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HomeMy WebLinkAbout2009-04-06 Committee of the Whole Meeting Agenda and Reports.pdfDistrict of Maple Ridge COMMITTEE OF THE WHOLE AGENDA April 6, 2009 1:00 p.m. Council Chamber Committee of the Whole is the initial venue for review of issues. No voting takes place on bylaws or resolutions. A decision is made to send an item to Council for debate and vote or to send an item back to staff for more information or clarification before proceeding to Council. Note: If required, there will be a 15 -minute break at 3:00 p.m. Chair: Acting Mayor 1. DELEGAT/ONS/STAFFPRESENTAT/ONS- (10 minutes each) 1:00 p.m. 1.1 World Police and Fire Games Triathlon - S. Ballantyne, CEO Iron Man Triathlon - D. Stanton, Race Director 2. PUBLIC WORKS AND DEVELOPMENT SERV/CES Note: Owners and/or Agents of Development Applications may be permitted to speak to their applications with a time limit of 10 minutes. Note: The following items have been numbered to correspond with the Council Agenda: 1101 RZ/015/08, 11252 Cottonwood Drive, RS -3 to RM -1 Staff report dated March 27, 2009 recommending that Maple Ridge Official Community Plan Amending Bylaw No. 6652-2009 and Maple Ridge Zone Amending Bylaw No. 6574-2008 to permit the construction of 81 townhouses be given first reading and be forwarded to Public Hearing. Committee of the Whole Agenda April 6, 2009 Page 2 of 4 1102 RZ/045/06, 11566 224 Street, First Extension Staff report dated March 30, 2009 recommending that a one year extension be granted for rezoning application RZ/045/06 to permit a four storey apartment building under the CRM (Commercial/Residential) zone. 1103 DVP/073/08, Northwest Corner of 248 Street and 100 Avenue, Roll #8429500000 Staff report dated March 17, 2009 recommending that the Corporate Officer be authorized to sign and seal DVP/073/08 to vary the carriageway road standard for this subdivision. 1104 Lower Jackson Farm (24554 102 Avenue) and Upper Jackson Farm (Lot A LMP 42378) at 100th Avenue and 248th Street Staff report dated April 1, 2009 providing information on the feasibility of a proposed allotment of the Lower Jackson Farm parcel to the District of Maple Ridge in exchange for advanced development on the Upper Jackson Farm and recommending that direction be provided on options outlined in the staff report. 1105 Municipal Equipment Purchase, One Articulated Rubber Tired Loader Staff report dated March 23, 2009 recommending that the contract for the purchase of a Case 621E Articulated Rubber Tired Front End Loader and Accessories be awarded to Parker Pacific Equipment Sales Ltd. and that the Corporate Officer be authorized to execute the contract. 1106 Municipal Equipment Purchase, Four Hybrid Vehicles Staff report dated March 28, 2009 recommending that the contract for the purchase of four hybrid Ford Escape vehicles be awarded to Metro Motors Ltd. and that the Corporate Officer be authorized to execute the contract. 1107 267 Street Local Area Service Staff report dated March 9, 2009 recommending that Maple Ridge 267 Street Water Services Bylaw No. 6623-2008 be given first, second and third readings and that Maple Ridge Water Service Amending Bylaw No. 6655- 2009 be given first, second and third readings. Committee of the Whole Agenda April 6, 2009 Page 3 of 4 1108 Award of Contract E03-010-069; PRV Station at Dewdney Trunk Road and Lougheed Highway Staff report dated March 31, 2009 recommending that Contract E03-010- 069; PRV Station at Dewdney Trunk Road and Lougheed Highway be awarded to Sandpiper Contracting LLP and that the Corporate Officer be authorized to execute the contract. 1109 2009 BC Disability Games Torch Relay Staff report dated March 31, 2009 recommending that the use of municipal streets be authorized for the 2009 BC Disability Games Torch Relay on Friday, April 17, 2009. 1110 Race the Ridge 2009 Bike Race Staff report dated March 31, 2009 recommending that the use of municipal streets be authorized for the Race the Ridge 2009 Bike Race on Saturday, April 25, 2009. 1111 12th Annual Vistas Run Staff report dated March 31, 2009 recommending that the use of municipal streets be authorized for the 12th Annual Vistas Run on Sunday, May 31, 2009. 3. FINANCIAL AND CORPORATE SERV/CES (including Fire and Police) 1131 2010 - 2014 Business Planning Guidelines Staff report dated March 31, 2009 recommending that the Business Planning Guidelines for 2010 through 2014 be approved. 4. COMMUNITY DEVELOPMENT AND RECREATION SERV/CES 1151 Public Art Administration Agreement and Public Art Steering Committee Bylaw Staff report dated March 30, 2009 recommending that the attached Public Art Management letter agreement with the Maple Ridge -Pitt Meadows Arts Council be approved, that Bylaw No. 6659-2009 be given first, second and third readings and that a Council representative be appointed to sit on the Public Art Steering Committee. Committee of the Whole Agenda April 6, 2009 Page 4 of 4 1152 Park Site at 239B Street and 130A Avenue Staff report dated March 31, 2009 recommending that the concept plan for the park site at 239B Street and 130A Avenue be approved. 5. CORRESPONDENCE 1171 6. OTHER ISSUES 1181 7. ADJOURNMENT 8. COMMUNITY FORUM COMMUNITY FORUM The Community Forum provides the public with an opportunity to speak with Council on items that are of concern to them, with the exception of Public Hearing by-laws that have not yet reached conclusion. Each person will be permitted 2 minutes to speak or ask questions (a second opportunity is permitted if no one else is sitting in the chairs in front of the podium). The total time for this Forum is limited to 15 minutes. If a question cannot be answered, the speaker will be advised when and how a response will be given. Council will not tolerate any derogatory remarks directed at Council or staff members. If a member of the public has a concern related to a Municipal staff member, it should be brought to the attention of the Mayor and/or Chief Administrative Officer in a private meeting. Other opportunities to address Council may be available through the office of the Manager of Legislative Services who can be contacted at 463-5221 or by e-mail at cmarlo@mapleridge.ca. Checked by: Date: MAPLE RIDGE Deep Roots Greater Heights DISTRICT OF MAPLE RIDGE TO: His Worship Mayor Ernie Daykin DATE: March 27, 2009 and Members of Council FILE NO: RZ/015/08 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: First Reading Maple Ridge Official Community Plan Amending Bylaw No. 6652-2009 and Maple Ridge Zone Amending Bylaw No. 6574-2008 11252 Cottonwood Drive EXECUTIVE SUMMARY: An application has been received to rezone the subject property from RS -3 (One Family Rural Residential) to RM -1 (Townhouse Residential), to permit the construction of 81 townhouses. This application also requires an amendment to the Conservation boundary in the Official Community Plan based on environmental assessments of the site. RECOMMENDATIONS: 1. That Maple Ridge Official Community Plan Amending Bylaw No. 6652-2009 be given first reading and be forwarded to Public Hearing; 2. That in accordance with Section 879 of the Local Government Act opportunity for early and on- going consultation has been provided by way of posting Official Community Plan Amending Bylaw No. 6652-2009 on the municipal website and requiring that the applicant host a Development Information Meeting, and Council considers it unnecessary to provide any further consultation opportunities, except by way of holding a public hearing on the bylaw; 3. That Maple Ridge Official Community Plan Amending Bylaw No. 6652-2009 be considered in conjunction with the Capital Expenditure Plan and Waste Management Plan; 4. That it be confirmed that Maple Ridge Official Community Plan Amending Bylaw No. 6652- 2009 is consistent with the Capital Expenditure Plan and Waste Management Plan; 5. That Zone Amending Bylaw No. 6574-2008 be given first reading and be forwarded to Public Hearing; and 6. That the following terms and conditions be met prior to final reading. i. Approval from the Ministry of Transportation; ii. Registration of a Rezoning Servicing Agreement as a Restrictive Covenant and receipt of the deposit of security as outlined in the Agreement; 1101 iii. Amendment to Schedule "B" & "C" of the Official Community Plan; iv. Registration of a geotechnical report as a Restrictive Covenant which addresses the suitability of the site for the proposed development; v. Road dedication as required; vi. Park dedication as required; vii. Registration of a Restrictive Covenant protecting the Visitor Parking. DISCUSSION: a) Background Context: Applicant: Owner: Legal Description: OCP: Existing: Proposed: Zoning: Existing: Proposed: Surrounding Uses North: South: East: West: Use: Zone: Designation Use: Zone: Designation: Use: Zone: Designation: Use: Zone: Designation: Existing Use of Property: Proposed Use of Property: Site Area: Access: W S Bissky Architect Inc. Wayne Bissky 664190 B C LTD Lot: 14, Section: 16, Township: 12, Plan: 27689 Conservation, Urban Residential Conservation, Urban Residentail RS -3 (One Family Rural Residential) RM -1 (Townhouse Residential) Townhouses RM -1 (Townhouse Residential) Urban Residential Townhouses RM -1 (Townhouse Residential) Urban Residential Single Family Residential, Cottonwood Creek RS -3 (One Family Rural Residential) Conservation Salamander Creek RS -3 (One Family Rural Residential) Conservation Vacant Townhouse Residential 4.6 HA (11.3 acres) Cottonwood Drive -2- Servicing: Companion Applications: b) Site Characteristics: Full Urban Multi -family Development Permit (DP/015/08), Development Variance Permit (DVP/015/08), Environmental Protection Development Permit (DP/019/08) The subject property, located in the Cottonwood area, is approximately 4.6 hectares in size and is impacted by two creeks, Salamander and Cottonwood, and two roads, Cottonwood Drive and 232 Street. The majority of the site, 3.99 hectares, is located on the east side of Cottonwood Drive, of that approximately 2 hectares is impacted by Cottonwood Creek and ravine system leaving approximately 2 hectares as developable area. Steep slopes in excess of 25 percent are centrally located on the site at the top of the Cottonwood Creek ravine. The entire area (0.558 hectares) located between 232 Street and Cottonwood Drive is impacted by Salamander Creek and its ravine system. Both of these creek systems are designed Conservation and the habitat protection area will be dedicated as park land as a condition of zoning the site. Project Description: The development application requests a rezoning from RS -3 (One Family Rural Residential) to RM -1 (Townhouse Residential) to allow for the construction of approximately 81 townhouse units. The development will be accessed by a single driveway located off of Cottonwood Drive. In terms of site design, the proposed buildings have been pushed to the west side of the site to respect the