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June 12, 2020

Submitted to:
Andrew Young, Chief Administrative Officer
District of Taylor
Box 300, 10007 – 100th A Street
Taylor BC, V0K 2K0

Submitted by:
Urban Systems Ltd
10808 100 St.
Fort St. John, BC V1J 3Z6

Contact: Trina Wamboldt

twamboldt@urbansystems.ca

USL Project Number: 1770.0059.01

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Contents
Acknowledgments......................................................................................................................................... 1
1. Executive Summary ............................................................................................................................... 2
1.1 Project Benefits ............................................................................................................................. 2
1.2 Summary of Key Findings .............................................................................................................. 3
2. CSOR Scope ........................................................................................................................................... 4
2.1 Limitations..................................................................................................................................... 5
3. Methodology......................................................................................................................................... 5
• Phase 1 - Internal Discovery ...................................................................................................... 6
• Phase 2 – Community Engagement........................................................................................... 6
• Phase 3 – Analysis and Reporting.............................................................................................. 6
4. Core Service Findings ............................................................................................................................ 7
4.1 Core Services Provided by the District .......................................................................................... 7
4.2 Service Areas Receiving the Lowest Community Satisfaction Scores ......................................... 10
4.3 Opportunities for Value-added Service Delivery ........................................................................ 10
• Policing and Community Safety............................................................................................... 10
• Affordable Housing and Seniors Housing ................................................................................ 10
• Grocery Store and Restaurants ............................................................................................... 10
• Transportation Services........................................................................................................... 11
• Medical Services ...................................................................................................................... 11
4.4 Municipal Facilities and Programs .............................................................................................. 11
4.5 Core Service Insights ................................................................................................................... 12
• Cost/Benefit Analysis of Municipal Services ........................................................................... 12
• Increased Focus on Community Economic Development ....................................................... 12
• Leverage the District’s Role as a Regional Recreation Hub ..................................................... 12
• Setting the Stage for Future Tax Increases.............................................................................. 13
5 Organizational Findings....................................................................................................................... 13
5.1 Organizational Structure ............................................................................................................. 13
5.2 Organizational Capacity .............................................................................................................. 14
• Departmental Capacity Analysis.............................................................................................. 14
• Municipal Comparisons ........................................................................................................... 15

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 5.3 Service Standards ........................................................................................................................ 15
• Customer Service Standards ................................................................................................... 15
• Service Standard Action Plan................................................................................................... 15
5.4 Bylaw and Operational Policy Actions ........................................................................................ 17
5.5 Organizational Insights................................................................................................................ 19
• Growing Organizational Sophistication and Influence ............................................................ 19
• The Tyranny of the Urgent ...................................................................................................... 19
• Bundling Roles for Efficiency ................................................................................................... 20
• Human Resource Administration ............................................................................................ 20
• Review Policies for Internal Equity and Practicality ................................................................ 20
6 Departmental Work Plans ................................................................................................................... 21
7 Next Steps ........................................................................................................................................... 21

APPENDICES
Appendix A Municipal Benchmark Summary
Appendix B Decision Worksheet
Appendix C District of Taylor Organization Chart
Appendix D Description of Service Standard Process
Appendix E District of Taylor Departmental Work Plans
Appendix F External Engagement – What We Heard Report
Appendix G Jan 20, 2020 Council Presentation

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Acknowledgments

The project team would like to thank everyone who contributed their valuable time and perspectives to
help shape the core service and organizational review process. This process was successful because of
the open and candid way that staff, members of council, public, local employers and recreation club
organizers stepped up and provided such valuable input, free from controversy and all with the spirit of
wanting Taylor, the corporation, to be the best it truly can be.

We would like to specifically acknowledge:

• the citizens of Taylor who openly shared their ideas and perspectives through surveys, interviews
and public meetings

• local business owners and industry representatives who took time out of their busy schedules to
participate in the process

• sports club representatives and facility users who travelled to Taylor to contribute ideas about the
current and future state of the District’s facilities

• District of Taylor employees who invested significant time over and above their regular workloads
to provide important information about the nature of their work; and

• District of Taylor Council who sponsored this project and provided input and guidance throughout
the process.

Many thanks to everyone who participated. We are pleased to present this final report outlining the
process and key findings.

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1. Executive Summary
The District of Taylor (District) Council and employees are committed to delivering quality municipal
services that meet the needs of residents, business owners and community groups. As the community
continues to grow, Council faces a number of important organizational and resource decisions that will
pave the way for continued success. Rather than making these important decisions in isolation, Council
initiated a Core Services and Organizational Review (CSOR) to help ensure that future decisions are
grounded in an objective understanding of the community’s interests and organizational needs.

Consulting firm Urban Systems was hired to facilitate the review and reporting process. Urban Systems
conducted internal engagement with Council and District employees (see Appendices G and H) and
external engagement with the public and community stakeholders (see Appendix F) to understand the
current and desired future state of municipal services in Taylor.

The CSOR project began in September 2019 and was largely completed by February, 2020, although the
final reporting and presentation to Council was delayed until June, 2020 as a result of the Covid-19
pandemic.

This final CSOR report summarizes the District’s strengths and challenges related to service delivery and
organizational capacity based on internal and external discovery findings which have been presented to
Council along the way. It is important to point out that the consultant’s role was to identify key
organizational themes and service delivery gaps to inform the District’s planning, rather than to propose
specific solutions and recommendations. This report stops short of recommendations but presents some
insights and possible next steps for Council’s consideration.

1.1 Project Benefits

The CSOR project generated a significant amount of new information to support the District’s
organizational decision-making, including:
• A list of core and peripheral services currently being provided by the District
• A greater appreciation of the community’s values and level of satisfaction with current
municipal services
• Insight into how the District’s facilities are used and their value to the community
• An understanding of how the District’s staffing resources are deployed now and how work
could be redistributed for greater efficiency in the future
• The human resource capacity of each department taking into consideration planned absences
and leaves (e.g. vacation, professional development, banked time)
• An estimate of the number of Full Time Employees (FTE) recommended by departments to
sustain or improve service levels
• Information about staffing levels and structures in other municipalities of similar size for
benchmarking purposes
• A list of service standards, organizational policies and bylaws to be reviewed or developed in
the future
• Detailed departmental work plans to support Council’s strategic priorities and budgeting
process.

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Beyond the tangible outcomes noted above, there was great value in the CSOR process itself. Engaging
employees in assessing the organization’s service levels and standards has increased understanding
about service expectations and the importance of citizen-centred municipal policy and planning.
Employees developed internal capacity by working together to consider the service standards, bylaws
and organizational policies required to enhance the District’s service delivery. Furthermore, the CSOR
process was a positive catalyst for Council and Employee dialogue about organizational capacity and
team development opportunities.

It should be noted that the information used to prepare this report, and earlier reports, was collected
before the onset of the COVID-19 pandemic, and therefore some of the information contained herein
may not accurately reflect the District’s current state as of June, 2020.

1.2 Summary of Key Findings

Following is a summary of the key findings arising from the CSOR.

MAIN TAKEAWAY: Taylor is a great place to live, work and play.

COMMUNITY • Taylor is a friendly and affordable community that offers excellent amenities
STRENGTHS
for a town of its size; residents are proud to call Taylor home.
• Most residents believe they are receiving good value for their tax dollars and
would entertain a modest tax increase in exchange for certain valued services
(e.g. increased police presence).
• Access to outdoor and recreation amenities is highly valued by the
community.

MAIN TAKEAWAY: The District ‘punches above its weight class’ in terms of
SERVICE services and facilities compared to similar sized municipalities.
DELIVERY
• Residents and user groups are very satisfied with the level of service provided
by the District.
• The number of recreational facilities and community programs is viewed as a
key strength.
• The District is committed to delivering excellent customer service and intends
to implement District wide ‘customer care’ standards and training for all
employees over time.
• The District has identified service standards to be developed for each
department over time, which will help residents understand what to expect.

MAIN TAKEAWAY: Significant investment will be required to maintain the

FACLITIES AND level of service currently provided by the District.
PROGRAMS
• There is a strong sense of pride and appreciation for the District’s many
facilities and programs (e.g. golf club, curling rink, ice rink, swimming pool,
holiday events, etc.). Feedback revealed that this is what makes Taylor a great
place to live, work and play.
• While very valuable, these facilities also come with significant capital and
staffing costs.

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 • The infrastructure is aging and the District will need to look at ways of funding
required improvements or decide which facilities are not sustainable over the
long term.
• Given that these amenities are highly valued by the community, care should
be taken in balancing financial costs with social costs when making these
decisions.

MAIN TAKEAWAY: The District’s human resource policies should be

HUMAN reviewed and standardized across the organization.
RESOURCE
CAPACITY • The review process identified that some departments are working at peak
capacity which is not sustainable in the long term.
• Several staff are performing multiple roles which requires excessive
overtime/on-call time.
• Time keeping and payroll practices differ from department to department
which is time consuming to administer and negatively impacts employee
morale.
• Some key employees are nearing retirement age and succession planning
should begin to ensure qualified employees are in place.
• The District has identified employee recruitment and retention as a priority in
its strategic plan which is very appropriate given the competitive labour
market in the region.

MAIN TAKEAWAY: Safety, affordable housing, food, transportation, and

OPPORTUNITIES medical services are important to the community.
FOR ENHANCED
SERVICES • Crime and community safety are growing concerns for the community and
there is a desire for enhanced security and/or police presence.
• It is important to maintain affordable housing options in the community,
including more housing options for seniors.
• The community would like to see greater access to food services including a
local grocery store and more restaurant services.
• There is an interest in initiating a bus service or some form of regular
transportation between Taylor and Fort St. John.
• The Taylor medical clinic is very valued by residents but is under-utilized due
to lack of medical staffing.

2. CSOR Scope
In June 2019, the District issued a Request for Proposals (RFP) to undertake a Core Services and
Organizational Review (CSOR). The purpose of the CSOR was to review the District’s municipal services,
service delivery approach, and organizational capacity to meet the community’s current and future
needs. The RFP outlined a scope of work that included three key tasks:
1. Conduct a general review of the municipal services provided by the District across all
departments;

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 2. Assess the service levels desired by the community to help ensure that the municipality
possesses the resources and organizational capacity necessary to deliver desired services now
and into the future; and
3. Provide insight to address legislative and regulatory requirements, and support the effective and
efficient delivery of services in alignment with the District’s strategic plan, service plans, key
initiatives, and the desires of the Taylor community.

2.1 Limitations
Despite a significant effort to promote the community survey and an extended response period, only
135 survey responses were received which represents approximately 8% of the District’s total
population. The survey was augmented by a number of in-person interviews with residents, business
owners, and representatives of selected community groups. Although a 10% response to community
surveys is an average response rate, the findings should not be relied upon on their own as being
representative of the community’s perspective as a whole.

While this report highlights a number of key findings it does not include specific staffing
recommendations as this will require additional information and analysis beyond the available resources
for this project. The Chief Administrative Officer will build on the findings from the CSOR to develop
staffing and organizational options and recommendations for Council’s future consideration.

A cursory desktop review was conducted to compare the number of staff employed by the District with
the number of staff employed in other municipalities of similar size and revenues. While this comparison
offers a very basic frame of reference, it is not a true ‘apples to apples’ comparison given that the
District of Taylor delivers a number of value-added services and programs (e.g. golf course and medical
clinic) that are not delivered in the benchmark communities surveyed. Furthermore, the number of staff
and types of positions are tailored to the unique needs of each community which can differ significantly
from Taylor’s. For example, a rapidly growing community may require a full-time municipal planner
whereas that type of position may be less valuable in a community where the population is stable or
declining.

3. Methodology
In September 2019 Urban Systems Ltd. (USL) was retained to conduct the CSOR and the project was
undertaken in three phases as described below.

PHASE 1 PHASE 2 PHASE 3

INTERNAL DISCOVERY COMMUNITY ENGAGEMENT ANALYSIS AND REPORTING

SEPTEMBER – OCTOBER 2019 OCTOBER - NOVEMBER 2019 DECEMBER 2019 – MAY / JUNE 2020
1.1 Project Initiation and Launch 2.1 Press Release 3.1 Departmental Capacity Analysis
Communications
2.2 Community Survey 3.2 Council / Manager Workshop

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 PHASE 1
1.2 Document Review
1.3 Manager and Employee Meetings
1.4 Department Discovery Worksheets
1.5 Internal Discovery Interviews with
Employees and Councillors
1.6 Internal Engagement Report
PHASE 2
2.3 Community Interviews
- residents
- businesses
-community groups
2.4 Coffee with Council
2.5 Council Presentations with Q/A
2.6 Community Engagement Report
PHASE 3
3.3 Presentation of internal
engagement findings report
3.4 Oganizational Action Plan (Bylaws,
service standards and policies to be
developed/updated)
3.5 Department Work Plans
3.6 Final CSOR Report
3.7 Presentation of Final CSOR report
to Council

Phase 1 - Internal Discovery

During the Internal Discovery phase, a detailed document review was undertaken, and data was
collected from employees and Council through interviews, meetings, worksheets, and an internal
organizational survey. A report on the internal findings was provided to Council in camera due to the
confidential nature of the content which included detailed staffing information.

Phase 2 – Community Engagement

The community was engaged to assess satisfaction with the District’s delivery of municipal services.
Community engagement methods included an online and paper-based survey, in-person interviews,
telephone interviews, and Coffee with Council meetings. Council presentations on CSOR findings were
made at Council meetings in November, December and January. A report outlining the external
engagement findings was provided to Council.

Phase 3 – Analysis and Reporting

During the Analysis and Reporting phase a detailed capacity analysis was undertaken. Each department
documented the time spent delivering specific services and developed proposals outlining how the
workload could be redistributed to help improve the use of staff resources. The amount of overtime,
banked time and leave time incurred by each department was also documented. These time allocation
reports and the number of suggested hires were provided to Council for consideration during budget
planning. The time allocation reports will be used to support further detailed human resource planning.
The detailed time allocations were presented to Council in camera as they contain confidential
employee information.

A desktop review of staffing levels in municipalities of similar size and income was also conducted for
comparative purposes. The municipal benchmarking summary is contained in Appendix A.

In January 2020 a planning workshop was held with Council and Managers to review the discovery
findings and to help develop service standard priorities (Appendix J). The consultant worked with the
departments to develop an organizational action plan that describes service standards, bylaws, and
operational policies to be reviewed or developed over time. Next, departmental work plans outlining
each department’s mandate, services, capacity development goals, and major projects were developed
which will be used to support departmental performance evaluations and budgeting.

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4. Core Service Findings
The District prides itself on maintaining a ‘made in Taylor’ approach to municipal service delivery that
offers exceptional value to residents. The main purpose of the CSOR was to identify the services
provided by the District and to ensure the District is well-positioned to provide the most valued services
moving into the future. As Council considers the types of municipal services provided in the future, it
must find ways to provide the best possible value for the lowest possible cost. This may mean that some
services currently provided by the District are minimized or abandoned altogether to create capacity to
deliver new services that provide greater value.

Section 4.1 describes the services provided by each department broken down by core services (i.e. those
typically provided by municipalities) and peripheral services (i.e. value-added services not typically
provided by municipalities). Section 4.2 offers a synopsis of what the community values most in terms of
‘liveability’ and their desire for enhanced or additional municipal services. Section 4.3 offers a synopsis
of municipal facilities including perceived value, usage, and anticipated investments required to
maintain the asset. Section 4.4 provides a summary of key insights related to core services and facilities
including possible next steps for Council’s consideration.

4.1 Core Services Provided by the District

The District of Taylor is organized into eight departments that provide the services noted in Table 1.
Core services (i.e. those typically provided by municipalities) are noted in the left column and peripheral
services (i.e. those not typically provided by municipalities with less than 5,000 people) are noted in
green in the right-hand column. The blue text denotes responsibilities that are typically outside the
scope of this particular position in comparative municipalities.

TABLE 1 - SUMMARY OF DISTRICT SERVICES BY DEPARTMENT

CORE SERVICES (TYPICAL/EXPECTED MUNICIPAL SERVICES) PERIPHERAL (VALUE-ADDED)

Blue text denotes responsibilities outside the typical scope of this position in SERVICES
similar sized municipalities
PUBLIC WORKS
o Road repairs and maintenance o Weed and grass control o n/a
o Snow / ice clearing o Street lighting
o Water treatment o Cemetery operations
o Sewer treatment o Contract administration /
o Water distribution capital
o Sewer collection o Management of garbage
o Street sweeping collection contract
o Fleet maintenance
o Public works administration

COMMUNITY SERVICES
o Community Events o Staff Recruiting (annual to
o Fitness Programs support Community Service
o Kids Kamp/Pro D Camp (5-12 programs)
year-old children) o Communications, Media, Social
o Tourism / Visitor Centre Media, Publications /
Advertising (including: Taylor
Times, and Recreation Guide)
o Seasonal Pool
o Preschool (for 3-5 year-old
children)
o Community Involvement
(including: trade show, fun
nights, Coffee with Council
meetings, etc.)

