The Council agenda package for the August 12th meeting consists of adopting the minutes from recent Golden Council meetings, the agenda going forward, and outlining a mix of administrative updates and community initiatives. Key topics include funding requests from local groups such as the Golden & District Historical Society and the Golden Food Bank, with details on their finances and proposed projects like a food procurement network and a grower’s collective farm hub. Council also reviewed infrastructure priorities, including revitalising the 1904 CPR Train Station, improving waste management, and advancing economic development strategies. The package also covers year-end financial statements for 2024, a review of corporate sponsorship policies, and ongoing work to strengthen community resilience and relations with Indigenous partners.
The Golden & District Historical Society (GDHS) presented an update on their key projects and financial requests to the Council [3, 6.A, 357].
Here’s a summary of their presentation:
Overview of the Golden & District Historical Society (GDHS)
- The GDHS’s mission is to preserve, promote, and present the diverse history of Golden and its neighbouring communities by collecting and preserving historical data and memorabilia, offering exhibits, and providing educational programs.
- It operates the Golden Museum and Archives, which is located in a purposefully built quonset building, and also includes other structures like the 1914 Brisco Schoolhouse and a 1904 Canadian Pacific Railway (CPR) Station.
- The Society also owns and maintains the “Donald Cemetery” in Area “A.
- The GDHS is a volunteer-based registered non-profit society with a fluctuating membership of 45 and many volunteers, employing one full-time Museum Manager/Curator/Archivist, federal-funded summer students, and occasional contract workers.
- Their fiscal year ends on March 31st.
Key Projects and Accomplishments (2024-2025 Fiscal Year) The GDHS highlighted several projects and funding opportunities guided by their strategic plan, including:
- 1904 CPR Train Station Study: Next Architecture was hired with support from the Columbia Basin Trust and Heritage BC to conduct a condition and feasibility study, resulting in a 75-page document outlining necessary work, costs, and layout options. Estimated construction costs for Option 1 (event space and office/co-workspace) are approximately $1,395,535. The building’s second floor windows and frames were replaced in 2016, and the roof in 2017.
- Grounds Revitalization Project: Received $25,000 from BC Gaming for Capital Improvements. This funded an automated sprinkler system installation in July 2024 and a landscaping refresh in Fall 2024, replacing overgrown foliage with native and drought-resistant varieties.
- Solar Energy System: Received a $15,000 grant from Destination BC in April 2024 to begin work on installing solar panels on the main museum building. This was leveraged with an additional $75,000 from Columbia Basin Trust and a $25,000 BC Hydro rebate to commission a system aimed at achieving net-zero energy use. Installation was delayed but started after the fiscal year-end.
- Staffing and Capacity Building: Received a second $72,000 allotment of Vancouver Foundation funding, which allowed for a two-year contract extension for Carmen Kors as Collections Manager.
- Summer Camp Program: Successfully ran its 14th year, providing 72 summer camp spots for children, addressing a “desperate need for childcare.” The program received $11,000 of financial support from the Golden and District Community Foundation after failing to secure Federal funding.
- Annual Events: Continued hosting successful annual events like Canada Day and the Fall Faire, with the latter drawing an estimated 1100 attendees despite poor weather. These events involved collaborations with various community partners.
- Emergency Preparedness: The Collections Manager and Executive Director attended a BC Heritage Emergency Response Network workshop in Kamloops to learn about mitigating damage from emergencies and salvaging artefacts.
- Swiss Guides Anniversary: Partnered with the Swiss Edelweiss Village Foundation in October 2024 to co-host and participate in the 125th anniversary of the Swiss Guides, attracting attendees from around the world.
- Visitor Engagement: Saw approximately 7300 guests in 2023, an increase of 800 visitors from the previous year. They assisted numerous individuals with research and genealogy searches.
- Community Collaborations: Collaborated with local organizations such as the Métis Nation Columbia River Society, the Golden Food Bank, and the Sikh Community of Golden.
