.

5. To cooperate with management in the event of the need for an investigation of the potential

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policy violations. 6. To notify the appropriate authorities as required, normally the first person in authority, who

may be an executive officer, manager or supervisor. HR Department of BMS: 1. To assist employees, supervisors and GM in the education, implementation and enforcement

of this policy. 2. To maintain records and documentation regarding this policy including files relating to

submission and receipt of complaints, investigations and processing and resolution of complaints.

Informal Complaint Resolution MAKING AN INFORMAL COMPLAINT 1. The complainant may convey objections to the individual directly or through a person in

authority. 2. Failure to make objections known through an informal, verbal complaint does not preclude

the filing of a formal complaint. 3. The complainant should keep written records regarding the incident(s) and of any attempts

to inform the respondent directly or through reports to a person in authority. 4. If the complaint is about the complainants supervisor, the next responsible person of

authority is to be notified, or the GM. 5. The respondent will notify the Human Resources Department regarding the complaint. The

HR Department will maintain a written record of the verbal complaint, and assist as required.

RECEIVING AN INFORMAL COMPLAINT 1. The person in a position of authority who receives an informal verbal complaint shall take

action to ensure the complaint is resolved within 30 days of the date the complaint is received.

2. The person in a position of authority should take the following actions: a) Provide the complainant and respondent with information regarding discrimination,

harassment or sexual harassment, including BMS policy and advise them where assistance is available.

b) Assist the complainant in speaking to the respondent directly, or speak to the respondent on the complainant's behalf to outline the allegations and attempt to resolve the complaint informally.

c) Monitor the status of the complaint to see that it is satisfactorily resolved within the required time limit.

d) Receive on-going assistance from the HR Department. The HR Department will maintain a written record of the complaint and related processes, and any resolution regarding the verbal complaint.

VOLUNTARY MEDIATION

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1. If the individual in a position of authority is unable to resolve the complaint, the complainant

and respondent will be asked whether they are willing to enter into voluntary mediation to assist the parties at arriving at a mutually agreeable resolution to the complaint. The mediation process will follow the recommendations of Resolving a Formal Complaint detailed within this policy, and a formal, written complaint will be required.

OUTCOME OF AN INFORMAL COMPLAINT 1. If a complainant confronts the respondent directly and resolves the problem at that level,

no sanctions are applied by the organization. 2. If an individual in a position of authority is asked to speak to the respondent and the

behavior appears to be in violation of BMS/BRWMSC policy, a warning may be issued indicating that such behavior is unacceptable. The warning will be written and subscribe to the requirements of policy HUM-005 Staff Suspension, Termination, Demotion or Reassignment.

3. All outcomes will be reported to the GM by the HR Department. Formal Complaint Resolution MAKING A FORMAL COMPLAINT 1. A formal complaint consists of a signed written statement outlining the allegations,

describing the specific incident(s), the dates (if available) and any witness(es) who may have been present.

2. A formal complaint may be filed up to six months from the date of the most recent incident cited in the letter of complaint.

3. The complainant is responsible for notifying the person in authority if a complaint is filed with the Alberta Human Rights Commission, police, association or if civil court action is initiated while the charges are still under review by BMS/BRWMSC. BMS may, after consultation with legal counsel, elect to process the complaint in order to finalize its internal investigation procedure, in addition to the requirements of any external process.

4. The HR Department will receive a copy of the complaint, and notify the GM. RECEIVING A FORMAL COMPLAINT 1. An individual in a position of authority shall:

a) Accept the formal complaint provided no more than six months has elapsed since the most recent incident outlined in the complaint. The GM may elect to consider a complaint received after this time.

b) Verify that the allegations may represent a violation of BMS/BRWMSC policy. c) Seek assistance from the HR Department in processing the complaint.