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CORE SERVICES (TYPICAL/EXPECTED MUNICIPAL SERVICES)
Blue text denotes responsibilities outside the typical scope of this position in
similar sized municipalities
PARKS AND FACILITIES
o Arena Building maintenance
o Complex Building maintenance
o Community Hall Building
maintenance
o Ice Plant Maintenance (Arena) –
Seasonal
o Facility Snow removal – Seasonal
o Grass Cutting – Seasonal
(Municipal Properties)
o Ice Maintenance – Seasonal
o Facility Scheduling
PROTECTIVE SERVICES
o Fire Department Administration
(Budgeting, Maintenance,
Liaison with other agencies,
Asset Management, Fleet
Management)
o Bylaw Enforcement /
Complaints / Administration
( > 20% of time)
o Meeting / Training / Emergency
Call Response Requirements
o Emergency Management
(Liaison with other agencies,
Program Administration,
Community Education)
o Fire Department Training
o Fire Protection (District &
Rural)
o Medical First Response
(District and Rural)
o Human Resources (Volunteers)
20 Fire, 15 ESS
LONE WOLF GOLF CLUB
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PERIPHERAL (VALUE-ADDED)
SERVICES
o Annual World Gold Panning
Championship (working with
Contractor, promotion etc.)
o Parks & Playground o Community Pool set-up,
maintenance/inspections maintenance, take-down
o Ball Diamond Maintenance - o Building maintenance (Library,
Seasonal Medical Clinic, Visitor
o Weed Control Information Centre)
o Community Beautification o Peace Island Park Liaison,
o Community Gardener – Maintenance and Repairs
Seasonal o Community Services events
o Equipment maintenance/ set-up and assistance
repair o South Taylor Lands
o Ice Plant/Facility Inspections maintenance
o Emergency Road Rescue o n/a
(Province)
o Emergency Management
Training
o Building Inspections (Fire
Safety)
o Fire Prevention
o Emergency Support Services
(ESS) Administration
o Emergency Operations Centre
(District) Administration and
Training
o Building Permits and
Inspections
o Duty Officer Coverage (Taylor
Fire-Rescue)
o Open Burning Administration
o Cemetery Administration
o Taylor Industry Mutual Aid
Group Admin.
o Golf Course Operations
o Retail Store for Golf
o Maintenance of Golf Course
o Practice Area
o Lessons and Programs
o Community Beautification
o Outdoor Gym
o Walking Trail
o Horseshoe Pits
o Tennis Courts
o Greenhouse
CORE SERVICES (TYPICAL/EXPECTED MUNICIPAL SERVICES)
Blue text denotes responsibilities outside the typical scope of this position in
similar sized municipalities
CORPORATE SERVICES
o Council & Governance
Administration
o Records/Contract Management
o Bylaw, Policy & Procedure
Administration
o Office Administration
o Human Resources
Administration
o Health & Safety Program
Administration
o Administration of Oaths &
Certification of Records
o Freedom of Information &
Privacy Protection Requests
FINANCIAL SERVICES
o Payroll Administration: for 35
to 110 employees (seasonally
variations)
o HR Administration
o Statutory reporting – PST, GST,
MPP & WCB
o Taxation Process
o Utility Administration
o Receivable Administration
CHIEF ADMINISTRATIVE OFFICER
o Overall Management of District
Operations
o Council, Employee, Stakeholder
relations
o Implementation of Provincial
legislative changes affecting
municipal operations and
related reporting
o Provide timely informed reports
to Council
o Advising and informing Council
on the operation and affairs of
the municipality
o Coordinate, Advise and foster a
high functioning and effective
management team
o Human Resource Management
of Senior Staff (Team)
o Compose Correspondence for
Mayor and Council on various
initiatives
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PERIPHERAL (VALUE-ADDED)
SERVICES
o Tree Nursery
o Elections Administration o Medical Clinic Administration
o Land Use & Development and support
Planning o Library Relations
o Municipal Office/Fire Hall/Hub
Janitorial
o Deputy Financial Officer
o Emergency Operations Centre
o Departmental & CAO Support
o Grant Administration
o Reconciliations o Peace Island Park (PIP) cash
o Accounts Payable management, payment
o CARIP Reporting processing and financial oversight
o LGDE and SOFI reporting o Cash Management: HUB, Lone
o Front Counter (backup Wolf Golf Club, Arena,
telephone support) Information Centre
o Asset Tracking
o Legal – Lawsuits, Claims, Land o n/a
Sales, Rights of Way, contracts,
Bylaws, Land Use
o Ensure that policies, programs
and other directions of Council
are implemented
o Land Use and Development
Planning
o Economic Development
o Emergency Management
o Liaison with other agencies
o Program Administration
o Community Education
o Emergency Operations Centre
(District) Administration and
Training
o Cemetery Administration
4.2 Service Areas Receiving the Lowest Community Satisfaction Scores
The community engagement process found that there is a very high level of satisfaction with the
municipal services currently being provided by the District. The services that received the lowest
satisfaction scores on the survey and community suggestions for enhanced services are listed below by
department. This feedback provides valuable insights to help inform departmental work planning,
service standards, and Council’s deliberations on where to invest resources in the future.
• ADMINISTRATION OPPORTUNITIES FOR IMPROVEMENT: Bylaws; Permitting; Economic
Development; Planning and Development Services; Tax and Utility Administration
• PARKS AND FACILITIES OPPORTUNITIES FOR IMPROVEMENT: Building Maintenance; Upgrades to
Pool/Curling Club; Grass and Garden Maintenance; Enhanced Walking Trails; Pedestrian Safety
• COMMUNITY SERVICES OPPORTUNITIES FOR IMPROVEMENT: Communication; Event Promotion;
More activities for teens and youth
• PUBLIC WORKS OPPORTUNITIES FOR IMPROVEMENT: Weed and Grass Control; Street light
maintenance and improvements; Snow/Ice Clearing; Recycling
• PROTECTIVE SERVICES OPPORTUNITIES FOR IMPROVEMENT: Policing; Bylaw Enforcement;
Prevention Services
• LONE WOLF GOLF CLUB OPPORTUNITIES FOR IMPROVEMENT: Year-Round Restaurant; Golf Course
Maintenance
Each department will consider how to address these opportunities for enhanced service delivery as part
of their departmental planning processes.

4.3 Opportunities for Value-added Service Delivery

Community engagement and comments provided in support of the CSOR identified some opportunities
for additional services or amenities that are outside the normal scope of municipal services. Each of the
opportunities identified are briefly described below. Based on the community’s comments, the District
of Taylor Council may wish to give further consideration to each of them.

Policing and Community Safety

Community feedback indicated serious concerns related to increases in criminal and drug activity in the
community. This is a significant consideration for Council given that community feedback also indicated
that community safety and low crime are the most highly valued aspects of the community.

Affordable Housing and Seniors Housing

Community survey respondents identified affordable housing as the second most valued factor in
choosing where to live. Having more supportive housing for seniors in Taylor was mentioned as highly
desirable as it may help delay or avoid long-term residents having to move out of the community when
they are no longer able to live in their current home.

Grocery Store and Restaurants

Community feedback suggested that a local grocery store and more restaurant options would be
welcomed by the community.

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Transportation Services
Community feedback identified a desire for increased transportation options between Taylor and Fort
St. John.

Medical Services
Community feedback indicated a desire for additional physician coverage and priority access for local
residents at the Taylor Medical Clinic.

4.4 Municipal Facilities and Programs

Community value, usage, and level of improvements required to sustain each facility are all important
factors in considering how the District’s resources will be deployed moving forward. Table 2 outlines
these key considerations for each facility.
TABLE 2 - SUMMARY OF DISTRICT FACILITIES

FACILITY PERCEIVED VALUE FACILITY USAGE FACILITY INVESTMENTS REQUIRED

TO COMMUNITY 1
Fire Hall / Service 100% valuable n/a Major – Building replacement or
0% not valuable substantial renovations required within
the next 10-year timeframe due to the
growth of the department and the age of
the infrastructure
Community Hall 96% valuable 69% use Major – Boiler replacement
1% not valuable 31% don’t use
Ice Arena 95% valuable 53% use Major – Ice Plant Main Control Circuit
2% not valuable 47% don’t use replacement and Arena board
replacement
Peace Island Park 95% valuable 61% use Minimal – Capital budget provided yearly
2% not valuable 39% don’t use for park improvements
Taylor Medical 87% valuable 20% use Modest – Improve furnace room
Clinic 6% not valuable 70% don’t use
Community Pool 89% valuable 33% use Major – Pool is aging and requires
(Seasonal) 6% not valuable 65% don’t use frequent repairs (on-going)
Lone Wolf Golf 82% valuable 45% use Major - Larger clubhouse, kitchen and
Club 12% not valuable 54% don’t use serving area improvements; Irrigation
system upgrades, cart compound
Curling Rink 81% valuable 30% use Major – Ice plant replacement plus other
10% not valuable 69% don’t use building improvements
Visitors Centre 81% valuable n/a Major - Building improvements including
10% not valuable replacement of flooring in centre, and
exterior ramp upgrades
Library 72% valuable 24% use Modest – Improve furnace room
13% not valuable 73% don’t use

1
The ‘unsure’ responses for each question bring the response totals to 100%

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4.5 Core Service Insights
The CSOR yielded a number of insights and suggestions which are documented below.

Cost/Benefit Analysis of Municipal Services

The District has made significant investments in value-added facilities and services to make Taylor a
great place to live, work, and play. These investments are appreciated by the community as evidenced
by the community’s positive feedback. Examples of these value-added investments (i.e. investments
beyond the typical scope of a small municipality) include Lone Wolf Golf Club, Community Pool, and the
Medical Clinic to name a few. The District of Taylor’s asset management planning process will help to
quantify the level of capital investment required to sustain these investments over the long term. It is
suggested that a more detailed analysis of the use of each facility be undertaken to determine whether
the maintenance and operational costs (identified through the asset management plan) are appropriate
to the level of benefits provided to the entire community.

For example, although 73% of the community survey respondents deemed the library to be of high value
to the community, only 24% of these same respondents said they actually utilize the library. While the
library is considered a valuable amenity, the financial resources required to operate the library may or
may not be justifiable in relation to the actual usage statistics. Likewise, while only 33% of survey
respondents indicated that they make use of the community pool, 89% of respondents indicated that
the pool provides high value to the overall community.

A decision worksheet has been developed to help support objective decision making related to the
District’s service offerings (Appendix B). Decisions about whether to sustain or decommission certain
facilities should take into consideration economic and social factors as well as the District’s values and
strategic goals. Several of the District’s facilities and programs draw participation from Fort St. John and
other areas, so the regional significance of these amenities should also be considered when making
decisions.

Increased Focus on Community Economic Development

Responsibility for the District’s economic development interests currently rests largely with the District’s
Mayor and Chief Administrative Officer (CAO). Given that the community has expressed a desire for a
number of additional amenities that are outside the traditional scope of municipal service delivery (e.g.
grocery store, transportation service, restaurants, seniors housing/care facility, etc.) it may be prudent
for the District to develop an economic development strategy designed to attract local business
investments. Attracting new businesses to the District will have a positive effect on the overall growth of
the community and will dovetail nicely with housing development opportunities in the new Jarvis
Crescent subdivision. In 1989 a report completed by John Ronald for the District of Taylor provided a
number of recommendations that helped catalyze community revitalization. Now, some 25 years later,
it is worth conducting another environmental scan to see what economic opportunities and threats exist
for the District and what areas should be of major focus in the coming decades.

Leverage the District’s Role as a Regional Recreation Hub

The District prides itself on being a welcoming community with a friendly small-town feel. Community
feedback has indicated that the District is doing an excellent job in this regard. Input received from
various community groups as well as residents has indicated that the District’s recreational facilities and

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amenities are a significant source of pride, and there is deep appreciation for the accessibility and
affordability of recreation opportunities within the District. Many individuals from outside Taylor
participate in various community events and recreational activities within the District for little to no
cost. The District may wish to consider ways of leveraging its role as a regional recreation hub for even
greater benefit. This could be as simple as using existing events as an opportunity to recruit new
residents, businesses, District employees, and volunteers. There could also be the opportunity to
develop agreements or partnerships with neighbouring municipalities to help offset the cost of
recreational facility improvements.

Setting the Stage for Future Tax Increases

The community survey indicated that roughly half of the respondents think they are receiving high value
for their tax dollars while 9% of respondents believe they are receiving low value. Of those surveyed,
roughly half indicated they would be willing to pay more taxes and/or user fees in exchange for
increased/improved levels of service. Those who said they were willing to pay more, however, want to
know how the increased tax revenues would be spent with a focus on essential services (such as
policing) versus perceived “nice to have’s” such as recreation. The District can use the CSOR project
results as an opportunity to initiate further dialogue with the community about enhanced service
opportunities and related financial and tax implications. There is an opportunity to educate the
community about the jurisdiction of different levels of government and how funding flows at the
municipal, regional, and provincial levels. The District’s Asset Management Planning work will be
instrumental in better understanding the financial and tax implications of various service scenarios and
communicating those implications to the public.

5 Organizational Findings
This section outlines findings related to the District’s organizational capacity to deliver municipal
services. Section 5.1 provides a snapshot of the District’s current staffing and department structure.
Section 5.2 examines the District’s capacity to deliver services including a comparison to other
communities. Section 5.3 discusses the District’s action plan for implementing customer service
standards, municipal service standards and updating organizational policies and bylaws. Section 5.4 sets
out organizational insights for Council and Administration’s consideration.

5.1 Organizational Structure

The District employees are organized into seven departments:
• Financial Services
• Corporate Services
• Parks and Facilities
• Community Services
• Protective Services
• Public Works
• Lone Wolf Golf Club

The District normally has between 30-35 full-time employees (FTEs) in the winter and between 50-52
FTEs in the summer. Each department is managed by a Director who reports directly to the Chief
Administrative Officer (CAO). A copy of the District’s 2018 organizational chart is contained in Appendix
C.

P a g e | 13
5.2 Organizational Capacity
One of the main objectives of the CSOR is to assess the District’s capacity to deliver current and future
municipal services. In order for the District to make informed choices about future human resource
investments, it must first understand how staff time is currently being spent to ensure maximum value
to the community. Each department conducted an internal capacity review to document how much time
is currently spent delivering each core service and how the workload is distributed. The findings of this
internal capacity review were presented to Council at a January 2020 planning workshop. The internal
engagement report in its full form is not available to the public as it contains confidential information
collected from District personnel. However, a summary of the internal findings was presented at a
Council meeting in January 2020 (Appendix G). The internal capacity review was augmented by an
external review of other rural municipalities for comparative purposes.

Departmental Capacity Analysis

To help understand the current capacity of each department an analysis was conducted to document
how much time is spent delivering each core service and how those responsibilities are distributed
amongst the different positions in the department. The total available capacity of each department net
of accrued leaves was also calculated. This internal capacity analysis took the form of three different
‘time allocation’ graphs as described below (Appendix I):

• Graph #1 – Time Allocated to Each Service: Graph #1 illustrates how many hours (on average
per month) are spent on each service currently and how many hours would be spent per task in
the future if additional resources are added.

• Graph #2 – Workload Distribution: Graph #2 illustrates the relative level of effort (expressed as
a percentage of time per month) for the Department Manager, Lead Hand, and Employees in
delivering each service.

• Graph #3: Available Capacity: Graph #3 demonstrates how much current and future capacity
exists to deliver services after vacation, lieu time, and other leave is considered (expressed as a
percent of full capacity utilization).

The capacity review yielded the following suggestions to optimize service delivery:
• Fill two vacant FTE positions (in the existing budget)
• Reallocate one FTE (within the existing budget)
• Appoint two Directors (within the existing budget)
• Hire three additional FTEs (which would require additional budget resources as estimated
below)
o Corporate Services FTE cost: $56k
o Community Services FTE cost: $46k
o Protective Services FTE cost: $87k

Before moving forward with these suggested changes, the District intends to undertake a more detailed
human resource review that will consider creative alternatives to hiring (e.g. increased use of
technology) and potential changes to the District’s organizational structure to increase efficiency.

P a g e | 14
Municipal Comparisons
A brief desktop review was conducted to gather information about the size and staffing resources in
other municipalities of similar size and revenues to the District. Seven other communities were
reviewed and compared to the District of Taylor including Chetwynd, Cumberland, Gibson’s, Invermere,
Peachland, Rossland, and Sicamous. In comparison to the researched municipalities, Taylor offers more
value-added non-traditional municipal services despite having a similar number of staff. For example,
the other communities did not employ early childhood educators or manage medical clinics. Taylor also
offers more focused children’s programs in the summer instead of basic public pool or park services that
are offered in other municipalities. Taylor is the only community where bylaw enforcement is a function
of the Fire-Rescue Department rather than through a contract or a separate position reporting to
another department. Taylor has slightly fewer employees in the Public Works department compared to
other municipalities. Taylor also does not have a formal planning and development, or an economic
development function.

The overall conclusion of this analysis is that the District has a similar number of employees and
departments to other surveyed communities, both in the Peace Region and in BC, while offering
significantly more value-added non-traditional municipal services. The memo summarizing this analysis
is contained in Appendix A.

5.3 Service Standards

One of the desired outcomes of the CSOR is a list of service standards to provide greater internal and
external clarity about the level of service that can be expected by the community. Some work was done
to confirm what is included in a service standard and how service standards differ from (and relate to)
the District’s bylaws and organizational policies (see Appendix D). Council was invited to provide input
on their key service priorities and then the departments generated a list of service standards to be
developed in the short term. A distinction was made between customer service standards (i.e. how
District employees interact with citizens and ‘customers’) and service delivery standards which set out
minimum targets related to municipal services. The approach to service standard development is
described below.

Customer Service Standards

One of Council’s strategic priorities is to “Provide Exceptional Service and an Excellent Place to Live and
Work”. In order to achieve this priority all employees must share a common understanding of what it
means to provide exceptional service. Rather than undertaking this work at the departmental level, the
District’s CAO will be looking at options to build customer service standards that apply across the entire
organization.

Service Standard Action Plan

Drawing on Council’s input, the Management team has developed a list of priority service standards to
be developed as staffing capacity allows (Table 3). Service standards represent a promise to the public
(customer) of what they can expect from the District. Service standards are meant to be communicated
externally.

P a g e | 15
 TABLE 3 – PRIORITY SERVICE STANDARD PRIORITIES
Service Standard Action Plan
1. Municipal Management Service
(MMS) Standard
2. District-wide Customer Service
Standards (includes duty of care
expectations)
3. Communications and Media
Service Standards (for
communications to the Taylor
community and others)
4. Community Events and
Programs Service Standard
5. Community Facility Service
Standard
6. Bylaw and Policy Administrative
Review Service Standard
7. Land Use and Development
Application Service Standards
8. Quarterly and Financial
Reporting
9. LWGC Customer Service
Standard Action Plan
10. LWGC Cleanliness Standards
(Within DOT Service Standards)
11. Facility Snow Removal Service
Standard
12. Develop Bylaw Enforcement
Service Standard including
Response Times
13. Road, Sidewalk, Parking Lot and
Street Lighting Construction and
Service Standards
14. Utility Service Standard
(Customer Service)
P a g e | 16
Responsible Immediate Next Step
CAO/Managers/ Develop MMS Standard (needs Key
Council Performance Indicators) for CAO, Directors,
and Managers
CAO / Managers Develop District-wide standards, followed by
employee training for all staff (needs Key
Performance Indicators)
CAO/Managers/ A Communication and Engagement Plan exists
Council currently; per Resolution #100/2018 adopted
in April 2018. Review and revise as required
for major announcements via multiple media
platforms. Review and augment with
emergency communication plan.
Community Services Develop service standard around promise to
Director community for the delivery of key events &
programs throughout the year, (i.e. Easter,
Halloween, Remembrance Day, Preschool, Kids
Kamp)
Community Services Develop service standard for prioritization of
Director, and Parks facility usage (i.e. Community events,
and Facilities programs, rentals, pool/curling club)
Director
Management / Develop operational plan and establish service
Council standard
Management / Develop operational procedures and establish
Council service standards
Director of Financial Establish report format
Services
GM, Lead Hands Review existing LWGC standards
LWGC Management Create action plan
Parks and Facilities Develop in conjunction w/ District Snow
Director, and Removal Policy
Director of
Operations
Management / Review existing policy / or procedures
Council
Director of Develop Acceptable Industry Standards (i.e.
Operations MMCD)
Director of Develop response time and communication
Operations protocols
5.4 Bylaw and Operational Policy Actions
In identifying required service standards, the management team also identified a number of priority
bylaws and operational policies to be developed or updated as staffing capacity permits. A bylaw is a
regulation put in place by the District of Taylor that governs certain activities within the community.
Bylaws may include service standards and often inform operational policy. Bylaws are externally
communicated documents. Operational policies govern how the District manages its resources including
human, financial, and physical assets. Unlike service standards and bylaws, operational policies are
internally focused. The action plan for updating the District’s bylaws and operational policies are
summarized in Tables 4 and 5 below.