Funding Requests and Financial Information The GDHS submitted an annual funding request and sought direction on utility fees:
- Annual Funding Request: They are requesting an annual funding contribution of $59,000 for their 2026-2027 fiscal year, to be shared between the Town of Golden and the Columbia Shuswap Regional District (CSRD). This amount was increased in 2024 to help counteract rising operational costs due to inflation. This contribution accounts for only 10-20% of the Society’s annual revenue. The museum’s annual budget is requisitioned regionally by the CSRD and cost-shared between Electoral Area A (53%) and municipal rate payers (47%).
- Utility Fees: The GDHS is seeking Council’s approval to continue the practice of not charging municipal utility fees for the land occupied by the Museum and Archives. This practice is presumed to have been in place since 1995, possibly in exchange for GDHS taking ownership and responsibility for the old CPR Station.
- If the practice is discontinued, staff would begin invoicing GDHS, and it’s presumed GDHS would request an increase in funding equal to the fees. This would allow the Town to indirectly recover a portion of these fees from the CSRD’s Electoral Area A tax base, as GDHS operations benefit both the Town and Area A.
- An additional $1,000 could be allocated for the year specifically to cover utility invoices, with any unused funds to be returned, if Council chooses to fund this expense.
- Financials:
- For the fiscal year ending March 31, 2025, the GDHS reported total assets of $657,328.66 and total liabilities of $55,028.03. Their net income for April 2024 through March 2025 was $120,467.45.
- Their proposed budget for the 2025-26 fiscal year projected a total income of $404,191.00 and total expenses of $403,987.99, resulting in a net income of $203.01.
- The preliminary budget for 2026-27 projects a total income of $343,300.00 and total expenses of $343,346.00, resulting in a net income (deficit) of ($46.00).
- The Society holds $180,000 in a 1-year GIC which has been internally restricted for a new collections building and capital improvements to the CPR train station.
Action Items (7.B):
These are items requiring a decision or action from the Council. For the meeting on August 12, 2025, the action items under 7.B External Correspondence are:
- 2025-06-17 Okanagan Regional Library Letter of Support for UBCM Ministerial Meetings. This letter outlines the Okanagan Regional Library’s request for Council’s support in advocating for a 20% increase in core provincial library grants, the establishment of a Social Wellbeing Grant, and a Climate Relief Grant at the upcoming UBCM convention.
- 2025-06-17 UBCM resolution Wastewater and Sewerage System Regulation. This refers to a resolution from the District of Coldstream Council, co-sponsored by the City of Vernon, District of Lake Country, and Columbia Shuswap Regional District, requesting the Province of British Columbia to undertake a comprehensive review and modernization of the Municipal Wastewater Regulation and Sewerage System Regulation.
- 2025-07-14 Request for Walkway Upper Donald Road. The details for this specific request are not provided beyond its title in the agenda.
- 2025-07-18 Doka Lisa Pizza at Whitetooth Brewing Company. This is a request from the owner of Doka Lisa Pizza, a mobile woodfired pizzeria, seeking permission to operate on the property of Whitetooth Brewing Company due to parking difficulties in their current designated area. The owner also highlights benefits such as opening up public parking spaces, using shore power instead of generators, and being able to offer more consistent hours and diversify the menu.
Informational Items (7.C):
These are items provided for the Council’s information, typically not requiring immediate action. For the meeting on August 12, 2025, the informational items under 7.C are:
- 2025-07-14 Sponsorship request – Métis Nation Columbia River Society. The Métis Nation Columbia River Society invited the Town of Golden to be part of their 2025 sponsorship program, which supports cultural initiatives, increases community visibility, and contributes to efforts toward Truth and Reconciliation. They are hosting their inaugural Métis Week celebration from November 16th to November 22nd.