RESOLVING A FORMAL COMPLAINT 1. An individual acceptable to both parties shall be appointed by the GM to conduct an

investigation regarding the complaint, with the assistance of the HR Department

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2. The complainant and respondent shall have the opportunity to: a) Provide written submissions to the investigator. b) Respond to the other party's written submissions. c) Appear before the investigator to provide oral submissions. d) Respond to one and other’s statements. e) Have someone present to provide advice and assistance. (i.e., legal counsel,

association representative, colleague) 3. The investigator shall have the right to ask questions of the complainant and respondent. 4. The investigator's findings shall be detailed in a report to the GM, with copy to the HR

Department 5. Resolution of a formal complaint shall occur within three months of the date on which the

complaint was filed. OUTCOME OF A FORMAL COMPLAINT 1. Both parties to the complaint will be advised, in writing, of the decision with copies to the

GM and the HR Department. 2. If the results of the investigation support the allegations in the letter of complaint, a range

of sanctions may be imposed on the respondent by the GM. Regarding employees, the sanctions depend upon the nature and seriousness of the offence and will be in alignment with HUM-005 Staff Suspension, Termination, Demotion or Re-assignment. Regarding visitors to the workplace, sanctions can include barring from entry into the workplace and other measures as supported by applicable legislation and jurisprudence.

3. If the results of the investigation do not support the allegations, the complaint will be deemed to be unfounded and a letter will be issued indicating that the respondent has been cleared of all allegations. The respondent has the option of requesting that a copy of the letter be placed in the personnel file.

4. If the evidence indicates that the complainant knowingly and willfully made false allegations in an attempt to cause harm to the respondent, a range of sanctions may be imposed on the complainant by the GM. The sanctions depend upon the nature and seriousness of the offence and will be in alignment with HUM-005 Staff Suspension, Termination, Demotion or Re-assignment.

Appeals 1. Either the complainant or the respondent may appeal to the GM if dissatisfied with the

resolution of a formal complaint within 30 days of the date of the resolution. The GM will address the appeal within 30 days of its receipt. The address to the appeal may support, modify or reject the original resolution, and the parties will be notified of the decision. The GM will notify the Board of the appeal, and the decision regarding it, in a timely manner.

2. Either party has the right to seek civil or criminal redress through the courts or to file a

complaint with their association or the Alberta Human Rights Commission. Retaliation 1. No employee shall take retaliatory action with the intent of dissuading or punishing an

individual for participating in the complaint resolution process. Sanctions may be imposed

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for retaliation. 2. Retaliation against individuals participating in the complaint resolution process is not to

be confused with sanctions imposed for harassment or making false allegations. Record Keeping 1. Reports of complaints, processing of complaints, mediations, resolutions of complaints,

appeals and appeal decision and all other related documents and records will be maintained indefinitely by the HR Department.

General Manager 1. Where the complaint is regarding the GM, the complaint must be formal, and must be

provided to the Board Chairman, through the HR Department. The Board Chairman will refer the complaint to the Board in a timely manner, and the process of investigation and resolution of the complaint by the Board will be guided by the requirements of this policy.

Roles and Responsibilities, Procedures, Forms and Related Policies:

1. The implementation of this Policy will be through the General Manager.

2. Related Policies:

HUM-001 Code of Ethics and Responsibilities HUM-005 Staff Suspension, Termination, Demotion or Reassignment.

3. Appendices: Form – Formal Complaint, Discrimination and Harassment

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Revision: Draft HUM-006-001 Date: 2016.10.13

COMPLAINT FORM

Under

HUM-006 – Respectful Discrimination and Harassment Free Workplace Policy

A. Parties to the Complaint

1. Complainant

Complainant means a Member of Beaver Municipal Solutions who considers himself or herself the object of Harassment, Sexual Harassment or Discrimination Prohibited by Law as defined by the Policy, and who has filed a Complaint against another employee of Beaver Municipal Solutions in accordance with this Policy.

Name: Department Name & Address: Home address for Correspondence: E-mail: BMS Status: Management Staff:

Administrative Staff: Other Staff:

2. Respondent

Respondent means an employee against whom a Complaint has been filed in accordance with this Policy.

Name: Department Name & Address: Home address for Correspondence: E-mail: BMS Status: Management Staff:

Administrative Staff: Other Staff:

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2/3

B. Nature of the Complaint Using the definitions in the Policy provided below, please indicate the nature of the complaint. (You may indicate more than one of the following.)