steep slopes east of blocks 11 and 8. The townhouse units range in size from 130m2 to 195 m2; all have three bedrooms on the top floor. The primary facade of the buildings will be vinyl siding and cedar shingles with cultured stone around the garage doors. Wood columns are also included in the design as architectural accents. All units are provided with two in -garage parking spaces, either tandem or double. Twenty-four visitor parking spaces will be provided throughout the site, 7 more than the required 17 spaces. A generous amount of landscaping is included around the housing blocks with more natural -style planting located behind the townhouses and community garden. A perimeter fence is proposed to discourage residents from entering into the Cottonwood ravine conservation area. The project includes amenity areas for both children and adults. A children's play area is located to the east of block 8. This well landscaped feature includes benches for adults and a paved pathway around the play structure accessible for wheelchairs and strollers. A community garden, located at the east end of the site is also proposed. This amenity includes up to 12 garden plots, a small utility shed, benches and deer fencing. Another feature of this development is the `living wall' proposed in the middle of the site for ground stabilization. c) Planning Analysis: Official Community Plan: The property is designated Urban Residential and Conservation. As all of 232nd Street and parts of Cottonwood Drive are designated major road corridors on Figure 4 of the Official Community Plan, -3- the property falls under the Major Corridor Residential category and the RM -1 (Townhouse Residential) zone correlates with this category. Major Corridor Residential Infill development must be designed to be compatible with the surrounding neighbourhood. As all other development on Cottonwood Drive is already built -out as townhouse residential, this proposal reinforces the physical pattern and characteristics of this established neighbourhood. Major Corridor Residential Infill developments are subject to Policy 3-20 of the Official Community Plan as follows: a) building forms such as single detached dwelling, duplexes, triplexes, fourplexes, townhouses, apartments, and small lot intensive residential development subject to Policy 3-21; The development as proposed is compatible with Policy 3-21. b) a maximum height of two and one-half storeys with an emphasis on ground oriented units for all developments except for apartments; The development proposal does not comply with this policy. Many of the buildings proposed in the townhouse complex are three storeys in height. The proponents have applied for a Variance to the height restrictions in the RM -1 (Townhouse Residential) zone as described below. c) a maximum height of four storeys for apartments; This policy does not apply to this development because the proposal does not include apartments. d) adherence to Development Permit Guidelines for multi -family and intensive residential developments as outlined in Chapter 8 of the Official Community Plan. An application for a Multi -Family Development Permit has been made under Chapter 8 of the Official Community Plan and will be the subject of a future report. An Official Community Plan amendment is being proposed to adjust the Conservation boundary. The proposed new conservation line is based on the 30 metre environmental setback measured from the top -of -bank of Cottonwood Creek. Zoning Bylaw: The proponent is requesting that the subject properties be rezoned from RS -3 (One Family Rural Residential) to RM -1 (Townhouse Residential) to allow for the construction of 81 townhouse units. A preliminary review of the plans in relation to the Zoning Bylaw requirements has revealed that the proposal will require three variances. Part 6, Section 602(6)(a) states that all building and structures shall be sited not less than 7.5 metres from a front, rear or exterior side lot line. The townhouse blocks facing Cottonwood Drive (Blocks 17-19) have been pulled slightly closer to the street to provide a friendlier street presence. The side corner of Block 1 also encroaches into the front yard setback area to provide for streetscape constancy with the adjacent amenity building belonging with the development to the north. -4- Part 6, Section 602(6)(b) states that all building and structures shall be sited not less than 4.5 metres to an interior side lot line for a wall with no windows to a habitable room or 6.0 metres for a wall with a balcony or a window to a habitable room. The southeast corner of Block 17 encroaches into the 6.0 metre required side yard setback. Part 6, Section 602(7)(a) states that all buildings and structures for two family residential and townhouse use shall not exceed a height of 10.5 metre nor 2.5 stories. The buildings currently range in height from 11.0 to 11.5 metres and many blocks are 3 stories in height. As such, a Development Variance Permit application has been received to vary the following: 1. To vary the minimum front yard setback from the 7.5 metres required to 6 metres for Blocks 17-19 and to 3.93 for the corner of Block 1. 2. To vary the minimum side yard setback from the 6.0 metres required to 4.5 metres for Block 17. 3. To vary the maximum building height in the RM -1 (Townhouse Residential) zone from 10.5 metres/2.5 storeys to 11.6 metres / 3 storeys. These variances are supportable due to site conditions and will be reviewed in a future report. Development Permits: This development is subject to a Multi -Family Development Permit as outlined in section 8.7 of the Official Community Plan. Accordingly, prior to the issuance of a building permit, the Development Permit must be reviewed and approved. A Multi -Family Development Permit is required for all new multi -family development on land designated Urban Residential. The purpose of a Multi -Family Development Permit is to enhance existing neighbourhoods with compatible housing styles that meet diverse needs and minimize potential conflicts on neighbouring land uses. An application for the Development Permit has been received. Adherence of this project to the guidelines of this permit will be provided for Council in a future report. A Watercourse Protection Development Permit is required for all development within 50 metres of the top -of -bank of all watercourse and wetlands as shown on Schedule C, Natural Features of the Official Community Plan. The Watercourse Protection Development Permit is established for the preservation, protection, restoration and enhancement of watercourse and riparian areas. An application for the Development Permit has been received. Advisory Design Panel: This application was initially reviewed by the Advisory Design Panel at a regular meeting held January 13, 2009. At that time the Panel discussed the application and made a few recommendations that were to be addressed by the applicant and be brought back to the Panel for re -review. -5- The application was brought back to the Advisory Design Panel at the March 10, 2009 regular meeting at which time the Design Panel supported the application and commended the applicant for positively resolving all the outstanding issues. Development Information Meeting: A development information meeting on Monday, May 26, 2008 at Kanaka Creek Elementary School was held by staff from Wayne Bissky Architecture. As per Council Policy 6.20, invitations were mailed to qualifying property owners (approximately 350), advertisements were placed in the local paper and a notice was attached to the development sign on site. Approximately 12 people attended the meeting with two comment sheets returned, both in support of the project. d) Interdepartmental Implications: Engineering Department: The Engineering Department has identified that all of the services required in support of the rezoning do not exist to the site. It will, therefore, be necessary for the applicant to enter into a Rezoning Development Agreement and post the required security to complete the necessary works prior to final reading. Additionally, significant road upgrading will be required to support this development proposal. Cottonwood Drive will be widened and constructed to a Collector road standard consistent with the arrangement north of this site. The intersection of 232 Street and Cottonwood Drive will also be upgraded to provide for three traffic lanes on the east leg of the intersection. The east side of 232 Street will also be constructed to a 9.5 metre Collector Standard width across the full frontage of the property. Fire Department: The Fire Department has no concerns with this development proposal. e) School District Comments: A referral was sent to the school district. No comments were received. f) Intergovernmental Issues: Local Government Act: An amendment to the Official Community Plan requires the local government to consult with any affected parties and to adopt related bylaws in compliance with the procedures outlined in Section 882 of the Act. The amendment required for this application, conservation boundary adjustment, is considered to be minor in nature. It has been determined that no additional consultation beyond existing procedures is required, including referrals to the Board of the Regional District, the Council of an adjacent Municipality, First Nations, the School District or agencies of the Federal and Provincial Governments. -6- The amendment has been reviewed with the Financial Plan/Capital Plan and the Waste Management Plan of the Greater Vancouver Regional District and determined to have no impact. g) Environmental Implications: The property is impacted by two watercourses, the protection area for these watercourses has been established and will be dedicated as park as a condition of zoning the site. CONCLUSION: The development proposal is in compliance with the land use designation on Schedule B of the Official Community Plan. Additionally, The dedication of approximately 2.6 ha (6.4 acres) of park land represents a significant long term benefit to the environment and the District in its efforts to achieve a linear park system for habitat protection. It is therefore recommended that first reading be given to Maple Ridge Official Community Plan Amending Bylaw 6652-2009 and Maple Ridge Zone Amending Bylaw 6574-2008 and it be forwarded to Public Hearing. Prepared by: Csikos ening echnician Director of Planning ‘k:4 Approved by: Frank Quinn, MBA, P.Eng GM: Public Works 8ypevelopment Services 4 1 Concurrence: . L. (Jim) Rule Chief Administrative Officer JC/dp The following appendices are attached hereto: Appendix A - Subject Map Appendix B - OCP Amending Bylaw 6652-2009 Appendix C - Zone Amending Bylaw 6574-2008 Appendix D - Site/Landscape Plan Appendix E - Typical Building Elevation -7- RP 1017 LMP 11097 1 i 11358 LMS 1184 LMS 3295 11388E BCP 25353 PARK BCP 25353 BCS 2464 P 25975 P 27689 Subject Property LMP 36954 PARK BCP25876 LMP 36190 LMS 4224 28 73334 LMP 36190 26 23342 BCS 126 LMP 34625 23358 BCS 189 LN\ SCALE 1:3,000 District of Pitt Meadows _45i ( Vatli�y 11252 Cottonwood Dr District of Langley MAPLE RIDGE CORPORATION OF THE DISTRICT OF MAPLE RIDGE PLANNING DEPARTMENT DATE: Feb 15, 2008 DP/015/08 BY: JV ApPe.nd�x CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6652-2009 A Bylaw to amend the Official Community Plan WHEREAS Section 882 of the Local Government Act provides that the Council may revise the Official Community Plan; AND WHEREAS it is deemed desirable to amend Schedules "B" & "C" to the Official Community Plan; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited for all purposes as "Maple Ridge Official Community Plan Amending Bylaw No. 6652-2009 2. Schedule "B" is hereby amended for that parcel or tract of land and premises known and described as: Lot 14 Section 16 Township 12 Plan 27689 New Westminster District and outlined in heavy black line on Map No. 772, a copy of which is attached hereto and forms part of this Bylaw, is hereby redesignated to Urban Residential. 