- 2025-07-21 Downie Timber Forest Stewardship Plan Stakeholder Notice. This notice from Downie Timber Ltd. informs that they have prepared a new Forest Stewardship Plan for operations within the Revelstoke and Golden TSAs, which is available for public review and comment from July 21st, 2025, to September 22nd, 2025.
- 2025-07-22 Sponsorship request – Wildsight Golden Bear Fest 2025. Wildsight Golden is requesting $300 from the Town of Golden to help cover costs for their third annual Bear Festival in late September 2025. This event aims to celebrate keeping bears wild, educate the public on bear awareness, and empower the community to live alongside them respectfully and safely.
The Council Corporate Sponsorship Policy Review is an action item for the Town of Golden’s Regular Open Council meeting on August 12, 2025. The review aims to update the existing policy based on Council’s feedback.
Here’s a summary of the policy review:
Background of the Policy
- The Council Corporate Sponsorship Policy was first adopted by Council in July 2015.
- It represented a shift from a grant-in-aid program to a sponsorship-based program.
- The fundamental considerations in its development included:
- Clarity of purpose and the spirit and intent of sponsorship versus Grant in Aid.
- Simplicity in implementation, authority, and reporting.
- Bundling of traditional sponsorship activity into its context.
- The policy was also intended to reduce administrative workload compared to the previous grant-in-aid program.
- Since its implementation 10 years ago, the policy has not undergone a formal review process.
Current Policy and Administration
- The policy currently supports the sponsorship of people, events, initiatives, and projects.
- These sponsorships must advance at least one of the following criteria:
- Community goodwill.
- Corporate, political, and community recognition.
- Individual and collective accomplishment.
- Humanitarian, social, cultural, sporting, marketing, or economic enterprises.
- The fund is not to be used as a Grant in Aid, nor to support ongoing operations of any organization, nor in place of regular departmental advertising or sponsorship budget expenditures.
- The Mayor and Chief Administrative Officer (CAO) jointly and solely adjudicate proposals and determine sponsorship recipients, provided both parties agree, and no single sponsorship payment exceeds $1,000.
- An annual listing of fund expenditures is reported to Council prior to December 1st for review.
- The initial budget for the policy was $3,000 in 2015; the current budget for 2025 is $10,000. An additional $2,500 is budgeted for the Town of Golden bursary program and $7,000 for the GADSAR annual contribution for 2025.
Purpose of the Review and Proposed Adjustments
- The review was suggested by Mayor Oszust.
- Its purpose is to ensure the policy’s purpose, scope, and authority remain aligned with Council’s current priorities and community needs, and to refine processes for continuous improvement, clear guidance, transparency, and accountability.
- Staff have recommended the following adjustments for Council’s consideration:
- Create a simple application form for the program, to be posted on the Town’s website for transparency.
- Update “Section 6. Inclusions” to reflect current practices and gaps:
- Remove “Community Volunteer Award” and replace with sponsorship of the Peter Bowle-Evans Award, as committed by Council Resolution 22-211. The annual cost of $590 for this award would be applied to the Council Sponsorship Fund.
- Reconsider inclusion of “Chamber of Commerce Community Excellence Awards”, as no sponsorship payment has been made for these (excluding the Peter Bowle-Evans Award) since before 2019.
Decision Factors
- Strategic Lens: The policy review aims to align with Council’s principles and strategic goals.
- Communication: The updated sponsorship process will be communicated via the Town’s website and other channels.
- Financial: Any changes will be paid by residents in the form of increased or decreased utility fees over time, as residential waste and recycling collection is a self-funding program. The initial budget was $3,000 in 2015, increasing to $10,000 for 2025, plus additional allocations for bursaries and GADSAR. The current process involves minimal administrative requirements for staff.
Options for Council Council has three main options regarding the policy review:
- Direct staff to update the policy based on specific feedback provided by Council, and then bring back a draft for further consideration.
- Do not provide direction for updates, thereby confirming the continuation of the current policy.
- Provide alternative direction.