Discrimination prohibited by law means any action, behaviour, or decision based on race, colour, sex (including gender identity), pregnancy, sexual orientation, civil status, age (except as provided by law), religion, political conviction, language, ethnic or national origin, social condition, a disability or the use of any means to palliate a disability which results in the exclusion or preference of an individual or group within Beaver Municipal Solutions. This includes both the actions of individual employees of Beaver Municipal Solutions and systemic practices and policies of Beaver Municipal Solutions.

Harassment means any vexatious behaviour by one employee towards another employee, in the form of repeated hostile or unwanted conduct, verbal comments, actions or gestures, that affect the dignity or psychological or physical integrity of an employee and that results in a harmful environment for such an individual. Within the employment relationship, a single serious incidence of such behaviour that has a lasting harmful effect on such an individual may also constitute Harassment.

Sexual Harassment means i. any Conduct of a Sexual Nature by one employee towards another employee, where sexual

activity: a) is made an explicit or implicit term or condition of an individual’s employment or status

in a course, program, or activity; or

b) is used as a basis for an employment or educational decision affecting an

individual; or

ii. any Conduct of a Sexual Nature by one employee towards another e m p l o y e e , the effect of which is to impair that person’s work or educational performance where it is known or ought to be known that the conduct is unwelcome.

C. Relevant Time Period

1. Please indicate the date when the action, behaviour, conduct or decision which is the subject of the Complaint, first occurred:

Date

2. Please indicate the date when the action, behaviour, conduct or decision which is

the subject of the Complaint, last occurred:

Date

3. If only one incident has occurred please indicate the date on which it took place:

Date

D. Description of the Complaint Complainant shall submit a Complaint in writing in sufficient detail.

Please append a letter or other document setting out the complaint.

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E. Persons to Interview (please list):

Name:

Name:

Name:

F. Alternative Recourses:

I have not filed another complaint or grievance concerning this matter under another internal or external recourse and I will advise Beaver Municipal Solutions should I decide to do so prior to the resolution of this matter under this Policy.

G. Acknowledgment by Complainant:

I have received a copy of the Policy and have been informed of my rights, obligations, and internal and external recourses, pursuant to the law and to applicable collective agreements, policies and regulations.

Signature of Complainant Date

Signature of Assessor Date

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Page 1 of 4


Revision 0 HUM-014 Date of revision: draft

Performance Management (PM) and Annual Incentive Plan (AIP): Date Approved by Board: draft Resolution No: N/A Lead Role: GM Replaces: N/A Last Review Date: N/A Next Review Date: draft Policy Statement

As an organization, BMS is committed to the delivery of outstanding services that delight our customers. Accordingly, BMS encourages and supports a pay-for-performance program that aligns employees with the BMS Strategic Plan, supports the development of employees and creates and engaging work environment. Accordingly, BMS is committed to providing a Performance Management (PM) program, which includes an Annual Incentive Plan (AIP), which functions as a reward tool for attracting, motivating and retaining a performance-driven workforce that is the envy of our industry, and is symbolic of BMS being considered an employer of choice. Guidelines

BMS acknowledges the following guidelines as integral to support this policy: 1. Have a performance management process (includes both PM and AIP) that is meaningful and

user friendly 2. Ensure the performance review process is meaningful and efficient 3. Develop and document objectives that are core to individuals roles and responsibilities 4. Provide forms that are straightforward and easy to complete; with tools that are concise 5. Support sharing of goals across teams, and the organization, in order to provide visibility and

build awareness The organization’s leadership will provide understanding that the framework is part of an annual cycle that will align the salary increase and bonus payout processes. The annual cycle will align all employees around the fiscal year of the organization. The two major components of the review process include: 1. Goals and results – uses the AIP Scorecards and included Financial, Process, HSE and

Individual rating parameters 2. Competencies – 6 major competencies that are reviewed in the Performance Management

reviews This policy is intended to apply to all Regular (full and part-time) Employees of BMS who have completed their probationary period. AIP bonus payouts are annually pro-rated for part-time employees, based on their average weekly hours, and for regular and part-time employees who have been hired during the year.