3. Schedule "C" is hereby amended for that parcel or tract of land and premises known and described as: Lot 14 Section 16 Township 12 Plan 27689 New Westminster District and outlined in heavy black line on Map No. 772, a copy of which is attached hereto and forms part of this Bylaw, is hereby amended by removing from Conservation. 4. Maple Ridge Official Community Plan Bylaw No.6425-2006 is hereby amended accordingly. READ A FIRST TIME the day of , A.D. 200 . PUBLIC HEARING HELD the day of , A.D. 200 . READ A SECOND TIME the day of , A.D. 200 . READ A THIRD TIME the day of , A.D. 200 . RECONSIDERED AND FINALLY ADOPTED, the day of , A.D. 200 . MAYOR CORPORATE OFFICER 7 7383 /LMS 1184 1 ryrcn �� ,o 0.968 ha 1 7. 2.34 ha r _0 365 \2� 11 LMS 3295 LMP 30825 2j1355 Jr JO Tn LMP 11382 7'L LMP 11098 ' 173_ LMP 1[1096 n LMP 11 24'j13 113 AVE. - — — BCP 25353 o PARK o 0.587 ha 3 2 Pt A BCP 25353 Rem A 1 N N 8 P 25975 11 0 0) 0.520 ha 77267 h 71282 BCS 2464 ? 62 11229 d- (0rn N 0_ N3.994 o N Q 11252 7689 14 14 P 27689 0.558 ha — 3.994 ha BCP 30456 a LMP 2'• 86 f 11 If co PARK 1 J 1 / cV / /^ / / / /%� / / / / / / / /� u LMP 36954 PARK 0.531 ha PARK 0.832 ha BCP29968 BCP25876 (/ / / / 2 I ( / / 2.32 ha 11 LMP 36190 `\ \\LMS 4224. ' PARK / c2—\ 29 30 31 •'') 31 28 ��j''n ti 252 ?s3za 233 33 27 Q 23331 43 >> f'#S 1.52 ha / 23336 o PARK \ \ \ H // z LMP 36190 / 23342 cr 2,334 42 26 Lu 177ss \ t.08 ha \ �\ l 1 �\ \ 1 ` BCS 126 23350 25 36 41 @(p 1j�23 _1 [ MP 34675 \ 1 \ 23358 3T . h,0 vADLI RIDG- OFFICIAL COVV,\ITY Bylaw No. 6652-2009 Map No. 772 From: Conservation To: Urban Residential SLA\ • AV_\DI\G 1:2500 4 MAPLE RIDGE British Columbia /ppe.,dix c, CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6574-2008 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 - 1985 as amended. WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 6574-2008." 2. That parcel or tract of land and premises known and described as: Lot 14 Section 16 Township 12 Plan 27689 New Westminster District and outlined in heavy black line on Map No. 1428 a copy of which is attached hereto and forms part of this Bylaw, is hereby rezoned to RM -1 (Townhouse Residential) 3. Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the day of , A.D. 200 . PUBLIC HEARING held the day of , A.D. 200 . READ a second time the day of , A.D. 200 . READ a third time the day of , A.D. 200 . APPROVED by the Minister of Transportation this day of , A.D. 200 . RECONSIDERED AND FINALLY ADOPTED, the day of , A.D. 200 . PRESIDING MEMBER CORPORATE OFFICER 1/383 PARK \ /LMS 1184 �1 0.968 ha ' 71 2.34 ha r ` 2� 1365 j LMS 3295 LMP 30825 u, t'2j1355 LMP 11382 II u-1 104 LMP 11098 LMP 11096 1 iLMP 11383 2°e11 113 AVE. - — BCP 25353 o PARK o 0.587 ha 2 Pt A BCP 25353 e Rem A w M N °BCS 2464 P 25975 11 0 o) 0.520 ha 11257 co 'n 11282 2 62 11229 � co rn co N a N J 0� N 11252 P 27689 14 14 P 27689 0.558 ho 3.994 ha BCP 3045E a. J LMP 2 86 I I 11 3 PARK I 1 J o 1 1 / cV 111 I J Q . / 1 ! / //,,t,n �! /Q7 1 11 Ig LMP 36954 PARK 0.531 ha / PARK 0.832 ha BCP29908 BCP25876 1 ! ! 1! 2 1 f l / 2.32 ha II rl LMP 36190 ,,LMS 4224 PARK '-1 29 30 31 '_r�, N n�`\ 32 28 0 �3y5II 4 ?33za i5 33 43 27 0 23331 >>i. 'pS y } 1.52 ha 23335 0 PARK \ `j I LMP 36190 (� 34 2623342 W 4�13s \ rni \ 1 1.08 ho '\ \, BCS 126 1 len x n a 1 A L L 2 ° 1 25 36 B, f.2 "22 23358 47 3 vALE RIDG- ZO\- AV Bylaw No. 6574-2008 IVap No. 1428 From: RS-3(One Family Rural To:' RM -1 (Townhouse Residential) -\31\C Residential) 1:2500 Ali MAPLE RIDGE British Columbia Append; .� 11 iii 619 21 astsmnt 9111011329 ePeue3 •38 'a6PRI eldeyy •av0 pooMuouop Zsz t t luaudoIanaa aWOgUMoy Pesodo.b suoITenel3 �. 614 )10018 s o 2 n47-5 U0Y s « s L 9 }rte a 3 3N 0F: 5 Ua 1y L N 0 a` 8 0 0 8 z N'o L 8 E c 1=1311111111111111 Jp 1,I:{1= 1"3i19III i 99 EVEN ►� 1 111111111 1111111111111111 �!!►. Il�ti MI i`1V�If;'I� i 1111111)!1JNIIIulWDIIIIDIIIIII1 V1': W w cor 1r wo W w Xw W Block # 19 East Elevation South Elevation S 8 R iqp pen x E IC i1 1 11111 Il-il E E West Elevation rn U 0 00 MAPLE RIDGE ritish Co-Limb/E. Deep Roots Greater Heights DISTRICT OF MAPLE RIDGE TO: His Worship Mayor Ernie Daykin DATE: March 30, 2009 and Members of Council FILE NO: RZ/O45/O6 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: Rezoning - First Extension 11566 224 Street EXECUTIVE SUMMARY: The applicant for the above noted file has applied for an extension to this rezoning application under Maple Ridge Development Procedures Bylaw No. 5879-1999. This application is to permit a four storey apartment building under the CRM (Commercial/Residential) zone. RECOMMENDATION: That a one year extension be granted for rezoning application RZ/O45/O6 and that the following conditions be addressed prior to consideration of final reading: i) Approval from the Ministry of Transportation; ii) Registration of a Rezoning Servicing Agreement including the deposit of security as outlined in the Agreement; iii) Registration of a geotechnical report which addresses the suitability of the site for the proposed development; iv) Registration of a Restrictive Covenant protecting the Visitor Parking. DISCUSSION: a) Background Context: Applicant: Owner: Tarsem Gill K B S Development Ltd. Legal Description: Parcel 1, except part dedicated road on Plan LMP42O53, DL 398, Gp 1, NWD Plan LMP13237 OCP: Existing: Commercial Proposed: Commercial -1- 1102 Zoning: Existing: Proposed: Surrounding Uses: North: South: East: West: RS -1 (One Family Urban Residential) CRM (Commercial/Residential) Use: Restaurant Zone: C-3 (Town Centre Commercial) Designation: Commercial Use: Haney Bypass Zone: Designation: Use: Townhouse Zone: RM -3 (High Density Apartment) Designation: Urban Residential Use: Vacant Zone: M-1 (Service Industrial) Designation: Commercial Existing Use of Property: Proposed Use of Property: Access: Servicing: Companion Applications: Vacant, previously single family residential Apartment 224 Street Full Urban DP/045/06, VP/045/06 This application is to permit a four storey apartment building. A requirement of the development process included the site into a Development Permit Area to ensure the form and character of the development at the Building Permit stage. The following dates outline Council's consideration of the application and Bylaw 6527-2007: The First Reading report (see attached) was considered on March 11, 2008; First Reading was granted March 11, 2008 Public Hearing was held April 15, 2008; Second and Third Reading was granted on April 22, 2008. Application Progress: The applicant has been working closely with District staff and is currently working on the following improvements to the proposed project. • Widening the distance between the building base and retaining wall to ensure adequate emergency access. • Extending of the walkway from the amenity area to the sidewalk to the south to allow for increased pedestrian circulation. • Separating residential and visitor parking for increased security for residents. 2 • Relocating the park bench from Ministry of Transportation land to the south to private property. • Adding bicycle parking as required under the Off -Street Parking Bylaw. The applicant is also seeking a Highway Use Permit from the Ministry of Transportation in support of landscaping the Ministry of Transportation land to the south. Prior to the adoption of the Town Centre Area Plan and Maple Ridge Town Centre Development Permit Area Guidelines, a Section 219 Restrictive Covenant for the LEED (Leadership in Energy and Environmental Design) was required for proposal as a condition of Final Reading. With Council's adoption of the Town Centre Area Plan and Maple Ridge Town Centre Development Permit Area Guidelines, the requirement for this restrictive covenant is no longer required and has now been replaced with the Town Centre Area Green Building Checklist, which lists 34 initiatives categorized under • Building setbacks, form, mass, and height; • Building facades, materials, and colour; and • Building site considerations. The Green Building initiatives encourage developers to design their projects in an environmentally responsible and sustainable way. To ensure that these initiatives are implemented, this checklist will form part of the Town Centre Development Permit required for this proposal. Alternatives: Council may choose one of the following alternatives: 1. grant the request for extension; 2. deny the request for extension; or 3. repeal third reading of the bylaw and refer the bylaw to Public Hearing. CONCLUSION: The applicant has been actively pursuing the completion of this rezoning application and has applied for a one year extension. Final consideration will be applied for once all outstanding items have been completed. 3 Prepares •y Adina ung Planning T.chnician Ap! =d by. - •. 'ick- g, CP, MCIP Direc or of Planning Approved by: Frank Quinn, MBA, P.Eng GM: Public Works & Development Services Concurrence: J.E. (Jim) Rule Chief Administrative Officer AL/d p The following appendices are attached hereto: Appendix A: Subject Map Appendix B: Maple Ridge Zone Amending Bylaw No. 6527-2007 Appendix B: First Reading Report n PARK g Appendix A CALLAGHAN AVE. Rb A CV 85354Q 40 I !WS3379 A 11617 11595 CO 4 Rem SUBJECT PROPERTY ti 129 65880 B P 86773 NWS 3383 C P 87404 Ft, P FYI yA -9SS City of Pitt Meadows 1 11566 224 STREET SCALE 1:1,500 1 ��GiRI�IrsitNl':- a�@P� :mow -:<_= K� 6 District of `, Langley ERASER R. — MAPLE RIDGE ariiish Coh,mbia CORPORATION OF THE DISTRICT OF MAPLE RIDGE PLANNING DEPARTMENT DATE: Mar 30, 2009 FILE: RZ/045/06 BY: PC tqfpe4d4 8 CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6527-2007 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 -1985 as amended. WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 6527-2007." 