TABLE 4 – PRIORITY BYLAW AND POLICY UPDATES

Bylaw Action Plan Responsible Immediate Next Step

1. Review and update (or rescind) all
municipal bylaws and policies
2. Council Procedures Bylaw Review &
Update
3. Review Nuisance and Unsightly
Property bylaw
4. Develop Special Events bylaw
5. Review Traffic and Parking bylaw
CAO / Managers Establish schedule/s for review of all
District bylaws and policies
CAO/CO/Council Governance Communication Service
Standard Development
Fire Chief Working with Committee to review
Fire Chief Working with Committee to develop
Fire Chief Working with Committee to review

TABLE 5 – PRIORITY OPERATIONAL POLICY UPDATES

Operational Policy Action Plan Responsible Immediate Next Steps

1. Annual Performance Review (APR) CAO / Managers / Review and update (or replace) existing
and Remuneration – policies and Council APR policies and procedures to help
procedures achieve continuous improvements
2. Human Resources (HR) – policies CAO / Managers / Review and update (or replace) existing
and procedures Council HR policies and procedures to help
ensure standardization
3. Emergency Management and EOC CAO / Managers Review and update (or rescind) existing
training – policies EM policies, and establish EM, EOC, and
ESS roster and training schedule
4. Preschool Operational Policy Community Services Develop operational policy/procedures
Director in line with NHRA requirements
5. Seasonal Pool Operational Policy Community Services Revise Pool operational
Director and Parks policy/procedure with updates to
and Facilities regulations if any, dates for pool
open/close etc. Maintenance schedule,
build/takedown dates by P&F Dept.
6. Visitor Centre (VC) Operational Community Services Develop policy for VC in conjunction
Policy Director with any updated DBC for changes to
Tourism requirements i.e. training,
technology usage, etc.
7. Communication & Engagement Community Services Develop policy/procedure in conjunction
Operational Policy Director with the Communication & Engagement
Plan directives. Crisis Communications

P a g e | 17
 Operational Policy Action Plan Responsible Immediate Next Steps
Protocols to be completed. Augment
with Emergency communications.
8. Records Management Draft Management Records Management Bylaw and Policy
Program Development Development for Adoption
9. Health & Safety Program H&S Committee/ COR Certification Maintenance Service
Completion Management Standard Development
10. Human Resources (HR) Program Mgmt./Staff/Council HR Related Service Standards
Development Development
11. Review Reserve Policy Director of Financial Review all applicable bylaws
Services
12. Cash Management Policies Director of Financial Develop policy
(includes daily cash log Services
reconciliations, frequency of
deposits, and procedure)
13. Payroll Administration and Benefits Director of Financial Develop policy to address benefit
Policy Services (with enrollment errors
Support from
Corporate Services)
14. Municipal Buildings & Utility Director Financial Develop policy
Billings Administration Services
15. LWGC Operational Policy and LWGC Management Create
Procedure for Customer Care / CAO
(Included in District Wide Policy)
16. General Financial Management Golf Course GM and Review
Policy (Includes Margins, Inventory Director of Financial
and Cash Handling) Services
17. LWGC Maintenance Policy and Golf Course GM, Create
Procedures (Included with Parks and Director of
and Facilities regarding Community Parks and Facilities
Beautification)
18. Facilities Equipment Maintenance Director of Parks Develop policy or guidelines
& Inspection Policy / Guideline and Facilities
19. Janitorial Policy / Guideline Director of Parks Develop policy or guidelines
and Facilities
20. Grass Cutting & Weed Control Directors of Parks & Develop in conjunction w/ District Grass
Policy Facilities, and Cutting Policy
Director of
Operations
21. Fleet Maintenance Policy Directors of Parks & Develop in conjunction with Public
Facilities, and Works
Director of
Operations
22. Review Duty Officer parameters Fire Chief and CAO Review and update policy
for on duty time, off duty calls,
volunteer time vs paid time
23. Develop risk register for Fire Chief Develop risk register
emergency road rescue / review
procedures

P a g e | 18
 Operational Policy Action Plan Responsible Immediate Next Steps
24. Road, Sidewalk, Parking Lot and Director of Develop inspection parameters
Street Light inspection & repair Operations
policy
25. Utility (Water and Sewer) Director of Develop policy parameters
Inspection and Maintenance policy Operations
26. Fleet Maintenance Policy Director of Develop policy parameters
Operations
27. Public Communication Policy Director of Develop interruption of services policy
Operations for PW & Operations
28. Utility Corridor and Ditching Director of Develop parameters around
Maintenance Policy Operations maintenance (i.e. grass, debris, cleaning,
etc.)

5.5 Organizational Insights

The CSOR process yielded a number of organizational insights and suggestions which are documented
below for Council and Administration’s consideration.

Growing Organizational Sophistication and Influence

As organizations grow and mature, their approach to operational processes and structures become
more sophisticated. The internal discovery process highlighted that District employees are very diligent
and committed to meeting the highest standards of care. The rigour required to manage risks and
adhere to ever-increasing regulatory requirements requires additional staff capacity. For example,
expectations related to workplace health and safety, privacy, emergency response planning, and
Indigenous reconciliation have evolved considerably over the past decade. The time required to design,
implement and report in these areas is significant. Whereas smaller or less sophisticated organizations,
may choose to turn a blind eye to these growing requirements, District staff are working hard to comply
with evolving regulatory requirements. It is for this reason, that the number of employees required to
perform certain functions may have increased over time while the actual services being delivered have
remained relatively the same.

It is also important to recognize that the District plays a key role in a number of regional initiatives such
as the Resource Municipalities Coalition, Airshow, BC Winter Games, Northeast Roundtable, Lands and
Resource Management Planning, School District 60, Northern Health, BC Hydro liaison, Peace Williston
advisory, and many others. Participating in these initiatives comes with an opportunity cost (i.e. it takes
time away from other District initiatives), which has a ripple effect throughout the organization.

The Tyranny of the Urgent

As is the case in many small municipalities, several District employees are performing multiple roles. The
review process identified that several departments are operating at peak capacity or over capacity for
extended periods of time. While having employees fulfil multiple roles may be a necessity, it comes at a
cost. When employees are struggling to keep up with workloads, urgent tasks often take precedence
over other important tasks which can lead to increased risks for the organization. For example,
important policy work may not be completed or there may be a lack of attention given to important
preventative activities such as emergency planning. Where employees must wear multiple hats, it is
important to establish protocols to ensure that both important and urgent work is completed.
Constantly responding to urgent priorities takes a toll on employees’ motivation, productivity, and

P a g e | 19
health. The CSOR revealed that a number of employees are at risk of burn out due to working overtime
on a consistent basis.

Bundling Roles for Efficiency

When combining roles and responsibilities for efficiency it is important to consider the skills and
qualifications required to perform each function. There is an opportunity cost associated with having
highly skilled employees performing less skilled work (i.e. something only this person can do is now not
getting done). Wherever possible, try to optimize staffing resources by having employees perform tasks
for which they are uniquely qualified and consider contracting out or reassigning work that can be done
by others. Some questions to consider when assigning roles and responsibilities are as follows:
• Why is this role necessary? What are the benefits?
• What are the risks / trade-offs?
• What is the cost of filling this role (financial cost / human cost)?
• What is the cost of not filling this role (financial cost / human cost)?
• Is this a core service of local government or ancillary service? Should we even do it?
• How important is this service to the community?
• What skills and qualifications are required to perform this role?
• Is there potential to recruit or train someone else to fulfill this need / perform this task?
• Can this service be outsourced or provided in a different way?
• Have we considered all options to maximize efficient delivery of this work?

Human Resource Administration

One of the District’s stated objectives is “staff retention and rebuilding”. The discovery process
identified that the District has experienced some challenges recruiting and retaining employees. In 2018
there was a significant turnover in staff and many current employees are either new to the District or
new to their positions. While some human resource policies and job descriptions are in place, more
work is required to build a solid operational foundation for human resource management. The CAO and
Corporate Officer have limited time to devote to this important work. Some of the human resource
activities that could benefit from more attention include:
• progression/succession planning for key roles in each department
• volunteer recruitment and retention strategy (particularly important for Protective Services)
• review Human Resource policies to help ensure internal equity
• generate and maintain job descriptions for each position
• support Directors in providing performance coaching to employees

Review Policies for Internal Equity and Practicality

The discovery process identified a need to review some of the District’s policies to ensure there is
internal equity across departments. Currently different rules exist for different departments which
developed over many years; some of these differences are inequitable. There are also concerns about
the practical application of certain policies (such as the use of banked time).

P a g e | 20
6 Departmental Work Plans
Through the CSOR each department developed a work plan that will be maintained and updated on an
ongoing basis. The work plan will be used as a performance management tool and will support Council
in its strategic planning and budget deliberations. A work plan for each department is contained in
Appendix E.

7 Next Steps
The CSOR process was carried out between October 2019 and February 2020, however the final
reporting did not occur before the global Covid-19 pandemic struck in March 2020. As a result, some of
the service information contained in this report has changed as the District has implemented some
service reductions for 2020. While the current levels of service will likely remain in place for 2020, the
District looks forward to 2021 when it can begin to reintroduce services and programs that are very
valued by the community, as highlighted during the CSOR. It is these very services and programs that
define Taylor as a great place to live, work and play so the goal is to recover as quickly as possible.

The CSOR was a very comprehensive discovery process designed to understand the current state of the
organization and identify key insights to support future decision-making. The next step will be to analyze
the CSOR findings to determine District’s specific organizational objectives and priorities, which may
include:
• adjustments to the organization’s staffing and structure as informed by the needs and resources
identified in the CSOR;
• alignment of budgetary and other resources to advance operational priorities and goals;
• a review of the District’s human resource policies to bring more consistency, efficiency and
equity across the entire organization;
• integration of departmental work plans into the District’s regular operational planning and
reporting activities;
• a cost-benefit analysis of the District’s facilities based on asset management findings; and
• the development of service standards once the above-noted activities have been finalized and
staff capacity is available.
As it turns out, the timing of the CSOR review was very fortunate as the District now has a solid base of
information on which to make sound decisions during the Covid-19 recovery phase. The District knows
exactly what services are being provided, how these services are valued by the community, how these
services compare to other municipalities, and how much human resource capacity is required to deliver
the desired level of service. This information will be invaluable in helping the District of Taylor recover
quickly and continue to build for the future.

P a g e | 21
APPENDIX A:
 Date: January 16, 2020
To: Andrew Young
From: Savannah Zachary
File: 1770.00059.01
Subject: District of Taylor Employee Benchmarking

1. Introduction
As part of the District of Taylor Core Services and Organizational Review, Urban Systems was directed to
conduct desktop research on the staffing resources in communities of similar size and revenue to the
District.
The District suggested the following communities for comparison:

• Chetwynd
• Cumberland
• Gibsons
• Invermere
• Peachland
• Rossland
• Sicamous
The purpose of this research is to document the number of full, part time, and contract employees employed
by each municipality. This research does not include seasonal staff and volunteers, as these vary annually.
The departments reviewed included Administration, Planning, Finance, Parks and Facilities, Public Works,
Recreation, Protective Services, and Bylaw Enforcement. The District’s departments and number of
employees were compared to the selected communities to assess similarities and differences. Included in
this report is a comparison table and an appendix with the organizational charts we were able to collect.
Because each community’s organizational structure is slightly different when compared to one another, the
table has combined department roles into the general categories as mentioned above. Reception roles
were not included in any of the organizational charts or information provided by the municipalities. Some of
the municipalities have a directed phone system, which transfers the caller directly to the director or
manager’s phone line. Reception roles may also be part of the clerk or assistant’s job description, which is
not identified in the organizational chart.
Internet research was conducted to review each community’s organizational chart and most recent annual
report. If the organizational chart was not available, or did not have enough information, the community was
phoned and emailed to request this information. It should be noted that other municipalities do not operate
a golf course so these employees were not included in the analysis.

2. Findings
The number of departments in comparative communities were between 5 and 7 with the total number of
employees between 30 and 40 in the municipal services office. Most of the municipalities rely on volunteer
labour in protectives services, such a fire response, and summer seasonal employees to run the

10808 - 100th Street, Fort St. John, BC V1J 3Z6 | T: 250.785.9697

MEMORANDUM
Date: January 16, 2020
File: 1770.00059.01
Subject: District of Taylor Employee Benchmarking
Page: 2 of 3

recreational services such as the pool. Three of the municipalities have either a full time or part time
employed bylaw officer, and two municipalities have a contracted bylaw officer.
The Village of Cumberland has seven (7) departments which are overseen by the Deputy Corporate Officer,
who also acts as the Approving Officer. The operations department (known as public works in other
municipalities) is the largest department and includes full time staff and a seasonal gardener and summer
student. The Village also has an Economic Development Officer, which has one employee in this
department. In the table, this role is included in the Planning and Development Services column. The Village
has a Bylaw Enforcement Officer as a permanent part time employee. Cumberland has some open contract
positions that are not filled.
The District of Peachland has six (6) departments which are overseen by the Chief Administrative Officer.
According to Peachland’s organizational chart, Peachland’s community services department includes
recreation, parks and facilities, which are two separate departments in Taylor. Peachland also has a
contracted Bylaw Officer, who reports to the Building Inspector. Peachland has a Planning Development
department that provides planning and economic development, building inspection and bylaw services. The
community services department has two recreation clerks, one permanent full time and one permanent part
time.
The City of Rossland has five (5) departments overseen by the Chief Administrative Office who is also the
Corporate Officer. Rossland has a position that is divided between the Planning and Development and
Finance department, which is the GIS technician who is also the Information Technologist. Rossland’s
Bylaw Officer position is a contract position under the Deputy Corporate Officer’s direction. Recreation is
combined with Community Events, which is similar to Taylor’s Community Services. This department has
several seasonal employees and volunteers who are managed by the Recreation Programmer. This
department also has a Youth Action Network Coordinator.
The District of Sicamous has five (5) departments which are managed by a Town Manager and Corporate
Officer. Public Works is the largest department and Sicamous has a permanent full-time Bylaw Officer that
is also the Building Inspector. The Recreation department has a manger who works with seasonal staff.
The District of Invermere has seven (7) departments which are overseen by the Chief Administrative Officer.
Many of these departments have a single employee. The Corporate Officer has four full time administrative
assistants. The District of Taylor also has four clerks who fall under the Financial Services Department but
provide assistance to all departments.
The District of Chetwynd has six (6) departments that that are overseen by the Chief Administrative Officer.
The Recreational department has the largest number of part time employees. Similar to the other
municipalities, the Public Works department has a high number of employees. Chetwynd has a Bylaw
Enforcement Officer that is employed part time. Unlike most comparative municipalities which have
planning staff, Chetwynd has engineering and project management staff instead.
The Town of Gibsons has six (6) departments managed by a Chief Administrative Officer. One of the
services the municipality offers that is not offered by other municipalities is ICBC services. This service has
been included in the Administrative section of the attached summary table. Gibsons has additional open
positions that have not been filled in the Infrastructure department. Infrastructure has been included within
the planning and development services category for the purpose of this research.
MEMORANDUM
Date: January 16, 2020
File: 1770.00059.01
Subject: District of Taylor Employee Benchmarking
Page: 3 of 3

Overall, the communities offer similar services to each other. Most have some form of development
services, such as planning or engineering and most have a dedicated Bylaw Officer. The Recreation and
Community services provided by the municipalities are largely supported through volunteers, casual and
seasonal staff. Public works is the most staffed department in the majority of the communities including the
most seasonal staff. All of the communities provided traditional municipal services focused on essential
services such as water, sewer, parks, bylaw enforcement, fire protection, finance, and development rather
than social programs.
3. Taylor Comparison
In comparison to the researched municipalities Taylor offers more non-traditional municipal services. For
example, the other communities did not employ early childhood educators or manage medical clinics. Taylor
also offers more focused children’s programs in the summer instead of basic public pool or park services
offered in other municipalities. Taylor is the only community where bylaw enforcement is a function of the
Fire department rather than a contract or separate position reporting to another department. Taylor also
does not have a formal planning and development or economic development function. Taylor has slightly
fewer employees in the Public Works department compared to other municipalities.
4. Conclusion
Overall, Taylor has a similar number of employees and departments to other communities, both in the
Peace Region and in BC, while offering significant value-added non-traditional municipal services.
 Staffing and Department Comparison

Administration Taylor Cumberland Peachland Rossland Sicamous Invermere Chetwynd Gibsons

FTE PTE C FTE PTE C FTE PTE C FTE PTE C FTE PTE C FTE PTE C FTE PTE C FTE PTE C
Administration 3 6 1 3 4 4 6 4 1 9 2
(CAOs, Corporate
Officer, Reception)
Finance (Managers, 4 5 4 3 1 4 5 2 2 4
Accounting Clerks)

Planning and 4 4 1 2 1 3 2 4 7 1
Development
Services (Planning,
Engineers, Economic
Development)
Recreation 3 5 2 1 1 3 1 10 22
(community
programs, indoor and
outdoor)
Parks and Facilities 4 4 1 7
Public Works 7 10 11 10 11.5 10 1 10

Protective Services 2 2 1 2 *40 Paid 1 1 1 1

on Call
Bylaw 1 1
Total Employees 23 32 4 29 1 12** 2 24 26.5 31 27 38 3

FTE: Full Time Employment

PTE: Part Time Employment

C: Contract

** In the Organizational Chart, Public Works were characterized as a ‘public work crew’- was unsuccessful in reaching an employee by phone or email to get a number. Based on the other municipalities, an employee estimation would be
around 8 employees in this department
APPENDIX B:
 DRAFT - District of Taylor Draft Prioritization / Decision Filter - DRAFT

Date: _________________________________________________________________________________________________________________________________
Completed By: _________________________________________________________________________________________________________________________
Department: ________________________________________________________________________________________________________________________
Topic: _______________________________________________________________________________________________________________________________
STRATEGIC CRITERIA: assign 1 point for each YES answer (9 possible points)
ALIGNMENT WITH STRATEGIC PRIORITIES: assign 1 point for each YES answer YES NO comment
1 Provides exceptional service and an excellent place to live and work
2 Retains small town character
3 Supports sustainable growth
4 Maintains and enhances infrastructure
5 Helps to expand the tax base
6 Enhances safety
7 Provides a welcoming community with strong social fabric
8 Fosters strong communication at all levels
9 Reduces risk to the District
10
11
12
TOTAL POINTS FOR STRATEGIC ALIGNMENT
FEASIBILITY CRITERIA: Assign 1 to 5 point for each YES answer YES NO comment
1 Do we have the financial capacity to support this service? Yes = 5 pts

2 Do we have the human capacity to support this service? Yes = 5 pts

3 Is there urgency (ie. Risk if not done or missed opportunity)? Yes = 5 pts

4 Is this fully within our ability to implement? Yes = 5 pts

5 Does this matter to the citizens of Taylor? Yes = 5 pts

TOTAL POINTS FOR FEASIBILITY CRITERIA (max points 34)

TOTAL POINTS / POSSIBLE 34 POINTS
APPENDIX C:
 Approved 2018 Organizational Chart