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Page 2 of 4



AIP bonus payouts may be restricted or eliminated for employees who during the course of the year are disciplined in accordance with policy HUM-005 Staff Suspension, Termination, Re-assignment and Demotion, including, but not limited to, incidents regarding health, safety and environment (HSE) rule violations, discrimination and harassment and significant economic loss to the organization (in excess of $10,000.00). Roles and Responsibilities

Performance Management: Leadership Team 1. Champion, oversee the process and be the role model 2. Ensure that the weighting of performance management competencies and metrics are fair

across the organization 3. Read completed reviews to verify that they are complete, constructive and appropriate 4. Coach supervisors to increase the overall quality and their skills 5. Hold supervisors accountable to complete constructive reviews 6. Address critical performance issues and address deficiencies Supervisors 1. Ensure overall review is fair, balanced, complete and accurate 2. Ensure objectives are aligned with department and BMS 3. Complete the review on time 4. Conduct an effective and collaborative performance meeting with the employee and listen to

feedback from employee 5. Sign off on the finalized review to ensure the process has been completed and that the

supervisor stands behind the contents of the review documents 6. Develop an action plan and support the employee Employees 1. Work on first draft of objectives and submit self-review 2. Actively participate in the review meeting 3. Work with supervisor to finalize, review and then sign the finalized review as an

acknowledgment of the receipt of the review 4. Act on the action plan Human Resources 1. Coordinate with supervisors to ensure the review timelines are met 2. Assist and coach supervisors throughout the process as needed 3. Ensure final copies are signed off and filed appropriately 4. Collate the reviews and coordinate the corresponding merit increases, in accordance with

employee pay grids approved per the annual Business plan Annual Incentive Plans: Leadership Team 1. Set the corporate metrics and ensure performance weightings are approved by the Board

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Page 3 of 4



2. Along with Supervisors develop the other performance measures that align with BMS strategy Supervisors 1. Deliver and discuss target metrics with employees 2. Review metrics throughout the year to ensure employees are on track 3. Address issues and deficiencies Employees 1. Actively participate in setting individual metrics 2. Track personal progress 3. Check in with supervisors regarding progress, address any issues Human Resources 1. Ensure corporate metrics are confirmed and communicated to Supervisors 2. Assist and coach supervisors throughout the process 3. Finalize the scorecards at year end (with supervisor input) then coordinate the corresponding

AIP bonus payments. Procedures

Timelines 1. December/January – metrics review/planning for year ahead 2. February – AIP (Bonus) payout 3. April – check in 4. July – Performance review 5. August – Salary increase process 6. September – check in Year-round – ongoing feedback Refer to graphic next page:

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Page 4 of 4



Related Policies and Forms

1. The implantation of this policy will be through the General Manager. 2. Related policies:

1. Employee Handbook 2. HUM-003 Staff Learning Development and Growth 3. HUM-005 Staff Suspension Termination Re-assignment and Demotion 4. BRD-005 Strategic Planning and Business Planning

3. Forms:

Appendix A-1: Performance Management Form – Annual Appendix A-2: Performance Management Form – Check In Appendix B: PM Core Competencies Appendix C: AIP Weighting Matrix Appendix D: AIP Scorecard template

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Performance Review

Employee name: Review date:

Role: Period covered:

Supervisor name:

1. Goals and Results Goal Fill in the goals that were set at the start of the performance period, as well as the measures/targets that would mean the goal has been met or meaningfully exceeded.

Results Fill in the measureable results at the end of the performance period.

% Completion Fill in the % completion based on the measures agreed at the start of the year.