2. That parcel or tract of land and premises known and described as: Parcel 1 Except: Part Dedicated Road on Plan LMP42053; District Lot 398 Group 1 Plan LMP13237 New Westminster District. and outlined in heavy black line on Map No. 1414, a copy of which is attached hereto and forms part of this Bylaw, is hereby rezoned to: CRM (Commercial/Residential) 3. Maple Ridge Zoning Bylaw No. 3510 -1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the 11th day of March, A.D. 2008. PUBLIC HEARING held the 15th day of April, A.D. 2008. READ a second time the 22nd day of April, A.D. 2008. READ a third time the 22nd day of April, A.D. 2008. APPROVED by the Minister of Transportation this day of , A.D. 200 . RECONSIDERED AND FINALLY ADOPTED, the day of , A.D. 200 . MAYOR CORPORATE OFFICER �t' •• mo ,19 N 1116 6 f 11654 B 22 21 20 >>.'q RP 52214F SII 18 1/2 84 85 P 41741 o_ 155 A1165 &OII A1155 176:5-8T RP 6192/RP 5637 II I! 83 A P 76188 P 82887 A ryNL'i 111r,12 CD P �2 Ln �w �' N 155 13 PARK 14 �^, Nti P 1 ao 1164 .834 ha SII 464 �— »sso- / /1n 1 IIS d _ I I N EP �� 12.5 i Igo_86 2248 N ry BRICKWOOD CLOSE CALLAGHAN AVE. 8422—. g 'r CALLAGHAN AVE. ti,,''/ �L- n � 8 tip 4273 �' Rc�5976$ . A 7 ` c)/16,j, •a 18 22289 W _ "I, O 2' of 26 b r. NQS 3379354 Q. ��di P 41741 23 �� a _ RW 41952 4 3 n N N 13 20 co co 25N A 88 » 1161. s9 RP Rem 90 P 41741 N ry .a a Rem 82880 A d. 2 ' 116.. 6 w 116 AVE. `cP • <r� wry 24cp ry 1/6 IN p 116 Rem. 9 .22 155 g6�7�a, ° Rp qF A na. 15 11587 o »s>z / h 0.596 ha f l58Q R m I 14ci_ 11573 Rm. 91 RA 65g$0 RTm RP 675$ �I / Pe 41741 .. 1 »556 IN 1\ 7 >a� Riv£R R.0 k X25 RA ■ 'l• il'B N 9 Rem 1� pcl.fi rP 7,55,=v� 58284 a B I Po q) 77 3 P 86773 Re RP 7' 77m Rem 1 SMP 053 /\'' +� A! 44)/ r e/ y3j3 NWS 3383 C P 87404 11579 Rem. 115 P 58321 _— BDY (RP 7373) NAT. NAT. BDY NAT.(RP NAT. RPS Rp EPN 35 0069748 �}' &-- - � ■ 15654E CgNg01 � -- BDY3(5) 4605) qN SSS L pAC'/FlC Rp 966• h M RA1�wAY p BDY (P 15554F) / 61,... 8 22 NAT. BDY (P 43961C) Sk' 18.,>8 F� ITS ii' 77Q , ss ^')h� Go Q fVAPLI Bylaw No. Map No. From: To: RIDG- ZO\E AV 6527-2007 1414 RS -1 (One Family Urban CRM(Commercial/Residential) =\DI\G Residential) 1:2500 I MAPLE RIDGE British Calum6Ia MAPLE RIDGE Errlrsh Co[urnbia DISTRICT OF MAPLE RIDGE 4,pe idi C TO: His Worship Mayor Gordon Robson DATE: February 26, 2008 and Members of Council FILE NO: RZ/045/06 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: First Reading Maple Ridge Zone Amending Bylaw No.6527-2007 11566 224 Street EXECUTIVE SUMMARY: An application has been received to rezone the subject property from RS -1 (One Family Urban Residential) to CRM (Commercial/Residential), to permit the construction of a four storey apartment building. This application is in compliance with the Official Community Plan. RECOMMENDATIONS: 1. That Zone Amending Bylaw No. 6527-2007 be given first reading and be forwarded to Public Hearing; and 2. That the following terms and conditions be met prior to final reading. ✓ i) Approval from the Ministry of Transportation; ii) Registration of a Rezoning Servicing Agreement including the deposit of security as outlined in the Agreement; iii) Section 219 Restrictive Covenant for the LEED (Leadership in Energy and Environmental Design) Green Building Rating System components that will be included on the final project design plans. iv) Registration of a geotechnical report which addresses the suitability of the site for the proposed development; v) Registration of a Restrictive Covenant protecting the Visitor Parking. DISCUSSION: a) Background Context: Applicant: Owner: Tarsem Gill KB S Development Ltd. Legal Description: Parcel 1, except part dedicated road on Plan LMP42053, DL 398, Gp 1, NWD Plan LMP13237 OCP: Existing: Proposed:: Zoning: Existing: Proposed:: Surrounding Uses: North: Use: Zone: Designation: South: Use: Zone: Designation: East: Use: Zone: Designation: West: Use: Zone: Designation: Existing Use of Property: Proposed Use of Property: Access: Servicing: Companion Applications: b) Project Description: Commercial Commercial RS -1 (One Family Urban Residential) CRM (Commercial/Residential) Restaurant C-3 (Town Centre Commercial) Commercial Haney Bypass Townhouse RM -3 (High Density Apartment) Urban Residential Vacant M-1 (Service Industrial) Commercial Vacant, previously single family residential Apartment 224 Street Full Urban DP/045/06, VP/045/06 An application has been received to rezone the subject property from RS -1 (One Family Urban Residential) to CRM (Commercial/Residential), to permit the construction of a four storey wood - frame apartment building. The building is located on 224th Street, adjacent to the Haney Bypass. Underground parking will be provided with access from the cul-de-sac on 224 Street at the northwest corner of the site. There is no vehicle access or egress from Haney Bypass at this location, however a pedestrian walkway is proposed as part of this development to connect 224th to the Haney Bypass. Currently the RS -1 (One Family Urban Residential) zoned lot is vacant and is designated for multi -family housing in the Maple Ridge Town Centre Concept Plan. Design Details: The proposed building contains 35 units and totals 2,940 m2 (31,648 sq. ft.) of floor space. On a lot area of 1940 m2 (20,894 sq. ft.), the building is proposed to have a Floor Space Ratio of 1.5. -2- The development site is located within the Maple Ridge Town Centre and therefore, a LEED (Leadership in Energy & Environmental Design) checklist is required and will be attached to the property title through a covenant, along with the final building plans. The LEED checklist has been submitted by the architect and shows that the project is expected to achieve 30 points, which is equivalent to a LEED certified building. Some LEED components proposed for the project include a green roof, maximized density, water efficient landscaping, water use reduction, the use of regional materials, and the use of low -emitting materials (LEED checklist attached as Appendix E). The building form and exterior finishes have been designed to complement the existing character of the neighbourhood, in particular the architectural heritage of the Haney House. The project will include traditional materials such as horizontal siding and brick. The building steps back from the street at the south west corner adjacent the Haney Bypass to provide visual interest and to allow for increased view opportunities for property owners while preserving the view corridor along 224th Street. In addition, the proposed roof line provides for a lower building profile and allows opportunities to provide visual interest to the project by including a roof top garden and a roof top amenity area. The proposed roof top garden and deck will be oriented to take advantage of the views to the South and the project has large windows on all sides to maximize view potential. Parking Bylaw Requirements: The required number of off-street parking spaces is 46 residential spaces and 7 visitor spaces. 46 residential spaces and 6 visitor spaces are proposed, a shortfall of 1 visitor space. In addition, a maximum of 10% of the parking spaces is permitted for small cars and 12% of the parking spaces are proposed for small cars. The applicant has applied for 2 variances to the Maple Ridge Parking Bylaw to permit these changes to the parking requirements. A restrictive covenant to protect the visitor parking stalls is a condition of rezoning. c) Planning Analysis: Official Community Plan: The subject site is designated as Commercial in the Maple Ridge Official Community Plan. Although a commercial use is not included in this development, the proposed CRM (Commercial/Residential) zoning for the site aligns with the Official Community Plan Zoning Matrix in Appendix C and this zone permits apartment as a principle use. Maple Ridge Town Centre Concent Plan In the Town Centre Concept Pian, which has been endorsed by Council, the designation for the subject site is proposed as Multi -Family Housing with a density of 25-62 uph/10-25 upa and a -3- building height of two to four stories. The development proposal is for a four storey apartment with a density of 180.4 uph/72.9 upa. The Planning Department is currently preparing the Maple Ridge Town Centre Area Plan, based on the Concept Plan vision, and supports the density and use proposed for this site. Zoning Bylaw: The property meets the minimum lot width, lot depth and lot area requirements of the CRM (Commercial/Residential) zone. A preliminary review of the development plans has revealed that the proposal will require 1 variance to the Zoning Bylaw. This variance request is outlined in the Development Variance Permit section below. Development Variance Permit: A Development Variance Permit application has been received to vary the following: 1. Zoning Bylaw - Building height to accommodate the rooftop trellis. 2. Parking Bylaw- Reduced number of parking spaces (53 spaces required, 52 spaces provided). 3. Parking Bylaw- Increased ratio of small car parking spaces (maximum of 10% of spaces for small cars allowed, 12% of spaces for small cars provided). These variances will be reviewed in a future report to Council. Development Permit: The proposed development will be subject to a Development Permit for form and character. The Development Permit Guidelines that apply to this proposal are the Multi -Family Guidelines and the Regional Town Centre Guidelines for Port Haney. An application for the Development Permit has been received by the Planning Department and will proceed concurrently with this rezoning application. Advisory Design Panel: The proposed project was reviewed by the Advisory Design Panel on January 8, 2008 and was given general support by the panel but recommended that revisions to the proposal be submitted to Planning staff to address the following: • Reconsideration of streetscape to avoid exposed retaining walls. In response, the landscaping drawings have been revised. Plants and climbing vines have been added to provide screening for concrete surfaces along the street frontage and to aid in minimizing crime concerns. -4- Development Information Meeting: A Development Information Meeting was held January 31, 2008 between 6:00-8:30 PM. Notice of the meeting was mailed out to all residents and owners within 50 metres of the subject property on January 14th, 2008 and notice of this meeting was published in the local newspaper. The meeting was facilitated by the property owner and project architect. A total of 14 people from the community attended the meeting. Comment sheets were made available at the entry to the meeting however no one provided written comments. In general, the community verbally expressed their support for the proposal. d) Interdepartmental Implications: Engineering Department, The Engineering Department reviewed the servicing for the development and provided their comments as follows: • 224tStreet, south of 116 Avenue is to be finished to provide a fire lane and sidewalk. • The availability of a sanitary sewer to serve this site