Citizens

Mayor & Councillors

Chief Administrative
Officer
1.00 FTE

Hub Golf Course

Director of Corporate and Deputy Director of Parks Director of Fire Chief Director of Building Inspector
Financial Officer *Facilities General Manager
Finance & Facilities Coordinator Community Services 0.80 FTE Operations [0.00 FTE]
1.00 FTE Contract with RD 1.00 FTE
1.00 FTE 1.00 FTE [1.0 FTE] 1.00 FTE 1.00 FTE
Deputy Fire
*The Facilities Chief/Protective
Executive Assistant
Coordinator Program & Events Coordinator Services Specialist
Accounting Clerk [1.00 FTE] Community Gardener *The Operations Marketing & Events
[1.00 FTE] [0.80 FTE] *Operations
Payables (Seasonal) provides the Coordinator
Administrative Administrative Assistant Front End
1.00 FTE May to Oct following Assistant [0.0 FTE]
Medical Clinic provides the following Supervisor
[0.60 FTE] support: [1.00 FTE] support:
Relations
85% P&F Admin Info Centre (Seasonal) Bylaw 0.60 FTE
Accounting Clerk [1.71 FTE] Enforcement 10% Public Works
Taxation/Recievables/ 15% C/S Admin 2 Staff Greens
[0.40 FTE] 20% Building
Utilities 0.60 FTE Superintendent
Leadhand 1 20% Bylaw Wait Staff
1.00 FTE Library 1.00 FTE [3.00 FTE]
Relations Leadhand 1 1.00 FTE 20%Fire
Casual Labourer in Fire
[1.54 FTE] Pool (Seasonal) 10% Cemetery
Summer 1.00 FTE Department
Accounting Clerk 6hrs/day [0.35 FTE] 6 Staff 20% IT Support
Payroll 18
3 Fulltime (.29 FTE each)/ Volunteers General Trademan/
1.00 FTE 3 Partime (.20 FTE each)
Assistant Greens
Maintenance Utility Operator Superintendent
Office / Firehall Worker 1 or 2 Kitchen
Janitor [5.00 FTE] 1.47 FTE ESS 4 Staff [0.6 FTE] Supervisor
[0.17 FTE] 20 4.00 FTE [0.60 FTE]
Volunteers
Maintenance Early Childhood Educators Greens
Peace Island
Worker 1 or 2 Maintenance
Park 2 Staff Casual Labourer
Caretaker (Seasonal Full Crew Kitchen Staff
Time) 1.28 FTE May to October
(Contract) [3.5 FTE [1.85 FTE]
August to May Public Works
1 Staff KidsZone (Seasonal) [0.50 FTE] Community
Beautification
0.80 FTE 2 Part time Staff
Tail Mtnc,
0.15 FTE Formalize casual labour as Greenhouse,
0.50 FTE Compost
Casual Labourers in KidsKamp (Seasonal) [0.4 FTE]
Summer
[0.70 FTE] 6 Staff
2 Fulltime (.16) FTE each)/ Pro Shop/Golf Pro
4 Partime (.10) FTE each) 1 Staff
Reallocate 0.60 FTE from 0.72 FTE 0.66 FTE
Parks & Facilities to new
Facilities Coordinator
Pro shop Staff
Casual Labourer [1.90 FTE]
Community Services
[0.10 FTE]
Outside
Services
Reallocate 0.10 FTE (200 hrs) from
[0.75 FTE]
Parks & Facilities to Community
Services for Casual Labourer

Reallocate existing FTE to

Marketing & Events
Coordinator as required
APPENDIX D:
 Core Services and Organizational Review
DISTRICT OF TAYLOR SERVICE STANDARDS
Service standards create clear expectations about what will be delivered.
Adding or removing services has a direct impact on resource capacity.
It is important for Council and staff to have a common understanding
about the levels of service is being delivered to citizens of Taylor. These
service standards create clear boundaries around what staff can
reasonably be expected to accomplish with the available resources.
Without service standards in place, departments may be asked to take on
work that they don’t have capacity for and/or may be required to neglect
certain duties that are in fact very important to the community but are
less obvious or urgent.
Without service standards in place, departments can’t be sure they are
using their time to focus on the things that matter most to community.
When clear service standards are in place and being followed then Council
can rest assured that the citizens of Taylor are getting good value for their
tax dollars.
When new work arises, service standards create an opportunity for
discussion between Council and staff. These standards can be used to
manage community expectations and can also be used as a way to
benchmark organizational and departmental performance.
What Is a Service Standard?
A service standard is a public commitment to a measurable level of
performance that clients can expect under normal circumstances.
What are "Normal Circumstances"?
When developing service standards, the organization should consider its
resources and expected level of demand for regular day-to-day service
operations (normal circumstances). Special circumstances where regular
service standards may not apply include holidays, natural disasters, or
emergencies. These are circumstances that are typically not within the
organization's control.
Why Are Service Standards Important?
Service standards are integral to good client service and to effectively
managing performance. They help clarify expectations for clients and
employees, drive service improvement, and contribute to results-based
management. Service standards reinforce government accountability by
making performance transparent and increase the confidence of citizens
by demonstrating the government's commitment to service excellence.
Service standards serve two key purposes:
• To provide staff with performance targets ("Phone must be
answered within three rings"); and
• To inform clients what to expect ("Waiting time is less than 10
minutes").
To be meaningful, there should be a mechanism to monitor and report on
the achievement of service standards, recognizing that resources are
required to do this well.
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Characteristics of a Good Service Standard
Service standards should be:
• relevant to the customer: service standards are consistent with
customer priorities and address aspects of the service they value
most within available resource allocations.
• Based on consultation: Service standards are developed in
consultation with customers, managers, staff, Council and other
partners in service delivery to ensure that they are meaningful and
match the organization's mandate.
• Measurable: Service standards are quantifiable and linked to
monitoring activities.
• Consistent across the organization: Service standards should be
developed in each department and consistently applied. Citizens
will find it easier to deal with different departments, and the
departments themselves will find it easier to share best practices
and adopt common approaches.
• Ambitious but realistic: Service standards are realistic, based on
analysis and consistent with objectives, yet sufficiently challenging
to service providers.
• Endorsed by Council: Service standards are understood and
endorsed by leadership.
• Communicated: Service standards are clearly communicated to
citizens, customers, employees, and other stakeholders to help
manage expectations.
• Transparent: Service standards are monitored and reported to
Council, and performance results are published to ensure
transparency and citizen trust.
• Continuously updated: Service standards are regularly reviewed
and updated as appropriate.
Development Considerations
1. When considering what service standards should be developed, look
at each core and peripheral service delivered by your dept ask
yourself:
• Are there any minimum standards that need to be in place to
manage risk to the District?
• Are there any minimum standards that need to be in place to
meet citizen’s expectations?
• Are there any minimum standards that need to be in place to
meet Council’s expectations?
• Are there any minimum standards that need to be in place to
protect the safety and wellbeing of employees and/or citizens
and/or the public?
• What is a reasonable level of service in relation to the
effort/resources required?
2. New service standards should articulate one or more of the following:
• Frequency of service (e.g. we will hold fire drills two times per
year)
• Minimum level of staffing required (e.g. minimum crew of 2
people for certain type of work)
• Response time (e.g. we will respond to non-urgent bylaw calls
within 48 hours)
• Quantity of service (e.g. we will host at least one fitness session
per week)
• Quality of service (e.g. we will call to follow up with citizens who
have made a complaint)
• Exceptions or times when the standard will not be met
• Other factors specific to the situation
Page |2
SERVICE STANDARD DEVELOPMENT PROCESS

o STEP 1: Determine if a standard already exists within an external regulation or within the District’s policies and/or bylaws
o STEP 2: Work with your team members to draft the service standard (make sure to detail what will be done by whom by when)
o STEP 3: Present the draft service standard to the CAO, Corporate Officer, and/or Committee for discussion
o STEP 4: Present the draft service standard to Council at a Committee of the Whole meeting
o STEP 5: If accepted, Council passes a resolution adopting the service standard
o STEP 6: The service standard is then communicated internally and externally as appropriate

Page |3
APPENDIX E:
 Chief Administrative Officer Snapshot
MISSION: To implement the vision and strategic directions of Council while
ensuring that we provide high quality services. Understand, support, and
mentor Taylor’s Management Team and provide operational Leadership to
them and all District Staff. Deal fairly with all Taylor community members,
businesses, and visitors. Mandated to:
o Ensure that the policies, vision, and strategic direction of Council are
carried out;
o Inform Council of issues and concerns important to the District of Taylor;
o Be responsible for the overall management of the municipal operations
of the District of Taylor.
VISION: The District of Taylor will be the municipal employer of choice in
the Peace Region and will be recognized as one of the Best Employers in BC.
This will be achieved, in part, by attracting, developing, and retaining people
who wish to work in a dynamic organization that believes in and delivers
high quality community services to residents and businesses. It will also be
achieved, in part, by thinking about the future progression (succession) of
employees into more senior roles within the District of Taylor by providing
them with the experience needed to help ensure their on-going success, and
Taylor’s.
EMPLOYEES:
o Leadership of all District employees
CORE SERVICES
o Overall management of the operations of the municipality
o Build and Foster good relationships with Council and Key Stakeholders
o Implementation of Provincial legislative changes affecting municipal
operations and related reporting
o Provide timely informed reports to Council
Last updated June 9, 2020
District of Taylor Core Services and Organizational Review
PERFORMANCE MEASURES:
o Council Resolutions and Directions are implemented by District staff in a
timely manner
o Keep Council informed on key aspects of District Operations
o Community Pride - Residents, businesses and industry speak highly of the
Taylor Community, Council, staff and each other
o Staff Development – Achieve tangible results through staff training &
retention
o Ensure Operational decisions are consistent with the District of Taylor
strategic plan and Provincial legislation and regulatory requirements
o Maintain and Strengthen Strategic Relationships on behalf of the
Municipality
CAPACITY DEVELOPMENT GOALS:
o CAO to maintain MCIP, RPP, MCAHP professional certifications
o Mentoring staff to cover CAO duties during absence
o Hire at least one additional staff member (FTE) to support policy
research and development, bylaw modernization, document retention
& destruction activities, H&S support, and EOC support
o Advising and informing Council on the operation and affairs of the
municipality
o Coordinate, Advise and foster a high functioning and effective
management team
o Human Resource Management of Senior Staff (Team)
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 Chief Administrative Officer Snapshot

o Legal – Lawsuits, Claims, Land Sales, Rights of Way, contracts, Bylaws, o Emergency Management
Land Use o Liaison with other agencies
o Compose Correspondence for Mayor and Council on various initiatives o Program Admin
o Ensure that policies, programs and other directions of Council are o Community Education
implemented o Emergency Operations Centre (District) Admin and Training
o Land Use and Development Planning o Cemetery Administration
o Economic Development

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
a. Review and update (or rescind) all municipal bylaws and policies H CAO / Managers Establish schedule/s for review of all District
bylaws and policies
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. Municipal Management Service (MMS) Standard H CAO/Managers/
Develop MMS Standard (needs Key
Council Performance Indicators) for CAO, Directors,
and Managers
b. District-wide customer service standards (includes duty of care H CAO / Managers Develop District-wide standards, followed by
expectations) employee training for all staff (needs Key
Performance Indicators)
c. Communications and Media Service Standards (for general, media, CAO/Managers/Council Review and revise Communications and
and emergency communications to the Taylor community and others) Media Standards
Priority Responsible Immediate Next Steps
Operational Policy Action Plan
a. Annual Performance Review (APR) and Remuneration – policies and H CAO / Managers / Review and update (or replace) existing APR
procedures Council and remuneration policies and procedures to
help achieve continuous improvements

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District of Taylor Core Services and Organizational Review Page | 2
 Chief Administrative Officer Snapshot

Priority Responsible Immediate Next Steps

Operational Policy Action Plan
b. Human Resources – policies and procedures H CAO / Managers / Review and update (or replace) existing HR
Council policies and procedures to help ensure
standardization
c. Emergency Management and EOC training – policies H CAO / Managers Review and update (or rescind) existing EM
policies, and establish EM, EOC, and ESS
roster and training schedule

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District of Taylor Core Services and Organizational Review Page | 3
 Chief Administrative Officer Snapshot

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

Major Project Name (not a core or Project Lead Alignment w/ To be Key Outputs / Outcomes / Performance
peripheral service) Council Strat Completed by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
1. Core Services and CAO w/ Steering 1, 2, 3, 4, 5 Mid 2020 and CSOR completion and Improvement / Alignment
Organizational Review Committee ongoing implementation begins between delivery of District
supported by services and overall municipal
Council , and departmental performance
Management
Team, DOT staff,
Consultant with
Public Input
2. Municipal Management Service CAO w/ 1, 2, 4, 5 2020-21 Develop MMS with Key Improvement / Alignment with
(MMS) Standard/s Managers, and Performance Indicators delivery of municipal and
Council for CAO, Directors and Departmental services and
Managers performance. And also with
APR and Remuneration
processes.
3. District-wide customer service CAO w / 2, 4 2020 Develop clear Improvement / Alignment
standards (includes duty of care Management expectations of between delivery of customer
expectations) Team, and Staff customer service services and overall municipal
standards (which apply and departmental performance
to all internal & external
customers). Support
with staff training and
Key Performance
indicators

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District of Taylor Core Services and Organizational Review Page | 4
 Chief Administrative Officer Snapshot

Major Project Name (not a core or Project Lead Alignment w/ To be Key Outputs / Outcomes / Performance
peripheral service) Council Strat Completed by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
4. Revised / Replaced Annual CAO w/ 1, 2, 3, 4, 5 Late 2020 or Review and update or Reduced employee turnover.
Performance Review and Management early 2021 replace the District’s Improved succession &
Remuneration process Team existing APR and progression planning within the
supported with remuneration policies organization
input from and procedures to help
Council achieve continuous
improvement
5. Human Resource review of CAO w/ 2, 4 2020/21 and Review, develop or Reduced employee turnover.
policies and procedures Management ongoing update (or replace) Improved onboarding and
Team, Staff and existing HR policies and hiring processes, as well as
Council procedures to help improved succession &
ensure currency and progression planning within the
standardization of organization
policies, processes,
procedures
6. Municipal Bylaws and Policies – CAO w / CO and 4 2021 and Implement review plan Up to date bylaws and policies,
develop, review, replace, Management ongoing for bylaws and policies improved review and update
and/or rescind Team w / input- and a repeal / rescind processes, increased awareness
decisions by schedule. New / of existing bylaws and policies
Council updated bylaws and and identification of potential
policies where and as improvements. Compliance
needed with legislation and regulations,
with relevance to organization
and processes.
7. Jarvis Crescent Subdivision CAO w/ Director 1, 3, 5 2020 Completion of Completion of subdivision,
Operations subdivision approvals, initiate marketing of lots, and
first lot sales in 2020/21
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District of Taylor Core Services and Organizational Review Page | 5
 Chief Administrative Officer Snapshot

Major Project Name (not a core or Project Lead Alignment w/ To be Key Outputs / Outcomes / Performance
peripheral service) Council Strat Completed by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
marketing of lots, and
initial sales
8. Housing Needs Assessment CAO w/ CO 1, 5 2021 Housing Needs Identification of key housing
supported by Assessment study and needs and vulnerabilities in
Housing delivery of final Taylor (by age and income
Consultant assessment report groups) followed by creation of
strategic plan with key actions
to begin to address dynamic
housing needs in the District
9. Emergency Management and CAO w/ Fire Chief 2, 3, 4 Late 2020, and Review and update (or Improved emergency event
EOC Training and Management ongoing rescind) existing EM response capability, and
Team policies, and establish resilience within the District
EM, EOC, and ESS roster and the Taylor community (e.g.
and training schedule regularly conduct table top
emergency exercises with
TIMAG partners & others)
10. Strategic Plan and Financial CAO w/ 1, 2, 3, 4, 5 Fall of 2020, and Annual Strategic Plan Annualized and ongoing
Review Management ongoing and Financial Plan improvement in alignment and
Team, and review with Council and delivery of District services and
Council Management Team overall municipal and
departmental performance
Council Strategic Goals
1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base

Last updated June 9, 2020

District of Taylor Core Services and Organizational Review Page | 6
 Community Services Department Snapshot

MISSION: To provide a welcoming community with a strong social fabric CAPACITY DEVELOPMENT GOALS:
through communications, services, programs and events while maintaining o Additional FTE at the Visitor Centre to ensure no one working alone,
the small- town character and friendly feel, encouraging new business cover relief
and residents to Taylor. o Additional FTE in Community Services Department to provide quality of
life for all staff due to evenings, weekends and stat events.
VISION: That the department is adequately staffed to improve the services o Provide before/after school program in Taylor
and increase delivery of key programs available to the community and o Increase staff for Kids Kamp would allow for a split in ages and offer
businesses. other programs
o Training of ECE Assistant and possibly casual staff to allow for relief
EMPLOYEES: when needed
o 4 FTE o Computer MS Suite training & VC training
o 1 Casual PT o Communications knowledge and training for Community Services staff
o 20 Seasonal o Leadership training for Management

PERFORMANCE MEASURES:
o Social media comments and shares
o Citizen appreciation
o Event and program participation

CORE SERVICES
o Community Events organizational support o Tourism/Visitor Centre
o Fitness Programs o Community Involvement (incl. trade show, fun nights, Coffee w/Council
o Seasonal Pool etc.)
o Preschool (3-5) o Annual Gold Panning Championship (working with Contractor,
o Kids Kamp/Pro D Camp (5-12) promotion etc.)
o Communications, Media, Social Media, o Staff Recruiting
Publications/Advertising (incl. Taylor Times, Rec Guide)

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 1
 Community Services Department Snapshot

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
a. n/a
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. Community Events & Programs Service Standard H DCS • Develop Service Standard around promise to
community for the delivery of key events &
programs throughout the year, (i.e. Easter,
Halloween, Remembrance Day, Preschool, Kids
Kamp)
•
b. Communication & Engagement Service Standard H DCS • A Communication and Engagement Plan exists
currently, (Resolution #100/2018 adopted in
April 2018).
• Review and revise as required for major
announcements via multiple media platforms.
• Review and augment with emergency
communication plan. Updates required to items
discussing dates

c. Community Facility Service Standard H DCS/DPF • Develop Service Standard for prioritization of
facility usage (i.e. Community events, programs,
rentals, pool/curling club)
Priority Responsible Immediate Next Steps
Operational Policy Action Plan
a. Preschool Operational Policy H DCS • Develop operational policy/procedures in line
with NHRA requirements.
b. Seasonal Pool Operational Policy H DCS/DPF • Revise Pool operational policy/procedure with
updates to regulations if any, dates for pool

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District of Taylor Core Services and Organizational Review Page | 2
 Community Services Department Snapshot

open/close etc. Maintenance schedule,

build/takedown dates by P&F dept.
Priority Responsible Immediate Next Steps
Operational Policy Action Plan
c. Visitor Centre Operational Policy H DCS • Develop policy for VC in conjunction with any
updated DBC for changes to Tourism
requirements i.e. training, technology usage, etc.
• Working alone to be included
d. Communication & Engagement Operational Policy H DCS • Develop policy/procedure in conjunction with
the Communication & Engagement Plan
directives. Crisis Communications Protocols to be
completed. Augment with Emergency
communications.

