2018 Elections & ID4 Backgrounder

Quick Facts:

  • Nominations: July 21, 2018.   Time and Location To Be Determined
  • *Withdrawal Date: July 22, 2018.   Time and Location To Be Determined
  • Advance Poll:  Time and Location To Be Determined
  • Election Day: August 18, 2018.    Time and Location To Be Determined
  • Official Election Results: August 23, 2018
  • Last day for Recount Request: September 6, 2018
  • Term: 4 years
  • Positions: 5 Councillors
  • Report to: Alberta Municipal Affairs (AMA)
  • AMA Liaison: Scott Barton, Chief Administrative Officer
  • Council Meetings: 3rd Friday of each month
  • Committee Work: As determined by each committee
  • Volunteer hours: Approximately 30-150 hours per month, or more, project dependent

*If, after one or more candidates have withdrawn, the number of remaining candidates does not exceed the number of vacancies to be filled, the returning officer shall refuse to accept further withdrawals. (Local Authorities Election Act Section 32(2) )

2018 Nomination Packet: Will be available closer to the Election

 

Improvement District #4 (Waterton) Council

“What is Their Focus?”

The Province, through Alberta Municipal Affairs, is responsible for all functions of local government in the improvement districts, including the levy and collection of taxes. The residents of an improvement district (I.D.) elect representatives, who are subsequently appointed by the Minister, to an advisory council which assists in the administration of each district.

Because the village of Waterton lies within a National Park, Parks Canada is responsible for the infrastructure (roads, sidewalks, water, sewer, garbage, etc). The infrastructure is not the responsibility of Improvement District #4.

The ID Advisory Council’s purpose is to ensure that Waterton is managed by an enduring, collaborative, cost effective, and accountable local government to ensure that residents, businesses, and visitors enjoy a strong, safe, and viable community.

“…and What Are Their Priorities?”

  1. To participate in, encourage direction of, and give priority to the development of a healthy sustainable community in Waterton Park.
  2. To encourage, participate, and give direction to maintaining or improving the quality of lifestyle within the community.
  3. To work with all levels of government, residents, summer cottagers, and the commercial sector in the maintenance and improvement of the Waterton Community.
  4. To encourage, foster, and develop among its stakeholders, a recognition of the importance of the natural and cultural environment in the National Park Community.
  5. To promote educational, cultural, recreational, and community initiatives that will enhance a healthy, sustainable Waterton Community.

“Do I Want to be an ID#4 Councillor? What would it involve?”

  • New council members will be asked to complete Government of Alberta orientation sessions
  • Disregarding your personal agenda; understanding that you represent ALL people’s interests
  • Having a real interest in building a long-term vision for the Waterton community as a whole, including leaseholders, business owners, permanent residents and visitors
  • Creating, encouraging and sustaining synergetic relationships with Waterton community associations, Parks Canada, the Government of Alberta, third parties, ID employees and consultants
  • Recognizing the importance of maintaining a collaborative relationship with Parks Canada, even when it might run counter to your personal viewpoints
  • Consensus building skills within council
  • Working within the joint-venture agreement between the ID and WPCA in funding and managing assets
  • Valuable skills: meeting management (motions, discussions), strategic thinking and a business  or board experience that would contribute to developing policy, guidelines, budgets, contracts, financial statements, joint ventures, the role of governance, preparing grant applications, setting taxes and mil rates, etc.
  • There is little administrative support for councillors –  they are responsible for writing documents, committee meeting minutes, letters, reports, conducting research and distribution of communications
  • Willingness to travel – to attend meetings, for consultations, for research etc. May include Edmonton, Waterton, Lethbridge, etc.
  • Develop a thick skin – there will always be criticism, misinformation, demanding and/or conflicting agendas and managing too high or low expectations
  • Be willing to give up valuable ‘Waterton time’ - a portion of time previously spent with families, hiking, kayaking etc will be spent fulfilling council obligations.

The Waterton Community Joint Venture

The Waterton Community has a unique blend of Federal, Provincial, Municipal, and Community oversight and Leadership. This leadership is separate and distinct yet needs to act singularly in purpose, vision, and direction. The Waterton Community is evolving towards a common base for community decision-making and management. Part of this evolution has led to Improvement District No. 4 (ID4) and the Waterton Park Community Association (WPCA) entering into a Joint Venture Agreement to facilitate a vibrant, safe, beautiful, and sustainable “Model National Park Community”. The intent is to increase the cost efficiency and management effectiveness of local resources in building the administrative and operational capacity of the community.

The Waterton Community Joint Venture (“WCJV”) is a contractual arrangement between the ID#4 and the WPCA to jointly own, operate and manage the assets formerly owned by the ID#4 and the WPCA as well as to promote and provide new initiatives and opportunities that will benefit the Waterton Community (meaning the businesses, staff, residents and visitors in Waterton). Policy and oversight of the WCJV is provided by the Joint Venture Committee which is comprised of all ID#4 Councillors and all members of the WPCA Board of Directors. The ID#4 provides policy planning and funding initiatives to the WCJV and the WPCA provides operational and management services, such as staffing, administration, financial reporting, and project management services (using many hours of volunteer services from members of the ID#4 Council and WPCA Board).

The Joint Venture Committee has established a policy that requires any Projects undertaken by the Joint Venture must be for the benefit of the Waterton community (as defined above) and must generate sufficient revenues to repay capital costs over a reasonable amortization period with an appropriate rate of return on invested capital. This policy, in conjunction with the ID#4’s access to Provincial Government funding programs for municipalities, will allow vital community services to be provided to the Waterton community, particularly at a time when Parks Canada is withdrawing from some formerly traditional town site services.

The Council of ID4 and Board of Directors of the WPCA believe that the establishment of the Waterton Community Joint Venture (WCJV) will provide a long term sustainable and cost-effective structure for the ownership and management of existing and future assets and programs that will benefit the Waterton Community.

ID #4 and WPCA Joint Venture Initiatives:

Revenue generating initiatives contributing to providing long-term Community services without significantly impacting taxes:

  • Waterton Community Broadband Network, fiberoptic high-speed internet. This initiative has created an opportunity to sell broadband services to rural areas extending to Cardston, Pincher Creek and Castle Park.
  • Staff Housing – Renting staff accommodations to Waterton business owners who do not have enough staff housing. Housing includes the old teacherage and triplex buildings next to the Community Centre.
  • Campground Accommodations: Outside the park which serve Waterton visitors and also serves as alternative staff housing (Crooked Creek)
  • Waterton Golf Course and Waterton Community Centre

Services in the Community:

  • Providing funding and support to retain the local Post Office
  • Advocating for the return of RCMP services in the townsite
  • Recognizing the historical heritage of the residential community by establishing and operating Memorial Walls at the local Cemetery
  • Established the Waterton Foundation that provides funds to community projects and provides tax receipts.

Current Initiatives:

  • Working in concert with Parks Canada to establish a safe and effective invasive mussel prevention protocol to restore motorized watercraft on the lake
  • Redeveloping the ‘Lion’s Hall’ to become a revenue generating facility. The hall is an archival historic WWII building moved to Waterton from the British Commonwealth Air Training Base at Pearce, Alberta
  • Endeavouring to establish medical services in the village
  • Providing educational and environmental activities by hosting the annual Wildflower and Wildlife festivals.

Future Initiatives:

  • Developing leasing, long-term funding, management and maintenance strategies to continue operating the Waterton Lakes Golf Club
  • Management contract for another major revenue generating campground outside of the Park
  • Sponsoring more educational, environmental and cultural initiatives (e.g. Dark Sky Program)