is questionable. • Storm Sewer and Drainage work are required. • A new hydrant on the west side of 224 Street is required. • A site water service connection is required. • As the proposed building will be built into a hillside a preliminary geotechnical report in support of the proposal is required. • Utility company service connections must be underground. • The building site will be cut down below the existing ground by about 4 meters in the northeast corner. The applicant should work with the property immediately to the east to achieve a more compatible match between developments and reduce the height of retaining wall along the east side of this site. Parks & Leisure Services Department: The Parks & Leisure Services Department have identified that after the project is completed they will be responsible for maintaining the street trees. In the case of this project it is estimated that there will be an additional 8 trees which is based on one tree per lot; final servicing design will provide exact numbers. The Manager of Parks & Open Space has advised that the maintenance requirement of $25.00 per new tree will increase their budget requirements by $200.00. Fire Department: A site plan showing road footage on 224 Street that includes slope grading of street and access to main stairs as well as driveway access to the underground parking must be submitted to the Fire Department for approval. -5- e) Intergovernmental Issues: Future road improvements being considered for this area that are adjacent to this site are located on lands owned by the Ministry of Transportation. This application is being referred to the Ministry of Transportation for comments. f) Environmental Implications: This site slopes considerably and the intent of this application is to build a building into the hillside. The applicant has provided a preliminary geotechnical report in support of the proposal. No watercourses pass through the subject property. CONCLUSION: The proposed CRM (Commercial/Residential) zone conforms to the land use designation in the Official Community Plan. It is therefore recommended that application RZ/045/06 be favourably considered and that Maple Ridge Zone Amending Bylaw No. 6527-2007 (Appendix B) be read a first time and be forwarded to Public Hearing. Prepared by: Erika Syvokas PlanTe nician Approved by: rank Quinn, MBA, P.Eng GM: Public Works & De - .p ent Services Concurrence: J. . (Jim) Rule ief Administrative Officer The following ap• -ndices are attached hereto: Appendix A - Subject Map Appendix B- Bylaw No. 6527-2007 Appendix C- Site Plan Appendix D -Architectural Plan Appendix E- Landscape Plan Appendix F- Green Roof Plan Appendix G- LEED Checklist -6- CP F. w C7 [11 CV CALLAGHAN AVE. v 1) M 25 N N 4^ 23 rce A 11617 A 11613 22 yr A P 85354 Mitis 3379 11595 rt. Subject Property B P 86773 NWS 3383 C P 87404 District of Pitt Meadows SCALE 1:1,500 District of Langley 11566-224 St CORPORATION OF THE DISTRICT OF MAPLE RIDGE PLANNING DEPARTMENT DATE: Nov 7, 2007 VP/045/06 BY: JV ippencIx8 CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6527-2007 A Bylaw to amend Map "A" forming part of Zoning Bylaw No. 3510 -1985 as amended. WHEREAS, it is deemed expedient to amend Maple Ridge Zoning Bylaw No. 3510 - 1985 as amended; NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge, in open meeting assembled, ENACTS AS FOLLOWS: 1. This Bylaw may be cited as "Maple Ridge Zone Amending Bylaw No. 6527-2007." 2. That parcel or tract of land and premises known and described as: Parcel 1 Except: Part Dedicated Road on Plan LMP42053; District Lot 398 Group 1 Plan LMP13237 New Westminster District. and outlined in heavy black line on Map No. 1414, a copy of which is attached hereto and forms part of this Bylaw, is hereby rezoned to: CRM (Commercial/Residential) 3. Maple Ridge Zoning Bylaw No. 3510 -1985 as amended and Map "A" attached thereto are hereby amended accordingly. READ a first time the day of , A.D. 200 . PUBLIC HEARING held the day of , A.D. 200 . READ a second time the day of , A.D. 200 . READ a third time the day of , A.D. 200 . APPROVED by the Minister of Transportation this day of , A.D. 200 . RECONSIDERED AND FINALLY ADOPTED, the day of , A.D. 200 . MAYOR CORPORATE OFFICER r V. »61547 B a 20 55 A \ P 76188 CALLAGHAN AVE. EP 59768-7 Pcl. 768- Pcl. \ RP 619 P 82887 A N IN 22JJ3 EP 7786: 22J45 N 'O 1:1W N 22,191 -p 7764 .464 I CALLAGHAN AVE. rn U) RP 5637 .B34 ho 6RICKW00D CLOSE h13en co 116 AVE. cP 1.3 0.596 ha 175.7.5 129 RP 6$880 P 41741 P 85773 NWS 3383 P 87404 Rem. 115 P 56321 NAT BDY (RP 7373) NAT. BDY (RP 5335) NAT. BDY (RP. 4605) NAT. BDY (P 15654F) NAT. BDY (P 43961C) 1111/1... .;53 MAPLE Bylaw No. Map No. From: RIDGE ZONE AMENDIN G 6527-2007 1414 RS-1(One Family Urban Residential) To: CRM(Commercial/Residential) 4 MAPLE RIDGE DrIiisn CalurnLia v\ 1:2500 filer vS 100 haw _a MI 3 11 Btu a wmett dembe M.11 • iw •w— .:v 1113EE11111111 MI WI I jl>! 111 ti f1 1111111R1i M ! � �11 1 =J; ,qp,da- £ I Ie13111e1k11 - W3.'L . _1CI*1.P.1 DUO JOS NUMBER: 06-044 'amu-= • A. {114LIJC-34^..Y`I.'7:1Z: 44.1:k8•11. A. ®1 • rret C MAfl84 yr( 10/1/ 104 memo S10.1 a0114 II PMR WW1 /14440101814 ta01VR NO 44411 KN 4.44041540, BIB • 4400/5 04000440 KAI 400 um. 1010,34 • or B OW'#CRLL04 IVORAN ¢A JRA 1 10444,101 lM en O 044R•64:nA1e6 50.4 1043414 W 1B8RA' WPM 5vi8A CY11®S 7414: IUD 1 C0M5 dWES MIR W 70 4 41114 MOM0CMJ00 WA u1, 3MP 130811 • PPM T11ARCA "MU 140AM 51Rl4MlA111tlL0 101 CAL 144 1.10, log © • wow* MM18AA WM. ROW 1®444101.041 004 C/C1)M SIM MO CIL0 110.0 04401a x44486/483[ ]3440:010 e 34411.0.4 .004044:01 Mt Oaf, 444444!8101.41. KMo 04 mem As 8 MBIA WHIM&twin,. f1K/ARIA .2518:6007 AR 8 /04488 Yew ♦34•0443*' caw. slIvaan.. 481 43 404 410 4 0.01/0 .14440114/-4 WI/2M04/IIN' MAW. LW 515 4950:4004 04 4 60001.5* 3M1811 MIK 068417' 0147801.1 MI 7108,•004 05 10 0740CAVIR 104480.11! 4.415 RACeWI 41•I042N 30,18[.4081 44 14040004 EA II 84348018MALA 403014 MOM FM 4850,7001 UI 4 110455.455 1841071/04 MM. MMI: BMI R M 071084448 7440 f11411A 141248117004444.4 M 50463111 R 4 18181144 01804110* 1854004.4 401480 821184.418'44 m 4 0)4148485 06.40.477 /Me WV 143 POT, 6004 7 77 WO S CA 8044701486' 1801 914,10044 M 1 88A00EIO11644 114441 0114 04O400eB1m3P43 9104,60184 I q !! oF£ iii o1 ti iht 1 ^ li i M:f Mt Ma ith 1111 .:.. .. :.. ...r 6 i *;3 ti 1 x i I E& c 'S51rlli °IIIA tP 1x1 1 1Yi :111 II!! it Ng Yt g 1 ' DD3S3 g !hi 3 ihf lii iuBE !.. Ill !€i ill! 114 F Y 4 fd ! ig ii G Is 1 „ 1 [WV8 s £t6 1 & .6t 0l 111; 211111 I !I"i1 !I °ee 1 1441! Tib 1 1011 s et i t ,.b+�+ d'?.� / 4.4 e 4.7 r, '1t HI 1,;, 1IIIIiaMEI Ho F Y 1� SI I111 A G -lt 1 2 1 [PLAN T nCI"ILDULE ouo oe Rwll[Rr nsoe. I NU'Ofr AU/ kE EPEE Ci 1499 1 i 1s h ,S Zp�eg Bgtlbl- qt 1 i B 1 it Qie�E 1 giiiy 1 110F 1 siill'i I I R. hol: 1 hol: s 1 Pilo 1 filo 1 ir,, 1 ow r0 x ie Yes ? No PAM MEM MEM EMU 111111131 MUM MEM Yes ? No Yes ? No Kr - .EL .:anada-NC 1.0 Project Chet...list Prereq 1 Erosion & Sedimentation Control Credit 1 Site Selection Site Credit 2 Development DensityRequired Credit 3 Redevelopment �� D- rte-( Jy.( 1 Credit 4.1 Alternative Transportation, 'Publ c Trans �� ��� Credit 4.2 Alternative Transportation, Bicycle Storage & Transportation ng Room 1 ccess Credit 4.3 Alternative Transportation, Alternative Fuel Vehicles 1 S Credit 4.4 Alternative Transportation, Parking�►c�L �n Credit 5.1 Reduced Site Disturbance, Protectr Restore Open1 Capacity—QfLOCz: Credit 5.2 Reduced Site Disturbance, Development��'� �� 1 Space Credit 6.1 Stormwater Management, Rate and Footprint Credit 6.2 Stormwater Management, Treatment 1 Credit 7.1 Heat Island Effect, Non -Roof 1 Credit 7.2 Heat Island Effect, Roof 1 Credit 8 Light Pollution Reduction•_;; 1 Append;x g Project Name City, Province 1.04 aacct�•.. Credit 1.1 Water Efficient m Landsca Credit 1.2 Water Efficient Landscaping, Reduce by 50% — Pp c ,t. Credit 2 p g. No Potable Use or No Irrigation -- i t �*�l Innovative Wastewater Technologies Credit 3.1 Water Use Reduction, 20% Reduction i t _lG c,1J .. Credit 3.2 Water Use Reduction, _ Prereq 1 Prereq 2 Prereq 3 Credit 1 Credit 2.1 Credit 2.2 Credit 2.3 Credit 3 Credit 4 Credit 5 Credit 6 Fundamental Building Systems Commissioning Minimum Energy Performance CFC Reduction in HVAC&R Equipment Optimize Energy Performanc Renewable Energy, 5% Renewable Energy, 10% Renewable Energy, 20% Best Practice Commissioning Ozone Protection Measurement & Verification Green Power Required Required Pnik1g _T .R_ . Required IFIet.AiK11› to 10 1 1 1 1 1 s emFere. LEEt) ,F._p___T[ RcA- fico CaGBC LEED Canada -NC Checklist RECEIVED NOV ?2007 Page 1 Y Yes ? No Prereq 1 Credit 1.1 Credit 1.2 Credit 1.3 Credit 2.1 Credit 2.2 Credit 3.1 Credit 3.2 Credit 4.1 Credit 4.2 Credit 5.1 Credit 5.2 Credit 6 Credit 7 Credit 8 MEM `:100 MEM OEM CUM NESE 10j0� min EMI 111111131 ooi.1 01111111 Loo Yes ? No Storage & Collection of Recyclables Building Reuse: Maintain 75% of Existing Walls, Floors, and Roof Building Reuse: Maintain 95% of Existing Walls, Floors, and Roof Building Reuse: Maintain 50% of Interior Non -Structural Elements Construction Waste Management: Divert 50% from Landfill Construction Waste Management: Divert 75% from Landfill Resource Reuse: 5% Resource Reuse: 10% Recycled Content: 7.5% (post -consumer + Y2 post-industrial) Recycled Content: 15% (post -consumer + Y2 post-industrial) Regional Materials: 10% Extracted and Manufactured Regionally �cCftt( '1 { G4 TE Regional Materials: 20% Extracted and Manufactured Regionally 4- I74. Rapidly Renewable Materials 1 Certified Wood 1 Durable Building - Nscprx Vic, D C.