Overall % Completion – this rating is a factor in the AIP scorecard Determine the overall % completion for all goals for the year

If all goals are equally important, this might be a straight average

Otherwise, goals may be weighted differently and reasonable judgment applied accordingly to reflect importance of goals and outside circumstances

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2. Job Duties Comment on any strengths, gaps or challenges with respect any of the core or day-to-day duties of the role

3. BMS Competencies Competency Rating

NS = Not satisfactory S = Satisfactory These ratings are not factors in the AIP scorecard; however a significant gap (NS) may disqualify the employee from the AIP

Comments on Examples, Strengths or Gaps

Core competencies: Competencies at the core of what it takes to get the job done at BMS

Results Focus NS S

Service Orientation NS S

Teamwork and Cooperation

NS S

Growth competencies: How we get better and better at what we do

Holding People Accountable

NS S

Decisive Insight NS S

Problem Solving and Judgment

NS S

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4. Technical/professional competencies Comment with respect to technical/ professional competencies required for success in the role. ie: certification upkeep, further technical training

5. Overall Feedback Summarize strengths and recognize achievements in the performance period.

Summarize key development or performance improvement areas.

6. Forward Reaching Goals Comment with respect to goals/areas of focus for the remainder of the year

Supervisor signature:

I stand behind this review and its contents.

Employee signature:

I acknowledge that I have received this review and had the opportunity to discuss it with my supervisor.

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Performance Management – Check-In Form Revised Draft – for Pilot – April 15, 2015 Performance Check-In Employee name: Check-In date: Role: Period covered: Supervisor name: 1. Goals and Results – document progress and changes, addition, deletions to annual goals Goal Fill in the goals that were set at the start of the performance period, as well as the measures/targets that would mean the goal has been met or meaningfully exceeded.

Progress Fill in the measureable results to date and comment on progress (on track, not on track)

Changes Note any changes, additions, deletions and rationale

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Job Duties Comment on any strengths, gaps or challenges with respect any of the core or day-to-day duties of the role

2. Technical/professional competencies Comment on any strengths, gaps or challenges with respect to the technical/ professional competencies required for success in the role.

3. Overall Feedback Summarize strengths and recognize achievements in the year to date.

Summarize key development or performance improvement areas.

Summarize the overall status (attention needed, on track, ahead) and the potential positive impact of performance improvement.

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Supervisor signature:

I stand behind this check-in review and its contents.

Employee signature:

I acknowledge that I have received this check-in review and had the opportunity to discuss it with my supervisor.

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www.haygroup.com/ca

Beaver Municipal Solutions Performance Management - Competencies February 22, 2015 This coming year, BMS will introduce competencies into performance reviews. For this initial implementation of competencies we will use a simple format to introduce the concept. In the future, BMS may do a more complete implementation, developing a behavioural scale and using competencies for hiring, development and other talent work. This document is intended to provide an overview of each competency so that employees can picture what it is and how it applies to them. BMS Competencies These competencies identify six sets of related behaviours that differentiate strong performance at BMS. These cut across all types of roles and are supplemented by the technical/ professional competencies that are important in each role. They are important for every role at BMS, but how they look and the level at which they are demanded can vary.

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www.haygroup.com\ca

Core competencies: Competencies at the core of what it takes to get the job done at BMS

Results Focus

Results Focus is taking action and reaching for a standard of excellence. It is about striving to improve on past performance, working to achieve a challenging goal, or seeking continuous improvement. It is about getting the job done, and done well. At the foundational level, Results Focus is about understanding what good performance and results look like, striving to do the job well, and trying to improve. At higher levels, it is also about setting challenging targets based on what is truly important for the organization to achieve, improving methods and processes, and prioritizing to optimize results. When someone does this well, we might say that they focus on the right things, set the bar high and strive to achieve it.

Service Orientation

Service Orientation is about having a desire to serve BMS stakeholders and clients. This might include the public, clients, co-workers, other government organizations, or other stakeholders. It means focusing efforts on knowing who the stakeholders are and discovering their needs, then working to meet them. At the foundational level, Service Orientation means following through on inquiries, requests and complaints in a timely manner, keeping clients and stakeholders informed and demonstrating a service attitude. At higher levels, it is also about defining who stakeholders are and how they will be serviced, making clients a priority and an organizational focus. When someone does this well, we might say that they are responsive, helpful and service-minded.