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

Major Project Name (not a core or Project Lead Alignment w/ To be Key Outputs / Deliverables Outcomes / Performance Targets
peripheral service) Council Strat Completed by (e.g. new plan or capital asset, (e.g. reduced employee turnover,
Goals new hire, new program, etc.) increased water quality, more housing,
etc.)
(see above)
1) Website Upgrade Paula 2, 3, 4, 5 Deferred to Redesign of website to • Increase website traffic
2021 encourage users and visitors. • Reduce risk to District for
Update broken links and hacking,
reduce vulnerability to • Mobile friendly,
hackers • Entice travel and new potential
residents/business
2) Brochure Updates Paula 2, 3,4 Completed Feb Revamp brochure with • Provide updated pictures/
2020 updated photo and narrative narrative on Taylor facilities and
attractions to encourage
potential new residents/business
and travel to Taylor and Peace
Region.
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District of Taylor Core Services and Organizational Review Page | 3
 Community Services Department Snapshot
Major Project Name (not a core or
peripheral service)
3) Trade Show Booth
4) After School Program
Last updated May 30, 2020
District of Taylor Core Services and Organizational Review
Project Lead Alignment w/ To be Key Outputs / Deliverables Outcomes / Performance Targets
Council Strat Completed by (e.g. new plan or capital asset, (e.g. reduced employee turnover,
Goals new hire, new program, etc.) increased water quality, more housing,
etc.)
(see above)
Paula 2, 4, 5 Completed Feb Replace old staff photos on • Increase traffic to trade show
2020 booth and new and inviting booth
photos of Taylor. Easily • Availability for other events.
assembled and lightweight • Used for BC Games in Feb 2020.
• Lightweight makes it easier on
staff to transport and set up
Suzanne/Paula 1,2,3 TBD New Program: Organize a • Provide residents with an
before/after school program, affordable, safe environment
with staffing, provide before/after school program.
residents with safe child care • Assists residents in ability to find
to assist them with full time full time employment/work
employment opportunities. longer hours
Develop program and service
standards.
Council Strategic Goals
1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base
Page | 4
 Corporate Services Department Snapshot

MISSION: To support the legislative matters and decisions of Council as well
as effectively administer and support the District’s corporate, human
resource and safety programs.
VISION: The District is a resilient organization with streamlined processes
and planning tools for key functional areas of the corporation which
provides a stable foundation during times of growth and employee
transition.
EPLOYEES:
o 3.95 FTE
PERFORMANCE MEASURES:
o Timely implementation of Council resolutions and directions
o Accurate meeting minutes are recorded
o Open and transparent information is provided to the public
o Bylaws, records and documents are accessible, up-to-date
o Freedom of Information requests are processed as per governing
legislation
o Continuous improvement and implementation of human resources and
health and safety programs is occurring
o Maintaining and building stronger relationships and improving
communications with stakeholders (internal and external)
o Departmental employee retention remains high
o Continued engagement is occurring for employee training and
development
CAPACITY DEVELOPMENT GOALS:
o Appoint a Deputy Corporate Officer
o Additional staff to build capacity in Human Resources, Health & Safety
and Records Management
o Increased training in planning and land use development, freedom of
information & privacy protection, and economic development

CORE SERVICES
o Council & Governance Administration o Land Use & Development Planning
o Records/Contract Management o Medical Clinic
o Bylaw, Policy & Procedure Administration o Library Relations
o Office Administration o Municipal Office/Fire Hall/Hub Janitorial
o Human Resources Administration o Deputy Financial Officer
o Health & Safety Program Administration o Emergency Operations Centre
o Administration of Oaths & Certification of Records o Departmental & CAO Support
o Freedom of Information & Privacy Protection Requests o Grant Administration
o Elections Administration

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District of Taylor Core Services and Organizational Review Page | 1
 Corporate Services Department Snapshot

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
a. Council Procedures Bylaw Review & Update H CAO/CO/Council Governance Communication Service
Standard Development
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. Bylaw & Policy Administrative Review Service Standard H Mgmt/Council Operational plan to meet service
standard
b. Land Use & Development Application Service Standards M Mgmt/Council Operational procedures to meet service
standards
Priority Responsible Immediate Next Step
Operational Policy Action Plan
a. Records Management Draft Program Development H Mgmt/Staff Records Management Bylaw & Policy
Development for Adoption
b. Health & Safety Program Completion H H&S COR Certification Maintenance Service
Committee/Staff/ Standard Development
Mgmt
c. Human Resources Program Development M Mgmt/Staff/Council HR Related Service Standards Review &
Development

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

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District of Taylor Core Services and Organizational Review Page | 2
 Corporate Services Department Snapshot

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance
peripheral service) Council Strat by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
1) Bylaw Index & Review Corporate Officer 1,2,3,4 Intended review Implementation & review Increase bylaw awareness, and
Implementation Plan w/ Management plan to be developed plan, New/Repealed have up-to-date bylaws with
team & public by Q4 2019; Bylaws/Improved indexing legislation/community vision,
Completion better review and update planning
TBD/ongoing tools
2) Policy Manual Review & Corporate Officer 2,4 Ongoing New or updated guiding Compliance with governing
Procedure Development / Management policies legislation, increased clarity on
team & staff organizational processes
3) Records Management Plan Corporate Officer 2,3 Ongoing RM Bylaw Establishment, Cohesive processes for RM sign
/ Management guiding policies and in/out, file structures continuity,
team & staff security measures, education for staff on retention
retention & disposal /disposal/working docs as well as
indexing improvements, privacy and security controls,
record organization, better understanding of active
contract mgmt. indexing contracts and required actions
4) Health & Safety Program to Corporate Officer 2,3,4 Needs Analysis Review, update and Increased awareness/
achieve COR certification w/ H&S completed in 2019. develop H&S Plans, implementation of H&S
Committee, Project Policies, and Procedures. program/requirements to increase
Management Implementation of District COR Certification  safety of staff and to achieve
team & staff analysis to be recognition for the work completed
developed by end of and progress commitment to
2019. continue improving plan.
5) Land Administration (outstanding Corporate Officer 1,3,5 TBD ALR Exclusion, cleaner Resolved land concerns and
land issues) w/ Management titles and mapping improved mapping to reflect actual
team & staff uses

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District of Taylor Core Services and Organizational Review Page | 3
 Corporate Services Department Snapshot

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance
peripheral service) Council Strat by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
6) Asset Management Plan Corporate Officer 1,2,3,4,5 Phase 1 – Asset Management Plans Improved financial planning for
w/ Management 2019/2020 for each asset category and assets, improved maintenance
Team & staff Phase 2 – Overarching Policies and plans for assets, increased reserve
2019/2021 Strategies for Asset fund allocations, organizational
Phase 3 - TBD Management education
7) Human Resources Plan Corporate Officer 2,4 TBD Developed HR Plan and Reduced employee turnover,
w/ Management guiding procedures improved onboarding and hiring
Team & staff processes,
succession/development planning
8) Risk Management Plan Not designated 1,2 TBD Risk Management Plan and Decreased liability, increased
strategies to reduce risk awareness and education, risk
and liability control and optimization
Council Strategic Goals
1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base

Last updated June 3, 2020

District of Taylor Core Services and Organizational Review Page | 4
 Finance Department Snapshot

MISSION: To provide transparent, accurate and timely financial information
to stakeholders including Council and Managers
VISION: Integrate technology to automate manual tasks in the organization
and provide online services for residents
EMPLOYEES:
o 4 full time year-round employees
PERFORMANCE MEASURES:
o Deadlines for statutory report are met
o Accurate and timely information is presented to Managers and Council
o Annual audit has a clean opinion
CAPACITY DEVELOPMENT GOALS:
o Cross training staff to backup each position
o Develop professional training for each position

CORE SERVICES
o Payroll Administration: for 40 to 110 employees o Cash Management: HUB Lone Wolf, Arena Info
o HR Administration o Centre Peace Island Park
o Statutory reporting – PST, GST MPP & WCB o Reconciliations
o Taxation Process o Accounts Payable
o Utility Administration o CARIP Reporting
o Receivable Administration o SOFI reporting
o Front Counter (backup phone)
o Asset Tracking

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 1
 Finance Department Snapshot

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
n/a
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. Quarterly and financial Reporting H DFS Establish Report Format
Priority Responsible Immediate Next Step
Operational Policy Action Plan
a. Review Reserve Policy M DFS Review any applicable bylaws
b. Cash Management Policies (includes daily cash log reconciliations, frequency H DFS Develop Policy
of deposits, and procedure)
c. Payroll Administration and Benefits Policy M DFS, CS Develop policy to address benefit
enrollment errors
d. Municipal Buildings & Utility Billings Admin M DFS Develop Policy

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 2
 Finance Department Snapshot

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance
peripheral service) Council Strat by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
Integrated Timecards Director 1 Dec 31 20 New timecard format Reduce no. of different formats
Occupation Codes Director 1 Dec 31 20 Improved budgeting Improved budgeting
Work order management Director 1 Dec 31 20 Improve efficiencies Improved budgeting reduced
number of account
New MasterCard Process Director 1 Dec 31 20 Improve efficiencies Improved efficiencies and
improved reporting

Council Strategic Goals

1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 3
 Lone Wolf Golf Course Department Snapshot

MISSION: To create a community recreation club that all people of the PERFORMANCE MEASURES:
community can call home o Percentage cost recovery
o Membership/use
VISION: A high-quality all-season recreation facility with year-round dining o Staff retention
and catering services o Quality of course

EMPLOYEES: CAPACITY DEVELOPMENT GOALS:

o 2 full time year round o Club-house expansion
o 2 full time seasonal o Addition of full-time winter staff
o 12 full time/part time seasonal grounds staff
o 25 full time/part time seasonal food and beverage staff
o 12 full time/part time seasonal pro-shop staff

CORE SERVICES
o Golf Course Operations o Walking Trail
o Retail Store for Golf o Horseshoe Pits
o Maintenance of Golf Course o Tennis Courts
o Practice Area o Greenhouse
o Lessons and Programs o Tree Nursery
o Community Beautification
o Outdoor Gym

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 1
 Lone Wolf Golf Course Department Snapshot

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
a. n/a
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. LWGC Customer Service Standard Action Plan H GM, Lead Hands Review existing LWGC standards
b. LWGC Cleanliness Standards (Within DOT Service Standards) H Management Create Action Plan

Priority Responsible Immediate Next Step

Operational Policy Action Plan
a. LWGC Operational Policy and Procedure for Customer Care (Included in H Management Create
District Wide Policy) CAO
b. General Finance Management Policy (Includes Margins, Inventory and Cash H GCGM, CFO Review
Handling)
c. LWGC Maintenance Policy and Procedures H GCGM, P&RM Review

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance
peripheral service) Council Strat by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
1) Bunker Edging Craig 2 Opening 2020 None Improved playability
2) Nursery Green Craig 2, 5 Opening 2021 New Program Improved playability
3) 3 Green Bunker Fill Craig 2, 3 2020 None Improved playability
4) 4 Teebox Redo Craig 2 2021 None Improved playability
5) Back 9 Short Course Craig 2 2021 Capital Asset Increase users

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 2
 Lone Wolf Golf Course Department Snapshot

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance
peripheral service) Council Strat by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
6) 17 Tee Box Craig 2 2022 None Improved playability
7) Tree Farm Transplant Craig 2 2021 New Program Improved playability
8) Clubhouse Renovation Ryan 1, 2 2022 Capital Asset Increase in community recreational
facilities
Council Strategic Goals
1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 3
 Parks and Facilities Department Snapshot

MISSION: To keep our community beautiful and safe and to provide parks
and facilities that are well maintained and meet the needs of our citizens;
also to provide support to other District departments as necessary
VISION: Inclusive and accessible parks and facilities that are well
maintained by well trained staff using good equipment
EMPLOYEES:
o 8 full-time year-round employees
o 4 full-time seasonal employees
o 1 part time employee
PERFORMANCE MEASURES:
o Regular use of facilities by the community
o Work being done on time and on budget
o Minimal complaints
CAPACITY DEVELOPMENT GOALS:
o Fill vacant FTE certified (Refrigeration Operator)
o 1 – 2 additional seasonal staff member(s)

CORE SERVICES
o Arena Building maintenance o Weed Control
o Complex Building maintenance o Community Beautification
o Community Hall Building maintenance o Community Gardener – Seasonal
o Ice Plant Maintenance (Arena) – Seasonal o Building maintenance (Library, Med Clinic, Info Centre)
o Facility Snow removal – Seasonal o Community Services Event Set-up/ Assistance
o Grass Cutting – Seasonal (Municipal Properties) o Equipment maintenance/ repair
o Community Pool set-up, maintenance, take-down o Peace Island Park Liaison
o Ice Maintenance – Seasonal o South Taylor Lands maintenance
o Facility Scheduling o Ice Plant/Facility Inspections
o Parks & Playground maintenance/inspections o Peace Island Park Maintenance & Repairs
o Ball Diamond Maintenance - Seasonal

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 1
 Parks and Facilities Department Snapshot

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
a. n/a
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. Facility Snow Removal Service Standard H P&F /PW Develop in conjunction w/ District Snow
Removal Policy
Priority Responsible Immediate Next Step
Operational Policy Action Plan
a. Facilities Equipment Maintenance & Inspection Policy / Guideline H P&F Develop policy or Guidelines
b. Janitorial Policy / Guideline H P&F Develop policy or Guidelines
c. Community Beautification Policy / Guideline, includes Grass Cutting & Weed H P&F / PW / LWGC Develop in conjunction w/ District Grass
Control Cutting Policy
d. Fleet Maintenance Policy H P&F / PW Develop in conjunction with PW

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 2
 Parks and Facilities Department Snapshot

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance
peripheral service) Council Strat by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
1) Ice Plant Condenser Acting Director 5, 2 September 30, 2019 Integral component of ice Replaced aging equipment, and
Completed plant system increase efficiency
2) Arena Main Ice lighting Acting Director 5, 2 December 2019 New main ice lighting Energy efficient
Completed
3) New Score Clock Acting Director 5, 2 October 31, 2019 New score clock Replace aging equipment
Completed
4) Ball Diamond Shale Acting Director 5, 2 , 3 Spring 2021 Improved playing surface Safer infields
5) Boiler Control System - Hall Acting Director 5, 2 October 31, 2019 User friendly control Increased patron comfort levels
Completed system
6) Peace Island Pavilion Power Acting Director 2 June 31, 2020 Provide power to pavilion Provide lighting/power outputs for
Extension events
7) MCC for Arena ice plant system Acting Director 5 , 2, 3 September 2020 Updated control system for Replacing aging equipment
arena ice plant
8) Community Hall Sound System Acting Director 2 Summer 2022 User friendly equipment Higher quality sound
Upgrades
9) Ball Diamond Road Upgrade Acting Director 3, 2 Fall 2021 Provide permanent Defined roadway around ball
emergency access diamond
10) Replace Arena Dehumidifiers Acting Director 2 To be completed in Replace 1 dehumidifier per Replacing aging equipment
stages year
PH 1 2021
PH 2 2022
PH 3 2023
11) New Gutters, Flashing and Heat Acting Director 5, 3 Fall 2021 Replace damaged gutters Prevent future damage caused by
Trace and Ice Rakes at Arena and flashing ice/snow

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 3
 Parks and Facilities Department Snapshot

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance
peripheral service) Council Strat by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
12) Playground upgrades Acting Director 2, 3 To be completed in Upgrade 1 playground per Replace aging equipment/provide
stages year inclusive playgrounds
PH 1 2021
PH 2 2022
PH 3 2023
Council Strategic Goals
1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 4
 Protective Services Department Snapshot

MISSION: To protect and serve the District of Taylor and reduce risk through PERFORMANCE MEASURES:
courage, commitment, compassion, and education. o Citizen appreciation
o Fully qualified employees trained in the most current regulations and
VISION: Taylor Fire Rescue provides world class emergency response
requirements
services to the District of Taylor community by maintaining excellence in all
o Meeting or exceeding all regulatory requirements
areas of service and by faithfully serving the community with compassion,
courage, and commitment. CAPACITY DEVELOPMENT GOALS:
o Add one FTE
EMPLOYEES:
o Emergency Operations Centre training
o 3 full time employees
o Consider ideal future location of EOC
o 19 paid on call volunteers

CORE SERVICES
o Fire Department Admin (Budgeting, Maintenance, o Emergency Road Rescue (Province)
o Liaison with other agencies, Asset Management, Fleet Management) o Emergency Management Training
o Bylaw Enforcement / Complaints / Admin (>20% of time) o Building Inspections (Fire Safety)
o Meeting / Training / Emergency Call Response Requirements (Affecting o Fire Prevention
Banked Time) o Emergency Support Services (ESS) Admin
o Emergency Management (Liaison with other agencies, Program Admin, o Emergency Operations Centre (District) Admin and Training
Community Education) o Building Inspections / Permits
o Fire Department Training o Public Works Admin
o Fire Protection (District & Rural) o Duty Officer Coverage
o Medical First Response (District and Rural) o Open Burning Admin
o Human Resources (Volunteers) 20 Fire, 15 ESS o Cemetery Administration
o Taylor Industry Mutual Aid Group (TIMAG) Admin

Last updated: May 30, 2020

District of Taylor Core Services and Organizational Review Page | 1
 Protective Services Department Snapshot

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
a. Review Nuisance and Unsightly Property bylaw H Fire Chief Working with Committee to review
b. Develop Special Events bylaw H Fire Chief Working with Committee to develop
c. Review Traffic and Parking bylaw H Fire Chief Working with Committee to review
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. Develop bylaw enforcement service standard including response times H Fire Chief Review existing policy / or procedures
Priority Responsible Immediate Next Step
Operational Policy Action Plan
a. Review Duty Officer parameters for on duty time, off duty calls, volunteer time H Fire Chief and Review and update policy
vs paid time CAO
b. Develop risk register for emergency road rescue / review procedures M Fire Chief Develop Risk Register
c. EOC – Emergency Management training policy / or procedure H Fire Chief Review and update (or rescind) existing EM
policies, and establish EM, EOC, and ESS
roster and training schedule

Last updated: May 30, 2020

District of Taylor Core Services and Organizational Review Page | 2
 Protective Services Department Snapshot

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

Major Project Name (not a core or Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance Targets
peripheral service) Council Strat by Deliverables (e.g. reduced employee turnover,
Goals (e.g. new plan or capital increased water quality, more housing,
asset, new hire, new etc.)
(see below)
program, etc.)
Engine 11 Replacement Fire Chief 2,3 Spring 2020 New Replacement Operational Efficiency, Insurance
Apparatus Requirement due to age. Repair
costs
Rescue 10 Replacement Fire Chief 2,3 End 2020 New Replacement Operational Efficiency,
Apparatus replacement due to age. Repair
costs
Emergency Evacuation Plan Deputy Chief 2, 3, 4 April 2020 Addition to current Provide evacuation direction for
Emergency Plan community during an emergency
Engine 12 Replacement Fire Chief 2, 3 End 2022 New Replacement Operational Efficiency, Insurance
Apparatus Requirement due to age. Repair
costs
Fire Hall Replacement / Retrofit Fire Chief 2, 3, 4, 5 End 2030 Replace or retrofit Fire Infrastructure replacement /
Hall retrofit due to age and growth of
department
Fire Training to NFPA 1001 Fire Chief 2, 3 Summer 2021 Qualify all volunteers to Job Requirement, Retention,
/Deputy NFPA 1001 Volunteer Pride/Accomplishment
Standard Operating Guidelines Fire Chief 2, 3 End 2021 Update old and non- Provide clarity and clear direction
(SOG) - FIRE existing SOG's
District Bylaws Fire Chief 1, 2, 3 Ongoing Introduce new Bylaws Gives the community and staff a
/Deputy allowing staff authority, clearer understanding.
updating old Bylaws.
Becoming a FireSmart Community Fire Chief 2, 3, 4 Ongoing Protecting the Becoming a recognized
community through community to be prepared for the
education and risk of wildfires through provincial
preparedness dealing and federally funded programs.
with Wildfires
Last updated: May 30, 2020
District of Taylor Core Services and Organizational Review Page | 3
 Protective Services Department Snapshot
Major Project Name (not a core or
peripheral service)
PRRD – Taylor Rural Fire Agreement
Last updated: May 30, 2020
District of Taylor Core Services and Organizational Review
Project Lead Alignment w/ To be Completed Key Outputs / Outcomes / Performance Targets
Council Strat by Deliverables (e.g. reduced employee turnover,
Goals (e.g. new plan or capital increased water quality, more housing,
asset, new hire, new etc.)
(see below)
program, etc.)
Soon to become an insurance
requirement for homeowners
Fire Chief 2, 3, 4 End 2019 To establish a continued To have an agreement in place
agreement that works that is longer than a one-year
for both the PRRD and extension. To work with the PRRD
the District of Taylor and the City of Fort St. John on the
possibility of a Charlie Lake
expansion into the current
agreement areas.
Council Strategic Goals
1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base
Page | 4
 Public Works Department Snapshot

MISSION: To provide safe drinking water, reliable sewer system and
maintain a transportation network through the community
VISION: To retain skilled reliable employees
EMPLOYEES:
o 5 Full time year-round employees
o 1 Part time employees
PERFORMANCE MEASURES:
o Satisfactory reports from Northern Health
o Satisfactory reports from the Ministry of Environment
o No safety infractions or injuries
o Minimal valid complaints from residents
CAPACITY DEVELOPMENT GOALS:
o Staff who are able to foresee needs before they occur
o Staff trained in water, sewer, truck driving, and equipment operation
o Staff who are dependable and available

CORE SERVICES
o Road repairs and maintenance o Weed and grass control
o Snow / ice control o Street lighting
o Water treatment o Cemetery operations
o Sewer treatment o Contract admin / capital
o Water distribution o Manage garbage contract
o Sewer collection o Public Works and Admin Fleet maintenance
o Street sweeping

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 1
 Public Works Department Snapshot

ORGANIZATIONAL BYLAWS, POLICIES, AND STANDARDS UNDER REVIEW BY THIS DEPARTMENT

Priority Responsible Immediate Next Step

Bylaw Action Plan
a. n/a
Priority Responsible Immediate Next Step
Service Standard Action Plan
a. Road, Sidewalk, Parking Lot and Street Lighting Construction and Service H Director Develop Acceptable Industry Standards (i.e.
Standards MMCD)
Priority Responsible Immediate Next Step
Service Standard Action Plan
b. Utility Service Standard (Customer Service) H Director Develop response time and communication
protocols
Priority Responsible Immediate Next Steps
Operational Policy Action Plan
a. Road, Sidewalk, Parking Lot and Street Light inspection & repair policy H Director Develop inspection parameters
b. Utility (Water and Sewer) Inspection and Maintenance policy H Director Develop policy parameters
c. Fleet Maintenance Policy M Director Develop policy parameters
d. Public Communication Policy H Director Develop interruption of services plan
e. Utility Corridor and Ditching Maintenance Policy M Director Develop parameters around maintenance (i.e.
grass, debris, cleaning, etc.)