{M D(7. / F ie S/ Required 1 1 1 1 1 1 1 1 1 Prereq 1 Prereq 2 Credit 1 Credit 2 Credit 3.1 Credit 3.2 Credit 4.1 Credit 4.2 Credit 4.3 Credit 4.4 Credit 5 Credit 6.1 Credit 6.2 Credit 7.1 Credit 7.2 Credit 8.1 Credit 8.2 Minimum IAQ Performance Environmental Tobacco Smoke (ETS) Control Carbon Dioxide (CO2) Monitoring - Ventilation Effectiveness -0 C..3I MI ux Construction IAQ Management Plan: During Construction Construction IAQ Management Plan: Testing Before Occupancy Low -Emitting Materials: Adhesives & Sealants Low -Emitting Materials: Paints and Coating Low -Emitting Materials: Carpet Low -Emitting Materials: Composite Wood and Laminate Adhesives Indoor Chemical & Pollutant Source Control Controllability of Systems: Perimeter Spaces Controllability of Systems: Non -Perimeter Spaces Thermal Comfort: Compliance Thermal Comfort: Monitoring Daylight & Views: Daylight 75% of Spaces Daylight & Views: Views 90% of Spaces ammo norm mom Emu rano Yes ? No X30 I O1 -T4 'prPtsCCJLSSiC wl`-C'aiSC-t-C CaGBC LEED Canada -NC Checklist Page 2 Credit 1.1 Credit 1.2 Credit 1.3 Credit 1.4 Credit 2 Innovation in Design --6, C - Sc.e er lc, HP Innovation in Design Innovation in Design Innovation in Design LEED® Accredited Professional Required Required 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Project Totals (pre -certification estimates) 70 Points Certified 26-32 points Silver 33-38 points Gold 39-51 points Platinum 52-70 points MAPLE RIDGE rItish Columbia Deep Roots Greater Heights DISTRICT OF MAPLE RIDGE TO: His Worship Mayor Ernie Daykin DATE: March 17, 2009 and Members of Council FILE NO: DVP/073/08 FROM: Chief Administrative Officer ATTN: CoW SUBJECT: Variance Permit Northwest corner 248 Street & 100 Avenue, Roll #8429500000 EXECUTIVE SUMMARY: A Development Variance Permit application has been received in support of the subdivision application for the above noted property to vary the Subdivision and Development Services Bylaw No. 4800-1993, Schedule B and Schedule C to vary the 7 metre carriageway road standard required for this subdivision to the 6 metres currently available. This variance is supported in the Engineering Department. RECOMMENDATION: That the Corporate Officer be authorized to sign and seal DVP/073/08 respecting property located at the northwest corner 248 Street & 100 Avenue, Roll #8429500000 DISCUSSION: a) Background Context Applicant: Damax Consultants Ltd. Owner: Harry W Redmond, Norma R Redmond Jennifer C Redmond, Craig S Redmond Legal Description: Lot: A, Section: 3, Township: 12, Plan: LMP42378 OCP: Existing: Low Density Urban Proposed: Low Density Urban Zoning: Existing: A-1 (Small Holding Agricultural) Proposed: A-1 (Small Holding Agricultural) Surrounding Uses North: Use: Residential Zone: SRS (Special Urban Residential) Designation Low/Medium Density Residential South: Use: Residential Zone: RS -3 (One Family Rural Residential) Designation: Urban Reserve 1103 East: West: Use: Zone: Designation: Use: Zone: Designation: Existing Use of Property: Proposed Use of Property: Site Area: Access: Servicing: Previous Applications: Requested Variance: b) Project Description: Residential RS -3 (One Family Rural Residential), A-2 (Upland Agricultural) Urban Reserve & Agriculture Gravel pit & farm RS -3 (One Family Rural Residential) Agricultural Vacant Residential 9.603 Hectares (23.7 acres) 248 Street Community water to be provided at subdivision, Private Septic systems RZ/087/05, DP/087/05, SD/087/05 To reduce the required carriageway width from 7 metres to 6 metres. The property was rezoned to A-2 (Upland Agricultural) by Municipal Council on November 27, 2007 to permit the subdivision into 4 parcels no smaller than 2 hectares each. The site is approximately 8.9 hectares in size and has road frontage on Jackson Road, 100th Avenue and 248 Street; access to the new home sites will be restricted to 248 Street as a condition of subdivision. There is presently an equestrian trail on 248 Street which will remain. The Approving Officer has issued a letter of preliminary approval for subdivision which has identified that the required width and construction standard for the proposed new road (248 Street) does not meet the standard as set out in the Subdivision and Development Servicing Bylaw. The road carriageway of 248 Street is 6 metres wide while the current standard rural road carriageway width is 7 metres. A Development Variance Permit is required to retain the 6 metre wide carriageway. The Engineering Department is supportive as it is felt that the existing road accommodates the current traffic and three additional lots will not add significantly more traffic volume. c) Alternatives: Without the Development Variance Permit, the proponents would be required to widen the road to the required 7 metre rural road standard which would also mean relocating a well established, well vegetated drainage ditch. -2- CONCLUSIONS: Three additional lots will not create a significant increase in traffic volume and the Variance application is supported by the Engineering Department. It is therefore recommended that this application be favourably considered and the Corporate Officer be authorized to sign and seal DVP/073/08. Prepared by-; en Csikos PI ninuE Technician pprove en g, MCP, MCIP Director of Planning Approved by: Frank Quinn, MBA, P.Eng GM: Public Works & Develo•,u.ervices Concurrence: J.L. (Jirfi) Rule Chief Administrative Officer i' JC/dp The following appendices are attached hereto: Appendix A: Subject map - 3 - Municipal gravel pit NWP 6502 Provincial gravel p11 NWP 10788 Pcl. "K" Rem N 1/2 of NE 1/4 Section 3 Township 12 LMP 42378 Rem A Subject Property 100 AVE. P 16340 8 14 13 12 P 16340 11 P 16340 10 33 P 29247 10180 29 P 1208 Rem 16 0104 P 36818 30 10076 0040 P 1208 Rem 17 P 338C m City of Pitt Meadows SCALE 1:3,000 District of Langley `FRASER R, - 248/Jackson/100 MAPLE RIDGE Br IIsh Columbia CORPORATION OF THE DISTRICT OF MAPLE RIDGE PLANNING DEPARTMENT DATE: Mar 5, 2009 VP/073/08 BY: PC 4 MAPLE RIDGE British Columbia Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Ernie Daykin DATE: April 1, 2009 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: COW SUBJECT: Lower Jackson Farm (24554 102nd Avenue) and Upper Jackson Farm (Lot A LMP 42378) at 100th Avenue and 248th Street EXECUTIVE SUMMARY: The owners of the Jackson Farm property recently approached the District to discuss the feasibility of giving the Lower Jackson Farm parcel to the District of Maple Ridge, in exchange for advancing development on the Upper Jackson parcel. On March 16, 2009, staff were directed to prepare a detailed report on the acquisition of Jackson Farm for discussion at Committee of the Whole. The following memorandum provides an overview of Official Community Plan policies and issues pertaining to the Upper and Lower Jackson Farm parcels. Based on this review it is clear that the existing Official Community Plan policies do not support the advancement of development into Thornhill. Should Council wish to proceed with this exchange, the report identifies a number of conditions that should be satisfied prior to advancing development into the area. RECOMMENDATIONS: That the staff report dated April 1, 2009 entitled Lower Jackson Farm (24554 102nd Avenue) and Upper Jackson Farm (Lot A LMP 42378) at 100th Avenue and 248th Street be received as information; and That if Council wishes an exchange of the Lower Jackson parcel for development on the Upper Jackson parcel, that staff be directed to proceed based on the parameters outlined in Option 2 contained on page 12 in this report. BACKGROUND: Lower Jackson Farm - this description refers to the parcel of land at the south-west corner of Jackson Road and 102nd Avenue. Not included are the adjacent westerly and easterly parcels. The westerly parcel at 22426 102nd Avenue has had a separate Certificate of Title since 1945 (possibly earlier). The easterly parcel is owned by the District of Maple Ridge. This property is 15.07 hectares in area, and is situated outside of the Urban Area Boundary. It is Zoned RS -3 One Family Rural Residential and is Designated Agricultural in the Official Community Plan. 1104 LANE ONO A E URBAN AREA BOUNDARY Lower Jackson farm Current Status of the Lower Jackson Farm: AV • Official Community Plan: Agricultural Zoning: RS -3 (One Family Rural Residential) Agricultural Land Reserve: removed in 2002 Metro Vancouver Green Zone: remain in the Green Zone of the Livable Region Strategic Plan Chronology of Events: o The Lower Jackson site was designated Park in the 1996 Official Community Plan following the completion of the Albion Growth Study. o In 1994 the Lower Jackson property was included in the Green Zone of the Liveable Region Strategic Plan o The Official Community Plan designation as Park was first reconsidered in the 2001 Parks, Recreation and Cultural Plan. o The property was removed from the Agricultural Land Reserve in 2002 o In 2003, the property owners applied to amend the Official Community Plan to include the Jackson farm property within the Urban Area Boundary and to provide for urban residential use of the property. The applicants were advised that the application could not be processed until the Green Zone issue was resolved. o Council removed the Park designation upon the adoption of the 2006 Official Community Plan. o In July 2006, Council requested consideration of removal from the Green Zone for "starred" properties identified on the Official Community Plan Land Use Schedule (Schedule B), including Jackson Farm. o On March 16, 2007, the Metro Vancouver Board resolved to refer the "starred" properties to the Regional Growth Strategy Review process. o On November 22, 2007, the Provincial Government passed Order In Council 768 (Greater Vancouver Regional District Regional Growth Strategy Exemption Regulation) which permitted an amendment to the Regional Plan. 2 o On March 31, 2008 Council resolved to forward the starred properties, including Jackson Farm to the Region for consideration for removal from the Green Zone subject to the Order in Council. o On October 24, 2008 the Metro Vancouver Board denied the request by the District of Maple Ridge for the removal of Jackson Farm from the Green Zone. It is noted that the request for removal from the Green Zone is still being considered further to the March 16, 2007 Metro Vancouver Board decision to refer the request to the Growth Strategy Review. o In 2008, the property owners submitted a subdivision application to subdivide the property into 7, 0.8 hectare lots, utilizing the existing RS -3 One Family Rural Residential zone. o The Parks, Recreation and Cultural Master Plan update is currently underway and it is anticipated it will be completed in 2009. The Master Plan may identify whether or not Jackson Farm is required for future District wide park purposes. Upper Jackson Farm (Lot A, LMP 42378): The property referred to as the Upper Jackson Farm is located at the north-west corner of the intersection of 100th Avenue and 248th Street. URBAN AREA BOUNDARY LA VIII 1111PMNR111 IOU l 111111111 plale f�lll"QI ::t 1111-140 11111 Current Status of the Upper Jackson Farm: Upper Jackson farm N • Official Community Plan: Urban Reserve Zoning: A-1 (Small Holding Agricultural) Agricultural Land Reserve: not in the ALR Metro Vancouver Green Zone: not in the Green Zone of the Livable Region Strategic Plan The property is 8.956 hectares in area and is designated Urban Reserve in the Official Community Plan. The zoning of the property is A-1 (Small Holding Agricultural). In 2006, an application was received to rezone the subject property from RS -3 (One Family Rural Residential) and A-2 (Upland Agriculture) to A-1 (Small Holdings Agriculture), to permit the 3 subdivision into approximately 4 lots. This application is still open as there is one outstanding condition to be fulfilled. ACQUISITION OPTIONS: Following the Metro Vancouver Board decision to deny the request for removal of the Lower Jackson parcel from the Green Zone, the property owners have been in discussion with various members of Council and have met with staff to discuss options. During these discussions, the property owners agreed to the District retaining an Appraiser to conduct a Market Value Assessment for the Lower Jackson parcel, and to determine a value of the land should a density transfer be pursued. The following is a summary of some of the options discussed to date. 1. Land Swap: The idea of a land swap was discussed. In such a case, the District could exchange one or more parcels of District owned land, for the Lower Jackson parcel. The property owners were not opposed to this notion, but stated a preference for developing the Upper Jackson parcel. 