Teamwork and Cooperation

Teamwork and Cooperation is the ability to work cooperatively with diverse teams, workgroups and across BMS to achieve goals together. It means having the desire and ability to understand and respond to other people with different backgrounds and views. At the foundational level, Teamwork and Cooperation is about participating willingly, doing his/her share of the work, supporting team decisions, listening and responding constructively to others, and helping and encouraging others. At higher levels, it is also about promoting team cooperation, creating a climate of respect, encouraging teamwork and input, resolving conflicts, empowering teams and building networks and alliances inside and outside the organization. When someone does this well, we might say that they are responsive to their colleagues, collaborative and constructive.

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www.haygroup.com\ca

Growth competencies: How we get better and better at what we do

Holding People Accountable

Holding People Accountable means ensuring that tasks and standards of performance are clear, and holding oneself and others accountable for achieving them. (Results Focus is about striving for excellence and results; Holding People Accountable is about measurement, feedback and standing up for decisions and outcomes.) At the foundational level, Holding People Accountable means ensuring that one’s own job tasks are clear, knowing when work is of an acceptable standard, seeking feedback on performance, and giving basic directions and feedback to peers. At higher levels, it also means measuring progress and providing feedback and recognition, agreeing with leaders and stakeholders on standards of performance and communicating/ standing up for decisions and outcomes. When someone does this well, we might say that they deliver on their commitments, stand up for their decisions, stand behind their work, and expect others to do so too.

Decisive Insight

Decisive Insight combines the ability to draw on experience knowledge and training with decision making. It is about identifying patterns, connections and underlying issues, and then making connections or providing insight that may not be obvious. It means acting to make the best decisions, at the most appropriate time. At the foundational level, Decisive Insight means gathering and weighing information, drawing on knowledge and skill, and acting on situations within the scope of the role. At higher levels, it also means tackling more complex business decisions, and determining when decisions need to be made despite ambiguity or uncertainty. It also means generating business insight in the form of identifying systemic or underlying issues, or identifying opportunities. When someone does this well, we might say that they know when to act and what decisions are theirs to make, and they make those decisions thoughtfully.

Problem Solving and Judgment

Problem Solving is the ability to analyze problems systematically, organize information, identify key factors, identify underlying causes and generate solutions that demonstrate good judgment. At the foundational level, Problem Solving means identifying problems, breaking them down to resolve them, considering available information, weighing options and applying careful judgment. At higher levels, it also means analyzing more complex and broader reaching problems, using models and analytical techniques, and leading group problem-solving. When someone does this well, we might say that they are good are resolving issues and solving problems.

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www.haygroup.com\ca

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2016 Approved AIP Weights (TO changed)

Approved by Board in March 2016 meeting

Grade CURRENT Financial Process HSE Individual Total

13 Executive 40% 20% 20% 20% 100%

11 to 12 Executive 35% 25% 20% 20% 100%

9 to 10 Management 30% 20% 20% 30% 100%

6 to 8 Technical & Professional 25% 15% 20% 40% 100%

4 to 5 Admin Support 25% 15% 20% 40% 100%

2 to 3 Technical Operator 20% 30% 20% 30% 100%

Approved per new RFD June 2016 meeting

Grade CURRENT Financial Process HSE Individual Total

13 Executive 45% 10% 10% 35% 100%

11 to 12 Executive 35% 25% 15% 25% 100%

9 to 10 Management 30% 30% 20% 20% 100%

6 to 8 Technical & Professional 25% 15% 20% 40% 100%

4 to 5 Admin Support 25% 15% 20% 40% 100%

2 to 3 Technical Operator 20% 30% 20% 30% 100%

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Incumbent ILLUSTRATIVE PURPOSES ONLYPositionGradeAnnual SalaryTarget AIP Payout 10.00% 10,000$ (% of salary | $ value)Actual AIP Payout 10.31% 10,310$ (% of salary | $ value)

AIP Category Weight Achieved Raw WeightedMin Target Max Min Target Max Multiplier Multiplier

Financial (25%)Operating Income 15.00% 11,005,000$ 8,152,000$ 10,190,000$ 12,228,000$ 50% 100% 150% 120.00% 18.00%CapEx Ratio 5.00% 41.00% 48.0% 40.0% 32.0% 50% 100% 150% 56.25% 2.81%PC Funding Ratio 5.00% 80.00% 75.0% 100.0% 100.0% 50% 100% 100% 60.00% 3.00%