MAJOR PROJECTS BEING LED BY THIS DEPARTMENT

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 2
 Public Works Department Snapshot

Major Project Name (not a core or Project Lead Alignment w/ To be Key Outputs / Outcomes / Performance
peripheral service) Council Strat Completed by Deliverables Targets (e.g. reduced employee
Goals (e.g. new plan or capital turnover, increased water quality,
(see below) asset, new hire, new more housing, etc.)
program, etc.)
1. Jarvis Subdivision Director 1 July 15, 2020 50 lot subdivision More housing
2. Mainline upgrade Director 5 Oct 2019 Upgrade asset Less maintenance
3. Public Works shop Director 1, 2, 3, 5 Summer 2021 New capital asset Efficient work area
4. Salt Shed / Shelter Director 1, 2, 3, 5 Summer 2021 New capital asset Secure site
5. 103 Street Drainage Director 5 Oct 2019 Infrastructure upgrade Property protection
Council Strategic Goals
1. Retain small town character with responsible, sustainable growth
2. Provide exceptional service and an excellent place to live and work
3. Enhance safety and provide a welcoming community with a strong social fabric
4. Foster strong communication at al levels (locally, regionally, provincially)
5. Maintain and enhance infrastructure and expand the tax base

Last updated May 30, 2020

District of Taylor Core Services and Organizational Review Page | 3
APPENDIX F:
 What
District of Taylor We
Core Services and Organiza�onal Review Heard
Report

Community Engagement
Summary
December 2019
December 13, 2019

Prepared for:

Andrew Young, Chief Administrative Officer

District of Taylor
Box 300, 10007 – 100th A Street
Taylor BC, V0K 2K0

Prepared by:

Urban Systems Ltd

10808 100 St.
Fort St. John, BC V1J 3Z6

Contact: Trina Wamboldt

twamboldt@urbansystems.ca

Project Number: 1770.0059.01

External Engagement Summary

TABLE OF CONTENTS
1. INTRODUCTION.............................................................................................. 1
1.1 Purpose of the Core Services and Organizational Review (CSOR) ................................................ 1
1.2 CSOR Guiding Principles ............................................................................................................... 1
1.3 Community Engagement Methodology and Participation ........................................................... 2
1.4 Summary of key Engagement Themes ......................................................................................... 3

2. COFFEE WITH COUNCIL THEMES .................................................................... 3

2.1 Housing ......................................................................................................................................... 4
2.2 Access to Medical Clinic................................................................................................................ 4
2.3 Increased Crime ............................................................................................................................ 4

3. COMMUNITY INTERVIEW THEMES ................................................................. 4

3.1 Advantages and Assets Unique to Taylor ..................................................................................... 5
3.2 Communication ............................................................................................................................ 5
3.3 Staffing .......................................................................................................................................... 5
3.4 Municipal Services and Facilities .................................................................................................. 6
3.5 Taxes ............................................................................................................................................. 6

4. COMMUNITY SURVEY THEMES ...................................................................... 7

4.1 Demographic Information ............................................................................................................ 7
4.2 What is the best thing about living in Taylor? .............................................................................. 9
4.2.1 Closeness of the Community (50 similar comments) ......................................................... 9
4.2.2 The Small Size and Quiet Neighbourhoods (48 similar comments).................................... 9
4.2.3 The Family Values (14 similar comments) .......................................................................... 9
4.2.4 The Golf Course and Green Space (10 similar comments) ................................................. 9
4.2.5 The Cleanliness and Maintenance of the Community (6 similar comments) ................... 10
4.3 What Makes Taylor Unique? ...................................................................................................... 10
4.3.1 Community Relationships (32 similar comments) ............................................................ 10
4.3.2 Infrastructure and Service level (12 similar comments) ................................................... 10
4.3.3 Events and Activities (15 similar comments) .................................................................... 10
4.4 What Aspects of the Community are Most Important to You? ................................................. 11
4.4.1 Crime Rates (2 similar comments) .................................................................................... 11
4.4.2 Senior Support (2 similar comments) ............................................................................... 11
4.5 How Often do you make use of Municipal Facilities? ................................................................ 12
4.6 How valuable are the Municipal Facilities to the Community?.................................................. 13
4.7 How Valuable are Community Programs and Events to the Community?................................. 15
4.8 How do you prefer to hear from / communicate with the District of Taylor? ........................... 16
4.9 Level of Satisfaction with Municipal Services ............................................................................. 16
4.9.1 Lone Wolf Golf Course ...................................................................................................... 17
4.9.2 Public Works ..................................................................................................................... 18
4.9.3 Protective Services ............................................................................................................ 19
4.9.4 Administration and Corporate Services ............................................................................ 20
4.9.5 Community Services ......................................................................................................... 21
4.9.6 Parks and Facilities Maintenance ..................................................................................... 22
4.10 Service Additions or Improvements? ....................................................................................... 23
4.10.1 Safety (14 similar comments) ..................................................................................... 23
4.10.2 Upgrades to Pool (12 similar comments).................................................................... 23
4.10.3 Recycling (6 similar comments) .................................................................................. 23
4.10.4 Activities to keep kids and teens out of trouble (3 similar comments) ...................... 23
4.10.5 Streetlights .................................................................................................................. 23
4.10.6 Miscellaneous ............................................................................................................. 24
4.11 Value for Taxes ......................................................................................................................... 24
4.12 Tolerance for Tax Increase ....................................................................................................... 25
4.12.1 Depending on How it is Allocated (14 similar comments) .......................................... 25
4.12.2 Taxes are High Enough (5 similar comments) ............................................................. 26
4.12.3 Financial Struggles (3 similar comments).................................................................... 26
4.12.4 Willing to Pay More (1 comment) ............................................................................... 26
4.13 Other Comments .............................................................................................................. 26
APPENDIX A ...................................................................................................................................... 28

External Engagement Summary

1. INTRODUCTION
1.1 PURPOSE OF THE CORE SERVICES AND ORGANIZATIONAL REVIEW (CSOR)
The District of Taylor (District) is undertaking a Core Services and Organizational Review (CSOR). The
purpose of the CSOR is to:
• better understand the community’s desired levels of municipal service;
• assess the District’s current capacity to deliver desired levels of service;
• support each department in building the capacity to meet the desired levels of service (in
alignment with community expectations and Council’s strategic priorities); and
• reinforce the District’s culture as a workplace of choice founded on teamwork, communication
and community service.
The CSOR began in September 2019 and will be completed in February 2020. Consulting firm Urban
Systems was hired to facilitate the review process. Urban Systems conducted internal engagement with
employees and Council and external engagement with the public and community stakeholders to
understand the current and desired future state of municipal services in Taylor.

This What We Heard Report summarizes the community engagement process and findings. The internal
engagement findings are currently under review with District staff and will be made available with the
final CSOR Report at the end of the project in February 2020.

1.2 CSOR GUIDING PRINCIPLES

The following guiding principles were identified at the start of the project and are being used to inform
the CSOR process:
• COMMUNITY CENTRED: The main purpose of the review is to ensure the District is providing
municipal services in alignment with the current and future needs of the community.
• COLLABORATIVE AND INCLUSIVE: All departments will be engaged in documenting the current
and desired levels of service and developing plans to enhance service delivery.
• DEPARTMENT FOCUS VS. INDIVIDUAL FOCUS: This is not a Human Resource review. The skills
and performance of individual employees will not be assessed other than to document each
department’s desired investments in training and education.
• CAPACITY BUILDING: The main objective is to build the District’s capacity to deliver outstanding
municipal services. This includes identifying the resources required to meet the desired levels of
service.
• SAFE AND SUPPORTIVE: The CSOR requires an objective assessment of the District’s human,
financial, physical and social assets and opportunities for improvement. District employees are
in the best position to assess the organization, but this will only happen if there is a safe and
supportive environment in which to discuss the needs.

Page | 1 External Engagement Summary

 • IMPLEMENTATION ORIENTED: The CSOR will be forward-looking and will focus on actions that
can be taken at the operational level to strengthen the organization and enhance / improve
service delivery over the coming years. Staff in each department will participate by developing
departmental work plans which will help to ensure the District is able to meet desired service
levels.
• STRATEGIC ALIGNMENT: The CSOR and action plan will be designed to advance Council’s
strategic priorities.
• MADE IN TAYLOR APPROACH: Very little time will be spent trying to compare Taylor to other
municipalities. Instead, we will assess the organization’s capacity against community
expectations and Council’s strategic priorities.
• TRANSPARENT: Consultant reports will be made available to all employees and the public.

1.3 COMMUNITY ENGAGEMENT METHODOLOGY AND PARTICIPATION

The following methods of engagement were used to collect feedback from the public and community
stakeholders.

PRESS RELEASE: A press release was issued on October 7th, 2019 notifying the community
about the project, the purpose and ways to become involved.

COFFEE WITH COUNCIL: Taylor residents were invited to attend a Coffee with Council
meeting on October 22nd, 2019 to learn more about the CSOR process and to provide
perspectives related to Districts service levels.

COMMUNITY INTERVIEWS: Interviews were conducted with residents, community groups,

and local businesses to understand their satisfaction related to the District’s services and
facilities. In total 13 interviews were conducted between October 22nd, 2019 and
November 12th, 2019.

COMMUNITY SURVEY: The public was invited to complete a survey to assess their
satisfaction and expectations related to municipal service delivery. The survey was open
from October 15th to Nov 29th, 2019. In total 135 survey responses were received
(representing just under 10% of the community’s population).

Page | 2 External Engagement Summary

 Figure 1 – Engagement at A Glance

1.4 SUMMARY OF KEY ENGAGEMENT THEMES

Following is a brief summary of the recurring themes that emerged through all forms of community
engagement.

STRENGTHS AND ASSETS CHALLENGES AND CONCERNS

• Affordable for families, businesses and
recreation groups
• Friendly community
• Hard working dedicated District employees
• Municipal services considered to be superior
to Fort St. John’s (e.g. snow clearing)
• Excellent facilities for small community
• Good value provided for taxes paid
• Community safety / crime – desire for police
presence
• Lack of affordable housing including seniors
housing
• Lack of food security- No local grocery store
and a desire for more restaurant options (golf
course restaurant is not open year-round)
• Lack of transportation options
• Lack of priority access to medical clinic
• Not enough streetlighting
• Insufficient bylaw and bylaw enforcement
practices
• Building maintenance – aging facilities
• Desire for a year round-pool
• More youth programs

2. COFFEE WITH COUNCIL THEMES

The October 22nd Coffee with Council was well attended with approximately 40 people in attendance.
Mayor Fraser provided an overview of the CSOR project including the need for the District to plan for the

Page | 3 External Engagement Summary

future and forecast long term budget requirements. The Mayor went on to introduce the community
survey and the importance of taking the time to provide input using the online survey, a paper-based
survey or through an interview if desired. Three key themes emerged as priority issues for the community
during Coffee with Council, which are summarized below:

2.1 HOUSING
The community sees a real gap in terms of seniors housing in Taylor. It was noted that there are six levels
of care for seniors and that the costs escalate in relation to each level of care. Home care workers were
suggested as an option that would be more cost effective than opening a senior’s care facility. The general
consensus seemed to be that more housing stock is required with a greater variety of homes ranging from
smaller homes to larger executive style homes.

2.2 ACCESS TO MEDICAL CLINIC

The community discussed the desire for local residents to receive priority at the Taylor Medical clinic.
Council shared information about the different payment models for health care and how this has affected
the clinic’s services. Residents were encouraged to identify the Taylor clinic as their primary health care
facility to increase the potential for Taylor to attract full-time care at the clinic.

2.3 INCREASED CRIME

The community engaged in a lengthy and passionate discussion related to the increased level of criminal
activity occurring in Taylor due to the drug trade. The lack of a local police presence was noted as a major
concern for the community and various solutions were discussed including installing dash cameras on
District vehicles, using the newspaper to communicate crime and prevention tips, hiring community
security guards, and entering into a policing agreement with City of Fort St. John. Council encouraged all
residents to call 911 to report crime so that the community policing needs of Taylor are documented.

3. COMMUNITY INTERVIEW THEMES

Residents of Taylor and other community stakeholders were invited to contact the District if they would
like to be interviewed for the CSOR. The District also reached out to specific individuals and groups who
could provide perspective on behalf of certain interest groups (e.g. facility user groups and local
businesses). Interviewees were asked the questions noted below and the community survey questions
were used to prompt for more detail as required. In total 13 community interviews were held.

COMMUNITY INTERVIEW QUESTIONS:

1. What organization / group do you represent?
2. What services, programs, facilities do your group use most frequently?
3. What do you appreciate most about the services you receive from the District?
4. Are there any areas where service levels/standards or facilities need to be improved?
5. Would your group be willing to pay more for increased levels of service or better
facilities?

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 6. If yes, how much more? If no, how should the District pay for service / facility
improvements?
7. Do you have any other suggestions or questions related to the CSOR?

This section summarizes the key themes that emerged from the community interviews including some
direct quotes that emphasize certain perspectives.

3.1 ADVANTAGES AND ASSETS UNIQUE TO TAYLOR

Affordability, the friendly feel, and excellent community facilities were identified as things the
interviewees liked most about Taylor. These themes were recurring throughout the external engagement.
“Small town vibe and all the wonderful events hosted for kids/families.”

3.2 COMMUNICATION
While Taylor was identified by all interviewees as being very friendly, open and welcoming place, there
are areas for improvement related to both internal communication between District employees and
external communication between the District and the public including user groups. For example, the
District could take more care to notify the community related to planned maintenance of facilities and
even work with the groups to determine the best timing for maintenance to be conducted to avoid
community impacts. It was also suggested that the District needs to remember to accommodate residents
who are not on social media or online. Some participants noted that the District’s website is not very user
friendly and there have been times when peoples’ email boxes were too full to accept new messages.
There was some concern expressed related to communication breakdowns between staff.

“I shouldn’t have to explain previous conversations to a number of different staff people – they should
be talking to each other”

3.3 STAFFING
All departments and staff are very appreciated by the public, and while there are always areas for
improvement, overall services and communication has improved over the last year or so. Kudos were
given to the District for managing the recent staff transitions in a professional way that did not negatively
impact service delivery.
“Our firemen are next to angels”
While there are some departments that were perceived as understaffed, such as Public Works and Parks
and Facilities, a few staff were perceived as “holding down a chair most of the time” as one interviewee
stated. It was suggested that a review of effective management and ensuring that staff resources are
appropriately allocated should be done before hiring new employees. There was also a perception that
some senior staff members do not provide work opportunities to younger staff, presumably to protect
their own job security. It was noted that succession planning is required at the District as some employees
are reaching retirement age.

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3.4 MUNICIPAL SERVICES AND FACILITIES
There was unanimous support for the value of all community facilities and services provided by the
District. In particular there was strong appreciation for the community events that are hosted by District
staff although some respondents do not attend all of the events.
“Taylor sets the bar for community events”
There were some questions about why the golf course is being subsidized and there was a desire
expressed to have the restaurant open year-round.

While there is overall satisfaction with the services, some interviewees expressed the need for more child
and youth programs, such as licensed day care, a K-12 school at some point, and more youth programs.
The small leisure rink was identified as a very valuable amenity for families. Highway access and rail access
are important to some businesses in the area and the District does a good job of supporting community
and industrial safety programs.

There were many comparisons between the services offered the City of Fort St. John and the District of
Taylor. The perception is that Taylor provides better snow clearing, senior support, lower cost of living,
family feel and low-cost events than Fort St. John, and that is appreciated. There is desire for a local
grocery store in Taylor, and transportation, such as a bus or better utilization of the Handi-dart to Fort St.
John. The District could support local business through better signage on the highway. Two of the
interviewees noted their appreciation for the practicality of Taylor’s approach to facilities:
“You don’t need to build the Taj Mahal when all the community needs is a safe and clean facility. Taylor
gets this. Anything more is not a good use of municipal funds.”
Increased crime in Taylor was cited as a concern and there is a very strong desire for a police presence. It
was noted that there should also be a distinction between the role of bylaw officers and other roles played
by District staff. It was noted that there could be more consistent enforcement of nuisance issues such as
quads, garbage, dogs, etc. and that a more proactive approach might be more fair for residents rather
than a complaint based approach.

3.5 TAXES
The majority of people interviewed indicated that they receive exceptional value for their taxes at this
time and most were not in support of increasing residential taxes. It was emphasized residents do not
want to pay for facilities they do not use, and many are living on a low income and can’t afford more taxes.

If there were tax increases, the increases should be incremental, and it should be made very clear how
the money would be used to improve municipal services. It was also pointed out that user groups very
much appreciated the lower cost of using facilities in Taylor as compared to Fort St. John and that this
inspires them to raise funds and make improvements to the facilities they use as a way of giving back.