2. Purchase: It was noted that the District could purchase the Lower Jackson parcel from the Property Owners. The Owners appeared to be amenable to this option. 3. Transfer of Density to Land in the Urban Area Boundary and outside of the Urban Reserve: This option would transfer the value from the Lower Jackson parcel to a parcel within the Urban Area Boundary. The Owners stated that they currently did not have another development parcel within the Urban Area. 4. Transfer of•Density and Advance Development in the Urban Reserve: This option was presented by the property owner and involves "dedicating" the Lower Jackson parcel to the District in exchange for advancing development on the Upper Jackson Parcel. It is this option that the owners have identified as the preferred option. The following section of this report will discuss the appraisal results and issues to be resolved should Council proceed with this option. ADVANCE OF DEVELOPMENT IN THE URBAN RESERVE: As noted earlier in .the report, the site is zoned A-1 (Small Holding Agriculture) and has received preliminary approval for four residential lots. The property owners are proposing that the Official Community Plan be amended to redesignate the site from Urban Reserve to Urban Residential, and that the site be rezoned from A-1 (Small Holding Agriculture) to R-1 (Residential District) to permit the development of approximately 113 lots (minimum lot size 371 m2). A conceptual concept plan prepared by Damax Consulting Ltd, for the Upper Jackson parcel was submitted to the District and is attached to this report, as information. It should be noted that this proposal has not been reviewed or discussed thoroughly with the proponents and it is only a proposal at this stage. If Council decides to proceed with the advancement of development, the final land development plan may change. APPRAISAL: In consideration of the Damax Consultants Ltd. proposal, the District retained Equity Valuation and Consulting Services to provide the District with a valuation to assist in determining whether the exchange of land has an economic foundation. The Appraiser does note that the report does not 4 contain sufficient detail to stand on its own and recommends that the District obtain a full, self contained appraisal in the event it proceeds beyond the discussion stage. His work to date helps to set the scope of the value of the proposal for the District. The Appraiser prepared a summary of land value for the Lower Jackson parcel based on an assumption that there is potential for 7 RS -3 One Family Rural Residential lots. A similar summary of development was then prepared for the Upper Jackson Farm parcel. The first assessment was based on the potential subdivision of 4, 2 hectare, A-1 (General Agriculture) lots and the second assessment was based on approximately 113 R-1 (Residential District) lots, as proposed by the owner. The appraisal report concludes that the transfer of density from the Lower Jackson, to the Upper Jackson Parcel, as proposed on the concept plan submitted by Damax Consulting Ltd (113 R-1 lots) appears prudent, as the value received by the District will offset or slightly exceed the value received by the property owner. PLANNING ANALYSIS Official Community Plan: The following is an analysis of the policies contained in the Official Community Plan and how they relate to the proponents proposal. The advancement of development in the Thornhill Urban Reserve is not consistent with numerous Official Community Plan Policies. Those policies are as follows: • Growth Management: Section 2.1 of the Official Community Plan provides policy direction regarding the settlement patterns and growth opportunities within the District. The policies note that the majority of growth is to occur in the Urban Area Boundary where services are readily available or infrastructure is already in place. Within the Urban Area Boundary growth is directed towards the Regional Town Centre, Community Commercial Nodes, and neighbourhoods with area plans. The following policies are relevant to this report: 2-3 Within the Urban Area Boundary, growth will be directed to the Regional Town Centre, Community Commercial Nodes, areas with area Plans, and other locations where Official Community Plan policies are satisfied. 2-5 Maple Ridge will limit urban scale development to areas where: a) the best use of existing physical, community and social infrastructure can be made; b) neighbourhood compatibility criteria are met; c) the infrastructure can be provided in a manner that is efficient and cost effective for the municipality; and d) the development is consistent with Regional policies and plans such as the GVRD Green Zone and Liquid Waste management Plan. The advancement of development in the Urban Reserve is not consistent with the Growth Management policies in the Official Community Plan since growth is clearly directed elsewhere in the community and is limited to areas where the use of infrastructure is efficient and cost effective, and is consistent with Regional Policies and Plans. A detailed discussion regarding Regional Implications is found later in the report. The issue of Neighbourhood Compatibility speaks to the form of development proposed and is also discussed later in this report. 5 • Residential Policies: The Upper Jackson parcel is located in Thornhill and is designated Urban Reserve in the Official Community Plan. Section 3.1.5 of the Official Community Plan contains the five policies that state the timing and conditions under which development in the Urban Reserve may occur in the future. Policy 3-26 states that until the established triggers/milestones and an area plan, have been achieved, the minimum parcel size for lands designated Urban Reserve is 2.0 hectares (5 acres). The policies are as follows: 3-22 Maple Ridge will avoid non-contiguous expansion of the Urban Area Boundary. 3-23 Maple Ridge will not support urban level densities in the Urban Reserve until an Area Plan is adopted pursuant to policy 3-25. 3-24 Maple Ridge will retain the Thornhill area as a long term Urban Reserve area. Urban development will not be supported in the Thornhill Urban Reserve Area until the population threshold exceeds 100,000 people for the District and residential capacity within the existing urban area is approaching build -out. 3-25 Prior to urban development occurring in the Thornhill Urban Reserve, the following must have been achieved: a. approval of an amended Regional Context Statement by the Greater Vancouver Regional District (GVRD) Board; b. approval of an extension to the Fraser Sewer Area by the Greater Vancouver Sewerage and Drainage District (GVS&DD) Board; c. An Area Plan adopted by Council which includes, but is not limited to: i. policies regarding the types of residential development , land use patterns. minimum density requirements, and appropriate phasing for the area; ii. a fiscal impact assessment study; iii. identification of environmentally sensitive areas, ecosystems and the impact of development; iv. agricultural impact assessment to minimize the impact of development on adjacent farm lands; v. an aquifer groundwater management study; and vi. a transportation plan that includes an integrated system which balances all modes of transportation, including transit. 3-26 Until policies 3-24 and 3-25 are satisfied, the minimum parcel size for subdivision of land designated Urban Reserve is 2.0 hectares. The Official Community Plan is the main land use and growth management tool that is adopted by the District and regularly used to guide development applications and inquiries. Based on the above policies, the advancement of development to the Thornhill Urban Reserve is clearly not supported by the Official Community Plan. The proposed land use would require an Official Community Plan amendment from Urban Reserve to Urban Residential, prior to the triggers and milestones prescribed in the Plan being satisfied. It is also noted, that until an Area Plan for Thornhill is prepared, the policies state that the minimum parcel size is to be 2.0 hectares. In addition to the actual bylaw requirement of changing the land use designation, Council would be indicating that it does not supports the Official Community Plan policies in this instance. 6 • Municipal Services: Section 9 of the Official Community Plan notes that municipalities should view infrastructure in the broad context and should consider all related costs associated with community or site specific development. The following policy applies: 9-4 Maple Ridge has adopted and supports the GVRD Liquid Waste Management Plan and will comply with the policies contained within the Plan. • Compatibility: The purpose of this report was to explore the acquisition of the Lower Jackson Farm property, and as a result, the discussion in the report has been focused on the strategic policies within the Official Community Plan. At this point, a detailed review of the site plan submitted by Damax Consultants Ltd has not been conducted, but it is noted that the density does not appear to be consistent with the Compatibility policies contained in the OCP. For example, the policies require that development be consistent with the site design, setbacks, and lot configuration of the neighbourhood, and that density be gradually transitioned on a site. The Upper Jackson Parcel is bounded to the north by an existing SRS (Special Urban Residential) development with lots ranging from 837m2 to 0.182 hectares in area; to the east by Rural Residential development and lands designated Agricultural and within the Agricultural Land Reserve; to the south by 0.4 hectare Rural Residential properties; and to the west by an operating gravel pit that is operated by the Ministry of Transportation, and the Lower Jackson parcel. Should Council wish to proceed with advancing development in Thornhill, a detailed analysis of the proposed context plan would be undertaken, and changes to the proposal would result from that review. The specific policies that apply are as follows: 3 - 21 All Neighbourhood and Major Corridor Residential infill developments will respect and reinforce the physical patterns and characteristics of established neighbourhoods, with particular attention to: a) the ability of the existing infrastructure to support the new development; b) the compatibility of the site design, setbacks, and lot configuration with the existing pattern of development in the area; c) the compatibility between building massing and the type of dwelling units in the proposed