Process (15%)Admin Expense Ratio 10.00% 16.20% 17.0% 15.0% 12.0% 50% 100% 150% 80.00% 8.00%Weighted Days AR 5.00% 61.5 75.0 65.0 50.0 50% 100% 150% 111.67% 5.58%

HSE (20%)Injury Severity Rate 10.00% 115.00 173.08 144.23 115.38 50% 100% 150% 150.00% 15.00%Safety Training Hours 10.00% 24.00 20.00 25.00 35.00 50% 100% 150% 90.00% 9.00%

Individual (40%)Project A - Pay for Perf 20.00% 75.00% 65.0% 80.0% 100.0% 50% 100% 150% 83.33% 16.67%Project B - New office 20.00% 90.00% 65.0% 80.0% 100.0% 50% 100% 150% 125.00% 25.00%

Total 100.00% 103.06%instructions on next page

>> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >> >>

100,000$

Mr. BeaverSupervisor8

Performance Range Payout Range

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EXISTING POLICIES Motion Date

Review

Date CommentsSub-Committee

Meeting Month Date

BMS Employee Handbook 15-093 2015.12.10 Latest revision: Clean-up; Vacation carry-over; AIP reference

FIN-001 – Employee Business Expense 16-093 2016.08.18 2019.08.18 2016 REVIEW COMPLETE Jul-16 6th

FIN-003 – Accounting for Tangible Capital Assets 16-048 2016.05.19 2019.05.19 2016 REVIEW COMPLETE

FIN-004 – Risk Management 16 094 2016.08.18 2019.08.18 2016 REVIEW COMPLETE Jul-16 6th

FIN-004A-Insurance Management 16 095 2016.08.18 2016 REVIEW COMPLETE Jul-16 6th

FIN-005 – Debt Management 16-049 2016.05.19 2019.05.19 2016 REVIEW COMPLETE

FIN-006 – Reserves 16-096 2016.08.18 2019.08.18 2016 REVIEW COMPLETE Jul-16 6th

FIN-007 – Quarterly Financial Reporting 11-113 2011.11.17 2019.05.19 2016 REVIEW COMPLETE Replaced by BRD-002

FIN-008 – Investments 16-121 2016.09.22 2017.09.22 2016 REVIEW COMPLETE Sep-16 14th

FIN-008A - Banking Authority Policy 16-122 2016.09.22 2017.09.22 2016 NEW COMPLETE

FIN-009 – Purchasing 16-097 2016.08.18 2019.08.18 2016 REVIEW COMPLETE Aug-16 3rd

FIN-010 – Service & Contract Fees 16-098 2016.08.18 2019.08.18 2016 REVIEW COMPLETE Aug-16 3rd

FIN-011 – Distribution of Surplus Funds to Municipal Members 13-110 2013.10.15 2016.10.01

FIN-012 – Payment of Grants in Lieu of Taxes to Municipal Members 13-137 2013.11.28 2016.11.01

FIN-013 – Grants to Not-for-Profit Community Organizations 13-115 2013.10.15 2016.10.01 Replacement recommended RFD 7.1 2016.03.17 meeting

FIN-014 – Good Neighbour Grants 13-138 2013.11.28 2016.11.01

FIN-015 - US Dollar (USD) Account & Foreign Exchange Risk Policy 15-014 2015.02.19 2018.02.01

FIN-016 - Waste Collection Bin Order 15-042 2015.08.20 2018.08.01

FIN-017 - Secure Loads Draft presented 2015.12.10 meeting - revision pending

BRD-001 - Board of Directors Code of Conduct Guidelines 13-108 2013.02.19 2016.02.01 2016 REVIEW COMPLETE

HUM-001 – Code of Ethics and Responsibilities 11-113 2011.11.17 2014.11.01 2016 REVIEW COMPLETE

HUM-003 – Staff Learning, Development and Growth 16-046 2016.05.19 2019.05.19 2016 REVIEW COMPLETE

HUM-004 – Occupational Health and Safety 16 123 2016.09.22 2014.11.01 2016 REVIEW COMPLETE Sep-16 14th