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4. COMMUNITY SURVEY THEMES
An anonymous online survey was conducted between October 15th and November 29th. The purpose of
the survey was to assess the community’s satisfaction and perceptions related to the municipal services
and facilities provided by the District. Surveys were available online and hard copy surveys were printed
and left at key locations throughout the community.

In total, 135 individuals completed the survey, accounting for almost 10% of the local community. This
section of the report summarizes the survey findings. A combination of graphs, pie charts, tables and
comments have been used to communicate the findings.

Appendix A includes visual snap shot of all survey responses.

4.1 DEMOGRAPHIC INFORMATION

Of those who completed the survey, 85% are residents of Taylor and 72% own a home in Taylor. 37% of
respondents currently work in Taylor with 14% of those owning their own business.

Figure 1: Place of Residence

Approximately 29% of respondents

have been a resident for more than
20 years and 23% have lived in Taylor
between 6 and 10 years. 16%
answered 1-5 years and only 2%
reported becoming a resident within
the last year. The remaining 30%
chose “other”.

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 Figure 2: Age

The majority of respondents (67%)

are between the ages of 36-64, while
25% are between the ages of 19-35
and 8% are above the age of 65. None
of those surveyed are below the age
of 18.

Figure 3: Relationship Status

Over 48% of respondents stated that

they had a family with children, 41%
are in a relationship, and 9% are
single.

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Figure 4: Working Location

37% of respondents work in Taylor

whereas 63% either do not work or do
not work in Taylor

14% of respondent of survey

respondents indicated that they own
a business in Taylor.

4.2 WHAT IS THE BEST THING ABOUT LIVING IN TAYLOR?

From the 135, the most common themes were as follows:

4.2.1 Closeness of the Community (50 similar comments)

• “Small town values, knowing my neighbours. People always looking out for each other.”
• “The community, best neighbours, and a District staff who goes above and beyond with the
events.”

4.2.2 The Small Size and Quiet Neighbourhoods (48 similar comments)
• “The small, hometown feeling.”
• “Small town atmosphere [close to] amenities of two bigger centres”

4.2.3 The Family Values (14 similar comments)

• “Such a family-oriented community with a variety of activities for kids. The kids camp is an
amazing thing to offer a community during summer break and NID days.”
• “Quiet streets that my children can ride their bikes down.”

4.2.4 The Golf Course and Green Space (10 similar comments)
• “I like all the land and trees and green space especially around the golf course.”
• “Love our little community Golf Course.”
• “I like to go for walks on the trail around the golf course.”

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4.2.5 The Cleanliness and Maintenance of the Community (6 similar comments)
• “[…] Clean and well kept and friendly District Office Staff
• “Great sidewalks and streets, good garbage facilities”
• “It is well maintained and has lots of activity.”

4.3 WHAT MAKES TAYLOR UNIQUE?

From 117 respondents who completed the question, the following themes emerged:

4.3.1 Community Relationships (32 similar comments)

• “The closeness of the people.”
• “Close knit, inclusive and helpful community.”
• “A caring community that offers a lot for families.”

4.3.2 Infrastructure and Service level (12 similar comments)

• “Industrial tax base allows for exceptional services for the size of the community. [Along with] a
forward-thinking mayor and council.”
• It is a small community that has a lot of facilities and services that other communities don’t e.g.:
sidewalk snow clearing, senior’s sidewalk snow clearing.”
• “All of the facilities that are available.”

4.3.3 Events and Activities (15 similar comments)

• “Community gatherings- there’s always some sort of event. From Bingo to kids parties.”
• “Activities for special occasions such as Remembrance Day, Easter etc. as well as weekly and
monthly events (BBQs, Bongo, Family Games Night etc.)”
• “Taylor has a lot of activities most small communities don’t. Golf Course, Arena, Curling Club,
Motor cross, Camping.”

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4.4 WHAT ASPECTS OF THE COMMUNITY ARE MOST IMPORTANT TO YOU?

Figure 5: Important Community Aspects

The most important aspect to the majority of respondents was safety and low crime rates (76%) and
cost of living/ affordable housing (59%). Comments in this section included:

4.4.1 Crime Rates (2 similar comments)

• “The crime rate is getting really bad, sometimes its tough to sleep at night.”
• “Note: the crime rate is not low!”

4.4.2 Senior Support (2 similar comments)

• “You are doing well with community, social, recreational. I have checked things that I feel still
need work. Looking especially towards senior housing and transportation for those who are
unable to drive.”
• “We have many seniors in our little town and we need to ensure we keep them “home” instead
of having to go to FSJ.”

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4.5 HOW OFTEN DO YOU MAKE USE OF MUNICIPAL FACILITIES?
The most used facility is the Community Hall, followed by Peace Island Park and the Arena. The Medical
Clinic ranked at the bottom; however, most comments highlighted the fact that this could be due to
uncertain hours and limited appointments. Comments related to the use of facilities have been
summarized in the Table 1 on the next page.

TABLE 1 – FREQUENCY OF FACILITY USE

Facility Frequently- Rarely-Never Comments
Somewhat
Frequently

Community Hall 69% 31% • Lots going on! (5 similar comments)

• Don’t participate because of hearing problems (1
comment)
• Best facility around (1 comment)
Peace Island Park 61% 39% • Not since the new people took over as they are not
very friendly (4 similar comments)
• No safe walking paths (3 similar comments)
Arena 53% 47% • Skating, Pow Wow, District Events (10 similar
comments)
• Take my kids there to practice skating (8 similar
comments)
Golf Course 45% 54% • Not a golfer but love the food and walking path (16
similar comments)
• More for the restaurant and its delicious food (13
similar comments)
• I don’t go as often as I once did due to smoking on
the patio (2 similar comments)
Municipal Office 39% 59% • To get pet license, pay taxes, and get information
(13 similar comments)
• No need to, can do mostly everything online (1
comment)
Pool 33% 65% • Hours don’t work well for working parents (4
similar comments)
• Put in a real pool with a deep end that can be used
year-round (5 similar comments)
Curling Club 30% 69% • Great for special events (5 similar comments)

Library 24% 73% • I love how knowledgeable the staff is about Taylor
history (1 comment)
• It’s such a great resource for all ages; our kids love
the Lego and computers (8 similar comments)

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 Facility Frequently- Rarely-Never Comments
Somewhat
Frequently

Community Services 22% 77% • Don’t know what it is (7 similar comments)

Hub • Just to register my kids for activities (3 similar
comments)
Medical Clinic 20% 79% • Not accepting patients / They send people away (14
similar comments)
• I love having our own clinic. The amount of time
available needs to improve. Almost a two month wait
to see a Dr. last time I tried (4 similar comments)

4.6 HOW VALUABLE ARE THE MUNICIPAL FACILITIES TO THE COMMUNITY?

The survey asked participants to rank the value of municipal facilities to the community. The highest rated
facility was the Fire Service/Hall referencing community safety. The Community Hall and Ice Arena were
deemed the next most valuable facilities to the community. The Community Hub ranked the lowest and
comments suggested that respondents were confused about where it was located and what services it
provided. Table 2 outlines the ranking and comments related to each facility.

TABLE 2 – VALUE OF FACILITIES TO COMMUNITY

Facility Very Somewhat Not Comments
Valuable Valuable Valuable

Fire Service/Hall 96% 3% 0% • This is a part of feeling safe (18 similar comments)

Community Hall 88% 8% 1% • It’s always been the centre of our community
pulling us all together (14 similar comments)
• The District needs to update the microphones as
you cannot hear (2 similar comments)
Ice Arena 82% 13% 2% • The heart of town in the winter, kids need
something to do in the winter (11 similar
comments)
• Great programs are offered there (6 similar
comments)
• Life skills learned at Hockey rinks, it’s a Canadian
pastime (1 comment)
Peace Island 76% 19% 2% • Brings in tourists and income (13 similar
Park comments)
• Displeased with the new management (4 similar
comments)
• Inaccessible to people without vehicles (2
similar comments)

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Facility Very Somewhat Not Comments
Valuable Valuable Valuable

Medical Clinic 59% 28% 6% • It allows residents to see a doctor without having
to drive to FSJ on sometimes scary roads (7 similar
comments)
• Would be nice to have walk-in access or more
hours available for appointments (6 similar
comments)
• Why do we have to pay extra for things we are
already paying Northern Health for? (2 similar
comments)
• With the Dr. shortage this is such an important
thing for the community. The option to go see a
Dr. within a few days is amazing (4 similar
comments)
Curling Rink 54% 27% 10% • Brings out of towners which brings more money
to Taylor (4 similar comments)
• A place to gather in the winter (7 similar
comments)
Pool 50% 39% 6% • Great for local kids in the summer (19 similar
comments)
• It needs upgrades to bring interest (5 similar
comments)
• Would be great to have it open year-round (4
similar comments)
Lone Wolf Golf 47% 35% 12% • It brings in a lot of people from surrounding
Course communities and provides jobs (23 similar
comments)
• Costs too much tax dollars, should be self-
sustaining or private (9 similar comments)
Visitor Centre 40% 41% 10% • It brings tourists in that may use our other
facilities (15 comments)
Library 36% 36% 13% • I’m not sure how much its used. It isn’t advertised
well (9 similar comments)
• Computer access is valuable (5 similar comments)
• To make the Taylor library more valuable,
consider hosting family events with options
for working parents (1 comment)
Community 31% 38% 13% • Not sure what the Hub’s purpose is (17 similar
Services Hub comments)

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4.7 HOW VALUABLE ARE COMMUNITY PROGRAMS AND EVENTS TO THE COMMUNITY?
The survey asked respondents to rank the value of community programs and events to the community.
The highest rated community program was the holiday celebrations. Approximately four respondents
mentioned that only Remembrance Day was important for them, and that the other holiday
celebrations have become repetitive. Gold Panning was the lowest rated, however, many comments
recognized the tourism that it brings to the District.

TABLE 3 – VALUE OF PROGRAMS AND EVENTS TO COMMUNITY

Program or Event Very Not Comments
Valuable- Valuable-
Somewhat
Valuable

Holiday 98% 1% • Gives the community a sense of belonging, you get to meet
Celebrations great people especially in harsh winters you can feel alone (20
similar comments)
Youth Programs 95% 0% • Great childcare option for working parents in the summer (8
similar comments)
• Gives kids something to do to keep them out of trouble (7
similar comments)
Community Events 93% 6% • Brings everyone together (10 similar comments)
• Most seem geared to seniors (1 comment)
Pre School 92% 2% • Programs like these attract young families to the community (3
Programs similar comments)
• Preschools are important as early childhood development and
needed for working parents (2 similar comments)
Physical Fitness 85% 5% • The more that can be offered here, the less that people will
Programming have to go out of town (6 similar comments)

Gold Panning 83% 14% • Brings in revenue for Taylor and recognition (13 similar
comments)

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4.8 HOW DO YOU PREFER TO HEAR FROM / COMMUNICATE WITH THE DISTRICT OF TAYLOR?
81% of those surveyed identified social media as their preferred communication method, followed by
The Taylor Times (69%) and online access to information and payment services (36%). Two respondents
mentioned the need for a mobile friendly platform like an app or a mobile friendly website. Mail was
also mentioned as a preferred method.

Figure 6: Preferred Methods of Communication

4.9 LEVEL OF SATISFACTION WITH MUNICIPAL SERVICES

The survey invited respondents to indicate their level of satisfaction related to the core services provided
by each District department. The highest levels of satisfaction were with Parks and Facilities at an average
satisfaction rate of 73%, Public Works at 68%, and Community Services at 65%. These were followed by
Protective Services at 63% and The Lone Wolf Golf Course at 57%, and Corporate Services at a 52%.

The tables in this section summarize the satisfaction levels and comments related to the core services
provided by each department. Appendix A provides a visual snap shot of responses.

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4.9.1 Lone Wolf Golf Course

TABLE 4 – SATISFACTION WITH SERVICES PROVIDED BY LONE WOLF GOLF COURSE

Golf Course Satisfied- Neutral Dissatisfied- Comments
Very Very
Satisfied Dissatisfied
Restaurants 69% 27% 5% • Please stop the smoking on the patio (3 similar comments)
and catering • I wish the restaurant was open year-round (2 similar
comments)
• Prices are high and menu doesn’t change (1 comment)
Non-Golf 65% 34% 2% • There are way too many fund-raising events on weekends, as
Events at the a member who can only golf on weekends it cuts into the
Lone Wolf Golf money I spent for my membership, very unfair (1 comment)
Course • Never hear of any events at the golf course that are not
related to golf. If these are happening, you need better
advertising (1 comment)
Customer 60% 38% 2% • N/A
Service and
Communication
with the Golf
Course Staff
Maintenance of 61% 34% 5% • The mosquito treatment has made it significantly more
the Golf Course enjoyable to golf (1 comment)

Maintenance of 58% 42% 1% • We are very dissatisfied with the Canada thistle that has been
the Practice growing on fairway 3 for the last several years (2 similar
Area comments)
• Golf course was in worse condition this year than in past six
years (1 comment)
Retail Store 47% 49% 4% • N/A

Golf Lessons 40% 59% 1% • N/A

and Programs

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4.9.2 Public Works

TABLE 5 – SATISFACTION WITH SERVICES PROVIDED BY PUBLIC WORKS

Public Works Satisfied- Neutral Dissatisfied- Comments

Very Very
Satisfied Dissatisfied

Sewer 80% 20% 1% • N/A

Treatment and
Collection
Road Repair and 78% 14% 8% • Large trucks ruin the road quality ex Pine Ave west (2 similar
Maintenance comments)

Snow/Ice 76% 11% 12% • They go above and beyond clearing snow and senior
Clearing driveways (3 similar comments)
• Snow clearing leaves too much gravel on lawns (2 similar
comments)
Street Sweeping 74% 18% 8% • Street sweeping takes too long (1 comment)
• They do a great job and I would never live in FSJ as our
streets alone would keep me here (1 comment)
Water 73% 20% 8% • Water smells like bleach/ is brown (7 similar comments)
Treatment and • […] we can’t drink it we have to buy jugs of water. When I fill
Distribution the bath for the kids, it smells like a pool (1 comment)
Customer 71% 23% 6% • We were told not to communicate with employees (must
Service and write in a complaint to the Districts Office) (1 comment)
Communications • Good job everyone. One of the main reasons I love living
with Public here (1 comment)
Works Staff • They go above and beyond […] they are always responsive to
questions and/or concerns in a positive manner (1 comment)
Weed and Grass 58% 20% 22% • Better care of noxious weeds such as thistle and dandelions
Control needed (5 similar comments)
Cemetery 55% 44% 1% • I think the cemetery needs review. Like bordered areas or
the same rules for everyone. I saw a plot with bushes on it
yet I asked if I could put a grave on it and it was a definite no
(1 comment)
Street Lighting 53% 24% 22% • Areas need more streetlights: 102 street, by the rail tracks
(11 similar comments)

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4.9.3 Protective Services

TABLE 6 – SATISFACTION WITH SERVICES PROVIDED BY PROTECTIVE SERVICES

Protective Satisfied- Neutral Dissatisfied- Comments

Services Very Very
Satisfied Dissatisfied

Emergency 85% 14% 1% • Taylor does a good job of utilizing volunteers from the
Response community. Would like to see more police presence to deter
criminal element that has moved in (1 comment)
Disaster and 72% 25% 3% • Emergency services have no bus to get the kids out of town.
Emergency They should be top priority; Parents should not need to wonder
Planning how or if their kids are ok in a major emergency (1 comment)
Public 70% 25% 5% • So many yards are like junk yards (2 similar comments)
Education

Prevention 66% 27% 7% • Not happy with the loose animals (2 similar comments)
Services • Environment concerns, why all these backyard firepits, smoke is
a hazard for breathing (2 similar comments)
Customer 53% 37% 10% • Our fire department is amazing. (3 similar comments)
Service and • Complaining sometimes feels futile but I do understand there is
Comms with a process (2 similar comments)
Protective
Services
Staff
Reactive 37% 41% 22% • More police presence would be welcome with current criminal
Complaints- activities and rising crime rates (6 similar comments)
Based • Would prefer a proactive rather than reactive approach to avoid
Approach to tensions between neighbours (4 similar comments)
Bylaw • It’s shameful that Taylor wants its people to spy and tattle on
Enforcement their neighbours and friends before paying attention (2 similar
comments)

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 4.9.4 Administration and Corporate Services

TABLE 7 – SATISFACTION WITH SERVICES PROVIDED BY ADMINISTRATION AND CORPORATE SERVICES

Admin / Satisfied- Neutral Dissatisfied- Comments

Corporate Very Very
Services Satisfied Dissatisfied
Customer 70% 25% 5% • I’ve always thought Taylor did a superb job of almost everything
Service and (1 comment)
Communication • Overstaffed – seems like everyone needs an assistant – what
provided by happened to the days of everyone doing their job? (1 comment)
District Office
Staff
Financial 65% 27% 8% • N/A
Administration
(E.g tax/utility
payments)
Elections 57% 39% 4% • Go to an automatic counting system for voting, the results took
Administration so long last time (1 comment)

Council 56% 42% 2% • For accountability, meetings should be recorded for viewing and
Meetings and bylaws should be online (1 comment)
Minutes
Economic 48% 42% 10% • Taylor seems to not be attracting new businesses (2 similar
Development comments)
District Bylaws 43% 40% 17% • Bylaws need to be firmed up and enforced (5 similar comments)
and Policies • If the Bylaw states you have to have a permit to have chickens,
why does the district not have a permitting process in place (1
comment)
• Bylaws need to be for everyone not selective as to who you are
in the community and who you know (1 comment)
Planning and 42% 49% 8% • Too much money put into new subdivision without promise of
Development homes to pay off and taxes could skyrocket (1 comment)
Services • Poor planning on new maintenance shop (1 comment)
Freedom of 34% 64% 2% • Not sure what this is (1 comment)
Information
Requests

Page | 20 External Engagement Summary

4.9.5 Community Services

TABLE 8 – SATISFACTION WITH SERVICES PROVIDED BY COMMUNITY SERVICES

Community Satisfied- Neutral Dissatisfied- Comments
Services Very Very
Satisfied Dissatisfied
Communications 69% 23% 7% • Not everyone is on social media, sometimes I feel left out.
and Social The golf course had a couple things I was interested in but
Media it was on Facebook (2 similar comments)
Tourism/Visitor 70% 29% 2% • Would like to see it open in the winter (1 comment)
Centre
Publications/ 66% 27% 6% • Events should be more heavily advertised or made known
Advertising in Taylor. I don’t check FB super often (2 similar comments)

Customer 64% 32% 4% • I feel that they work hard to provide many programs to the
Service and citizens of our community (1 comment)
Communication
Provided by
Community
Services Staff
Youth Programs 68% 31% 1% • More Kids zone would be nice. PD days (1 comment)
(Kids Camp,
Preschool)
Pool/Swimming 61% 36% 4% • Pool needs to be year-round (4 similar comments)
Programs

General Fitness 57% 42% 2% • We need access to a pool year-round for fitness programs.
Programs Very expensive to go into town everyday (1 comment)

Page | 21 External Engagement Summary

4.9.6 Parks and Facilities Maintenance

TABLE 9 – SATISFACTION WITH SERVICES PROVIDED BY PARKS AND FACILITIES MAINTENANCE

Parks and Satisfied- Neutral Dissatisfied- Comments

Facilities Very Very
Maintenance Satisfied Dissatisfied

Grass and garden 82% 11% 8% • The parks and playgrounds desperately need trees to give
maintenance of some shade area (2 similar comments)
public spaces (e.g. • The playground equipment needs maintenance and
parks, upkeep, there are broken and missing pieces (3 similar
playgrounds, comments)
trails, outdoor • Seems to be a drop in grass and garden maintenance. This
recreation) is the first impression a community makes (1 comment)
Community Hall 80% 17% 4% • Hall seating needs cleaning, trees in park need pruning (1
Building comment)
Maintenance • The hall needs cleaning daily and even more so after large
(internal/external) events (1 comment)
Customer Service 75% 18% 7% • I think they been doing a great job taking over this position
and […] I have noticed a huge improvement in many of our
Communication facilities (2 similar comments)
with Parks and
Facilities Staff
Arena Building 68% 27% 5% • Some facilities need to be updated for handicapped access
Maintenance (1 comment)
(Internal/External) • Small things like locks on the washrooms shouldn’t go all
Winter season without repair (1 comment)
Facility Scheduling 66% 32% 2% • N/A

Curling Club/Pool 64% 27% 10% • Curling club is getting to its life expectancy (4 similar
Building comments)
Maintenance • Upgrades are needed in many facilities, for example, mold
(Internal/External) in the bathrooms at the pool (1 comment)

Page | 22 External Engagement Summary

4.10 SERVICE ADDITIONS OR IMPROVEMENTS?
Survey respondents were asked to identify what services they would like to see improved or added.
Community safety concerns drew the most comments followed by upgrades to the pool. Recycling, youth
programing, and lighting were also mentioned as areas for improvement.