HUM-005 – Staff Suspension, Termination, Demotion of Reassignment 16-047 2016.05.19 2019.05.19 2016 REVIEW COMPLETE

HUM-006 – Discrimination and Harassment 11-113 2011.11.17 2014.11.01 Due - Board meeting Oct 20 2016 Oct-16 12th

HUM-007 – Respectful Workplace 11-113 2011.11.17 2014.11.01 Due - replaced by HUM-006 above Oct-16 12th

HUM-008 – Wellness Benefit 15-015 2015.02.19 2018.02.01

HUM-009 – Employee Clothing and Personal Protective Equipment 15-015 2015.02.19 2018.02.01

HUM-010 – Cellphone Benefit Policy 15-034 2015.03.19 2018.03.01

HUM-011 – Windshield Replacement Benefit 15-035 2015.03.19 2018.03.01 Revision re side windows 2015.08.20 meeting

HUM-012 - Employee Personal Vehicle Use - Insurance Draft submission pending

HUM-013 - Voluntary RRSP Benefit 16-004 2016.01.28 2019.01.01

Policy regarding setting of organizational Annual Incentive Program metrics (HUM-

014) Due - Board meeting Oct 20 2016 Oct-16 12th

RECOMMENDED ADDITIONAL POLICIES CommentsBRD-002 Board Reports 16-050 2016.05.19 2019.05.19 2016 NEW COMPLETE

BRD-003 Policy Review Schedule 16-051 2016.05.19 2019.05.19 2016 NEW COMPLETE

BRD-004 Communications to Municipal Members 16-052 2016.05.19 2019.05.19 2016 NEW COMPLETE

BRD-005 Strategic Planning and Business Planning 16-071 2016.06.23 2019.06.23 2016 NEW COMPLETE

BRD-006 Board Mandate, Vision and Values 16-072 2016.06.23 2019.06.23 2016 NEW COMPLETE

BRD-007 Board and Organizational Priorities 16-073 2016.06.23 2019.06.23 2016 NEW COMPLETE

BRD-008 Board Director Orientation 16-099 2016.08.18 2019.08.18 2016 NEW COMPLETE Jul-16 6th

BRD-009 Board Performance Self-Assessment 16-100 2016.08.18 2019.08.18 2016 NEW COMPLETE Jul-16 6th

BRD-010 Board Director and Committee Member Selection 16-101 2016.08.18 2019.08.18 2016 NEW COMPLETE Jul-16 6th

BMS Board Meeting 7.3 BDR 2016.03.17

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BRD-011 Board Director and Committee Member Expenses 16-102 2016.08.18 2019.08.18 2016 NEW COMPLETE Jul-16 6th

BRD-012 Board Director and Committee Member Compensation 16-103 2016.08.18 2019.08.18 2016 NEW COMPLETE Jul-16 6th

BRD-013 Contractual Services 16-104 2016.08.18 2019.08.18 2016 NEW COMPLETE Aug-16 3rd

BRD-014 Annual Operating and Capital Budgets: Approval and Changes 16-105 2016.08.18 2019.08.18 2016 NEW COMPLETE Aug-16 3rd

BRD-015 General Manager Recruitment Policy 16-124 2016.09.22 2019.09.22 2016 NEW COMPLETE Sep-16 14th

BRD-016 General Manager Employment and Compensation Policy 16-125 2016.09.22 2019.09.22 2016 NEW COMPLETE Sep-16 14th

BRD-017 General Manager Performance Review Policy 16-126 2016.09.22 2019.09.22 2016 NEW COMPLETE Sep-16 14th

Policy regarding approval of organizational changes and position roles and

responsibilities (BRD-019) Due - Board meeting Oct 20 2016 Oct-16 12th

Policy regarding services and fees to municipal members (BRD-020) Postponed Oct-16 12th

BMS Board Meeting 7.3 BDR 2016.03.17

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10/20/2016 Board Meeting Package - beavermunicipal.com...Oct 20, 2016 · Table of Contents 2016.10.20/ Beaver Municipal Solutions Board Meeting – October 20, 2016 Tofield Chambers,

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