4.10.1 Safety (14 similar comments)

• I feel as if our policing is lacking. I moved to Taylor because I felt that it was a safe place to live
but right now I do not feel that way at all […]If Taylor is not a safe community people will not
want to live here and getting people to purchase in Taylor will be impossible. It needs to be at
the top of the priority list of things that need to get taken care of ASAP.”
• “This town is no longer the safe small town it once was”
• “I would like to feel safer in Taylor, but I am unsure how that can happen”
• “More RCMP presence or COPS program to help reduce vandalism and theft. Also surveillance
equipment set up in areas like the Post Office.”
• “Community police is desperately needed. Long wait time for the police to attend could be life
threatening. There is a high crime rate in our community presently. Police presence alone I am
sure [will] bring our community back to a safe place to live. Our streets are not safe to walk
anymore. Our kids are not safe walking either.”
• “More police service has become necessary. This town is no longer the safe small town it once
was. We need to deter criminals. There have been numerous break ins to private homes and
public facilities (i.e. District yard, post office) There has been a sharp increase in crime (both
petty and VIOLENT crime) that needs to be addressed. Cars continue to speed down Cherry east
and the new speed sign does little to deter this. Police presence in Taylor is necessary even if we
have to pay for it with our tax dollars.”

4.10.2 Upgrades to Pool (12 similar comments)

• “Deep end, year-round, outdoor”
• “A pool full time for the kids”

4.10.3 Recycling (6 responses)

• “Curb side recycling- blue bins added to the garbage pickup. The recycling drop off is disgusting
and shameful.”
• “Curb side recycling would be beneficial.”

4.10.4 Activities to keep kids and teens out of trouble (3 similar comments)
• “More activities for kids and teens for after school and weekends to keep them out of trouble.”
• “I think there should be more indoor activities for families who can’t afford to pay for hockey or
skating. Perhaps some clubs could be brought in ex brownies, scouts.”
• “Older kid events would be great 8-15 instead of just for really young kids.”

4.10.5 Streetlights
• “Streetlights on 102 Street”

Page | 23 External Engagement Summary

 • “More Street lights in the older part of Taylor, 101 and 102 street etc. Big trucks coming from
Osteros slowed down. Pine Ave west turned into a 30 km zone.”
• “I would like to see no more taxpayer dollars going toward the golf course. Better spend on
upgrading lighting.”

4.10.6 Miscellaneous
• “Homes on road through town get those cleaned up- bad impressions as passers by”
• “Full time doctor at the clinic”
• “All year long indoor walking track”
• “Would like to see a network of walking trails. Sidewalks on both sides. A year-round pool.”
• “I’m surprised the baseball diamonds weren’t a part of this survey. Would like to see more effort
into them”
• “I would like to see more properties inspected for trash, extra people and safety issues”

4.11 VALUE FOR TAXES

Survey respondents were asked to rate the level of value they receive in exchange for tax dollars. 38% of
respondents (50 people) indicated that they are not sure or neutral about the level of value received in
exchange for taxes paid, whereas 50% of the respondents (57 people) chose somewhat high value or
very high value.

Figure 7: Opinion on Value for Taxes

Page | 24 External Engagement Summary

4.12 TOLERANCE FOR TAX INCREASE
Survey respondents were asked if they would be willing to pay more taxes and/or user fees in exchange
for increased/improved levels of service? 65 respondents (49%) indicated they would be willing to pay
more taxes and/or user fees in exchange for increased/improved levels of service, whereas 23% of
respondents would not be willing to pay more and 35 respondents (26%) were not sure. The 38% that
said they were willing to pay more would want it to go to essential services such as policing versus
perceived ‘nice to have’s’ such as the golf course. People want to be involved in the planning and
budgeting process.

Figure 8: Willingness to Pay Higher Taxes

Comments related to tax increases are summarized below.

4.12.1 Depending on How it is Allocated (14 similar comments)
• “I would like to see no more taxpayer dollars going toward the golf course. Better spend on
upgrading lighting.”

• “Not willing to pay more for things like the golf course, willing to pay more for things like bylaw
enforcement or more library space or building improvements”

• “Please offer further public consultation about which services to increase or decrease”

• “Depends on what I would get in return. Would pay more to feel safer for example.”

• “This was hard to answer, so I chose the middle amount. Yes, I would be willing to pay more ---
depending on what that increase would go to.

• “It would depend on what was being provided and how much the increase would be.”

• “Would like a say in what that extra money is used for - be part of the planning/prioritizing
(maybe through surveys like this)”

Page | 25 External Engagement Summary

 • “Only if they would go towards something beneficial for the community not only the golf
course/arena/curling rink”

• I want to understand more on what we spend on services already to see how we will reallocate
to increase revenue. I would be willing to pay more taxes for increased safety and policing.”

4.12.2 Taxes are High Enough (5 similar comments)

• “I think there is enough money received from industry taxes that it shouldn’t come out of
residents. Maybe increase user fees for the arenas, we are very low-priced right now. Increase
and make the curling club pay their way. Total mismanagement of our money already.”
• “If you stop paying for the golf course there would be more money for other departments
• “I don’t see the point. Take the money from the golf course and we could do a lot more for the
whole community.”
• “We have all the services we need”
• “Taxes the way they are work with the services provided. I don’t feel services need to be
increased therefore I do not want to pay more taxes. I live in Taylor also because Taxes are lower
than FSJ. If taxes go up, maybe living in FSJ would be just as good.”

4.12.3 Financial Struggles (3 similar comments)

• You tax us to the nines already
• We are not wealthy just surviving
• We have to scratch now to pay our bills

4.12.4 Willing to Pay More (1 comment)

• “Absolutely, improved services come from tax increase, happy to pay our portion”

4.13 OTHER COMMENTS

• “Please do more to push to get policing in Taylor, we have seen an influx of crime” (6 similar
comments)

• “Better programs for teens may help with vandalism” (3 similar comments)

• “Senior housing should be a part of the discussion”

• “We need a grocery store, a good cafe and some more business in this town instead of just
housing that no one can afford. “

• “Could have included questions about the ball diamonds because they are located on valuable
highway frontage real estate and could be relocated behind the motocross track so more
commercial property could be opened up”

• “District surveys monthly so our voices are heard without having to go to meetings. Taylor Times
emailed out. Events for older children tweens/teens... split events 1 hour for toddlers, 1 hour for
children... events are seeming geared for little kids and aren't age appropriate for the aging

Page | 26 External Engagement Summary

 kiddos. More craft nights, less movie nights, haunted house and candy at clubhouse before
fireworks. My only complaint is the District funding for golf course they need to be fiscally
responsible and successful on their own. “

• “The Province pays for RCMP to police our area, but the resources are all kept in FSJ - we need to
insist on them being pro-active in Taylor, not just reactive. It takes 15 min at least for them to
arrive and the event is likely over and everyone gone by then, so no one is ever caught. If we
have by-laws they should be enforced - and ticketed for fees that are meaningful. Landlords need
to take responsibility for what their renters are doing and if they are keeping the property neat.
Some by-laws may need a referendum to see what is preferred by the residents, but even a
survey like this would help prioritize. We need to expand enough to build a high school instead of
having residents move to FSJ. Also need to develop a Care Home, not just Senior Housing, for
when residents cannot live on their own (the preschool could be in the same complex, exposing
kids to Seniors and Seniors to kids, which doesn't happen enough anymore). We want families to
be able to have all generations in Taylor. The recreational amenities are nice but we need core
services - groceries, medical care, nursing home, schools. Develop tourism for the winter months
in some way. We host a lot of tournaments, but a nice hotel/motel is needed. (Get a newer
hotel/restaurant and we can use the old motel as a nursing home). And as always, fighting for a
new bridge is a necessity! Thanks for listening. As Taylor provides QUALITY of life, the town will
be attractive for residents and business to settle here.”

• “Taylor is a great community and hats off to all the volunteers and workers in our area. I think
hosting a volunteer luncheon etc. in the community would be a nice idea. For example: People
who organizes many of the funerals at the hall, organizers of the gold panning, etc. should be
recognized or appreciated. “

• “All in all, I am in love with Taylor and happy to see the town doing surveys”

• “Thank you for taking the time to hear from the community”

• “I am so glad the district is doing this, especially because I think they mean it, that they really
want to have the input”

Page | 27 External Engagement Summary

Appendix A
Q1: Are you currently a resident of Taylor? Q2: How long have you lived in Taylor? Q3: Do you own a home in Taylor?

Q4: Please choose the age Q5: Please choose the answer that best Q6: Do you work in Taylor?
range that best describes you. describes your family status
 Q10: What aspects of community are most Q11: How often do you visit/make use
Q7: Do you own or operate a business in
important to you? Please choose your top 3. of the following municipal facilities?
Taylor?

Q12: In your opinion, how valuable is the Q13: In your opinion, how valuable is Q14: In your opinion, how valuable
visitor centre to the community? the medical clinic to the community? is the Lone Wolf Golf Course to the
community?
Q15: In your opinion, how valuable is Q16: In your opinion, how valuable is Q17: In your opinion, how valuable
the library to the community? the community hall to the community? is Peace Island Park to the community?

Q18: In your opinion, how valuable is the ice Q19: In your opinion, how valuable is the Q20: In your opinion, how valuable
arena to the community? fire service to the community? is the community services hub to the
community?
 Q23: In your opinion, how valuable are the
Q21: In your opinion, how valuable Q22: In your opinion, how valuable following community programs and events
is the pool to the community? is the curling rink to the community? to the community?

Q24: How do you prefer to receive Q25: Please rate your level of Q26: Please rate your level of satisfaction
information and communicate with the satisfaction with the Lone Wolf Golf with the District's public works services
District of Taylor? (check all that apply) Course
Q27: Please rate your level of satisfaction Q28: Please rate your level of satisfaction Q29: Please rate your level of
with the District' protective services with the District's administration and satisfaction with the following
corporate services community services

Q33: Would you be willing to pay

Q32: How would you rate the level
more taxes and/or user fees in
of value you receive from
Q30: Please rate your level of satisfaction exchange for increased/improved
the municipality in exchange for your
with parks and facilities maintenance levels of service?
tax dollars?
APPENDIX G:
 2020-06-11

“I am so glad the District is doing this,

especially because I think they mean it, that
they really want to have the input.” Taylor Resident

District of Taylor
Core Services and Organizational Review
Council Presentation
January 20, 2020

INTRODUCTION TO CSOR
TIMELINE: September 2019 – February 2020

OBJECTIVES:

• To better understand the community’s desired levels of municipal

service

• To assess the District’s current capacity to deliver the desired levels of

service

• To support each department in building the capacity to meet the desired

levels of service including a list of service standards to be implemented

• To reinforce the District’s culture as a workplace of choice founded on

teamwork, communication, and community service

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TWO LENSES

Internal and External Engagement

October – December, 2019

Municipal
Service
Services Capacity
Priorities and
Review Review
Service
Standards

- Planning Workshop Jan 2020

- Final Report Feb 2020

ENGAGEMENT OVERVIEW

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EXTERNAL ENGAGEMENT HIGHLIGHTS

EXTERNAL ENGAGEMENT FINDINGS

COMMUNITY STRENGTHS AND ASSETS
 Affordable for families, businesses and recreation
groups
 Friendly community
 Hard working dedicated District employees
 Municipal services considered to be superior to Fort St.
John’s (e.g. snow clearing)
 Excellent facilities for small community
 Good value provided for taxes paid

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EXTERNAL ENGAGEMENT FINDINGS
MOST IMPORTANT ASPECTS OF COMMUNITY LIFE
EXTERNAL ENGAGEMENT FINDINGS
MOST USED FACILITIES
• Community Hall (69%)
• Peace Island Park (61%)
• Ice Arena (53%)
• Golf Course (45%)
• Municipal office (39%)
LEAST USED FACILITIES
• Pool (33%)
• Curling Club (30%)
• Library (24%)
• Hub (22%)
• Medical Clinic (20%)
2020-06-11
PERCEIVED VALUE TO
COMMUNITY
• Fire Hall/Service (99%)
• Community Hall (96%)
• Ice Arena (95%)
• Peace Island Park (95%)
• Medical Clinic (87%)
• Pool (89%)
• Golf Course (82%)
• Curling Rink (81%)
• Visitor Centre (81%)
• Library 72%
• Community Services Hub (69%)
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EXTERNAL ENGAGEMENT FINDINGS

MOST VALUED PROGRAMS/EVENTS
• Holiday Celebrations (98%)
• Youth Programs (95%)
• Community Events (93%)
• Pre-school Programs (92%)
• Physical Fitness Programs (92%)
• Gold Panning (83%)

SERVICE IMPROVEMENT OPPORTUNITIES

(existing services)
• Golf Course (Year Round Restaurant; Golf Course Maintenance)
• Public Works (Weed and Grass Control; Streetlighting; Snow/Ice Clearing)
• Protective Services (Policing; Bylaw Enforcement; Prevention Services)
• Administration (Bylaws; Permitting; Economic Development; Planning/Dev.
Services; Tax/Utility Administration)
• Community Services (Communication; Event Promotion)
• Parks and Facilities (Building Maintenance; Upgrades to Pool/Curling Club;
Grass and Garden Maintenance)

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SERVICE IMPROVEMENT OPPORTUNITIES

(new services)
• Policing / community safety
• Recycling
• More activities for teens / youth
• Affordable housing / seniors housing
• Walking trails / pedestrian safety
• Grocery store
• Transportation options
• Doctor at clinic & priority access for residents

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PERCEIVED VALUE FOR TAX DOLLARS

50% of the respondents (57 people) chose

somewhat high value or very high value.

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TOLERANCE FOR TAX INCREASES

65 respondents (49%) indicated they would be

willing to pay more taxes and/or user fees in
exchange for increased/improved levels of
service, whereas 23% of respondents would
not be willing to pay more and 35 respondents
(26%) were not sure. Those that said they were
willing to pay more would want it to go to
essential services such as policing versus
perceived ‘nice to have’s’ such as the golf
course.

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INTERNAL ENGAGEMENT HIGHLIGHTS

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ORGANIZATIONAL REVIEW FRAMEWORK

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INTERNAL DISCOVERY ACTIVITIES

 Anonymous Employee Survey
 Introductory Meetings with Staff and Managers
 Department Discovery Worksheets
- mission, vision, key performance indicators
- team members and key relationships
- departmental challenges and opportunities
- core services
- major projects
 Department Interviews
 Council Interviews
 Time Allocation / Staffing Capacity Assessment

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COUNCIL HOPES FOR CSOR OUTCOMES

 Ensure taxpayers are receiving good value for money
 Optimize structure/organization of departments
 Clarify municipal service expectations
 Forecast resource needs to support budgeting
 Recognize people for a job well done
 Ensure staff feel understood and empowered
 Create a baseline for Director / Manager performance reviews
 Be more innovative – letting go of the ‘we’ve always done it this
way’ attitude
 Generate data to support decisions about the allocation of
resources
 Strengthen Council/staff relations

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INTERNAL DISCOVERY THEMES

WORKPLACE CULTURE AND MORALE
 Employee morale and organizational trust negatively impacted due
to significant staffing transitions in 2018
 The new CAO is having a positive effect and the organization is
starting to recover
 Employee appreciation and recognition could be strengthened
- e.g. more Council support in the face of public criticism
- e.g. flowers for Administrative Professional day
 Perception of Council micro-managing operations

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INTERNAL DISCOVERY THEMES

CLARITY OF ROLES / PERFORMANCE EXPECTATIONS
 Implement regular performance appraisals conducted by CAO
without Council involvement
 Need to ‘work the plan’ versus responding to ad hoc initiatives
 Council’s goal is to have their ‘nose in and fingers out’ of the
District’s day to day operations
 Committee structure with Council involvement aids communication
but is time consuming to administer

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INTERNAL DISCOVERY THEMES

OVERTIME/BANKED TIME POLICIES
 Overtime, banked time, and on-call/stand-by policies are different
for several departments which is perceived as unfair
 Current banked time policies are ineffective as there are
insufficient staff resources to cover time-off leave accumulated in
the form of banked time during regular work hours

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INTERNAL DISCOVERY THEMES

SERVICE STANDARDS
 Some service standards exist within District policies and bylaws but
more work is required to set minimum standards for each
department and review current service standards to ensure they
are reflective of current or needed practices and Council’s
objectives
 Customer service standards for the organization should be
developed to help ensure all stakeholders are treated consistently
and fairly
 Service standard opportunities have been identified by each
department; Council will work with managers to prioritize the
development of service standards based on alignment with
community and Council priorities

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INTERNAL DISCOVERY THEMES

STAFFING CAPACITY
 Widespread work-life imbalance issues are being reported by
employees, such as
- working overtime due to insufficient staffing
- working weekends and statutory holidays on regular basis
- excessive on-call hours
- performing multiple roles
 Difficulty recruiting and retaining qualified staff (due to proximity
to FSJ and higher wages in industry)
 Succession planning is required as some employees are nearing
retirement age and training of new staff will take time
 Some staff fulfilling functions below their ‘pay grade’ due to lack of
sufficient resources – this is a negative trade-off
 Hiring decisions have been on hold pending CSOR outcomes
-e.g. 2 managers and 2 labourers

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SUGGESTED CAPACITY CHANGES

EMPLOYEES’ SUGGESTED CAPACITY CHANGES
 Fill two vacant FTE positions (existing budget)
 Reallocate one FTE (existing budget)
 Appoint two Directors (existing budget)
 Hire three additional FTEs (requires additional budget resources as
estimated below)
 Corporate Services FTE cost: $56k
 Community Services FTE cost: $46k
 Protective Services FTE cost: $87k

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NEXT STEPS
 Employee / Council Workshop (Jan 21, 2020)
 First Draft CSOR report (Feb 15, 2020)
 Final CSOR report (Feb 29, 2020)

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