development and the surrounding residential properties; d) the location, orientation, and visual impact of vehicle access/egress in relation to: i. adjacent developments ii. the street iii. the pedestrian environment e) minimizing adverse parking and traffic impacts on the existing neighbourhood; f) a gradual transition of scale and density through the design of building mass and form, such as: i. reduction in building heights at the edges of a development; ii. location of lower density components towards the perimeters of a site; and iii. concentration of density to the centre of a development or towards a non- residential boundary; g) retention and preservation of significant trees, other natural vegetation, and environmental features ; 7 h) maintaining adequate light, view and privacy for residents on adjacent properties or in adjacent neighbourhoods; i) conservation of special landscapes such as gardens, or built -form features, including heritage buildings, that contribute to the unique character of a neighbourhood. The above noted policies would be the foundation for the review of the proposal. Generally speaking, the adjustment of this proposal with the existing residential development to the north, and an operating gravel pit to the west, appears to present transitional difficulties and will need to be the subject of further discussion. In the absence of a larger area plan for Thornhill, it is difficult to assess how this proposal will affect properties that remain in the Thornhill Urban Reserve. Other Related Policies The Official Community Plan also contains a number of policies that prescribe the requirements that Council should address when considering development applications. For example, the Urban Reserve policies identify the studies that must be done prior to urban development occurring in Thornhill. However similar policies are also located in other sections of the Official Community Plan. Those policies are as follows: • Water Resources: The Water Resource section of the Official Community Plan acknowledges that many rural residents rely on groundwater for their potable water supply. These resources are vulnerable to contamination and overuse beyond recharge capacity. Figure 8 identifies the general location of the Grant Hill Aquifer. Since the Aquifer appears to be on the north-eastern corner of the lot, the following policies must be considered: 5-36 Maple Ridge recognizes the importance of ground water as a significant source of drinking water in non -urban areas and will promote the protection, maintenance, and restoration of groundwater quality outside the urban area. 5-37 Maple Ridge will require an evaluation of groundwater flows, conducted by a qualified environmental professional, for new development that is adjacent to areas reliant on well water. Development proposals that cannot ensure adequate groundwater flows, sufficient water quality or mitigate potential impacts to existing and surrounding well water systems will not be supported. • Agricultural Policies As noted earlier in this report, a portion of the Upper Jackson Farm parcel is bounded immediately to the east by lands within the Agricultural Land Reserve. Section 6 of the Official Community Plan states that Maple Ridge will protect the productivity of agricultural land by requiring that Agricultural Impact Assessments and Groundwater Impact Assessments be required for non- farm development. The policies also state that larger farm units should be preserved through the gradual reduction of densities on properties adjacent to agricultural land. Those policies are: 6 -12 Maple Ridge will protect the productivity of its agricultural land by: b) requiring agricultural impact assessments (AIAs) and Groundwater Impact Assessment of non-farm development and infrastructure projects and identifying measures to off -set impacts on agricultural capability; 8 c) preserving larger farm units and areas by using appropriate buffers such as roads, topographic features, watercourses, ditching, fencing, or gradually reduced residential densities on properties adjacent to agricultural land;... The current proposal will need to be assessed based on these policies, particularly on the principle of gradually reducing residential density on properties adjacent to agricultural land. • Municipal Services: Section 9 of the Official Community Plan notes that municipalities should view infrastructure in the broad context and should consider all related costs associated with community or site specific development. The following policy applies: 9-2 Maple Ridge will consider the use of life cycle fiscal impact analysis (capital cost, replacement, and annual operating and maintenance costs of municipal infrastructure, community service, and administration) as a tool for assessing the fiscal performance of major development proposals, area plans, and Urban Area Boundary adjustments. The advancement of development into the Upper Jackson parcel will require the servicing of the property with water and sanitary sewer service. The District Engineering Department has not examined the provision of water and sanitary services to all of the Thornhill Urban Reserve. As well, the capability of the extension of water and sanitary services provided to adjacent parcels must be examined to confirm capacity. It is further noted that the District's Capital Program is based on the Official Community Plan land use designations and accompanying policies, and was not envisioned to accommodate development in this area, in the foreseeable future. The expansion of services into this area will likely result in capital improvements that were not budgeted for in this capital planning horizon. NEIGHBOURING PROPERTIES: Staff was directed to prepare this report on the acquisition of Jackson Farm and have had preliminary discussions with the owners of the property. Not included in these discussions was the owner of the 1.2 hectare parcel at the north-west corner of the Jackson Farm property. It is noted that this parcel has had its own Certificate of Title since 1945 (possibly earlier) and is not considered to form part of the Jackson Farm property. Should Council proceed with the acquisition of the Lower Jackson Farm, consideration would need to be given to the future use of this parcel and separating it from the Jackson Farm process. It is also noted that if development is advanced for the Upper Jackson parcel, there are seven. parcels situated to the immediate south that will possibly become isolated. These properties are predominately 0.4 hectare (1 acre) in size and are designated Urban Reserve in the Official Community Plan. Should the Upper Jackson parcel be designated for Urban Residential use, these 7 parcels will be bounded by lands in the Agricultural Land Reserve to the south, west and east, and by urban residential use to the north. These owners will likely have concerns about the future development potential of their land. 9 REGIONAL IMPLICATIONS As noted previously in the report, the Lower Jackson parcel is designated Agricultural, and is situated outside of the Urban Area Boundary delineated on the Generalized Future land Use Schedule of the Official Community Plan (Schedule B). Since the property remains within the Livable Region Strategic Plan Green Zone, consideration of Official Community Plan or Zoning amendments to facilitate development occurring on the property would be considered to be contrary to the Regional Plan. An Official Community Plan amendment to redesignate the Lower Jackson site to Park would be consistent with the goals of the Regional Plan as it would represent a change within Green Zone categories (i.e. Agricultural to Park). Regional Context Statement: Section 1.4 of the Official Community Plan contains the Regional Context Statement which is required according to Part 25 of the Local Government Act. The Regional Context Statement identifies the relationship between the Official Community Plan and the Livable Region Strategic Plan. Any deviation from the Regional Context Statement will require an amendment and Metro Vancouver Board Approval. The following are the references to the timing of development in the Thornhill Urban Reserve: Under the heading "Achieve a Compact Metropolitan Region", item (d), 6th and 7th bullet, states: "the municipality will work towards consistency between the OCP and LRSP over time and will:... • retain Thornhill as a long term Urban Reserve area, with the timing for expansion dependant upon the population exceeding 100,000 and residential capacity approaching build -out. The policies further identify the conditions that need to be achieved prior to development, including approvals from GVRD for any necessary amendments to the regional context statement and for extension of the Fraser Sewerage Area, and the requirements to prepare an area plan, adopted by Council that includes, but is not limited to: o policies regarding the types of residential land use patterns, maximum density requirements and appropriate phasing for the area; o a fiscal impact assessment; o identification of environmentally sensitive areas and potential development impacts; and o requiring agricultural impact assessment and groundwater impact study to minimize the impact of development on adjacent farms lands and aquifer. • Natural Features policies to protect land and water resources and air quality, implement an environmental management model, and prepare for climate change are also applicable to the Thornhill Urban reserve area." Since the Regional Context Statement has embedded the triggers and milestones stated in the Urban Reserve section of the Official Community Plan, any urban form of urban development proposed on the Upper Jackson parcel will, require an amendment to the District's adopted Regional Context Statement. This has been confirmed by Metro Vancouver. Council may wish to consider the timing of a request to amend the Regional Context Statement as they are engaged in the review of the Regional Strategic Plan. Once the Strategic Plan has been adopted, all affected municipalities must review their Regional Context Statements, as they relate to the new Plan, and resubmit them to the Region for approval. The Region is proposing to adopt the Plan by the end of 2009, or early 2010. 10 Fraser Sewerage Area As noted previously in this report there are a number of references to limiting urban development to areas where development is consistent with Regional policies and plans such as the Liquid Waste Management Plan. The Thornhill Urban Reserve is not within the Greater Vancouver Sewerage & Drainage District (GVS&DD) Fraser Sewerage Area, and for that reason is not serviceable at this time with sanitary sewer. Inclusion in the Fraser Sewerage Area will require a Council resolution and approval from the GVS&DD Board. PARKS AND LEISURE SERVICES COMMENTS The 2001 Maple Ridge and Pitt Meadows Master Plan for Parks, Recreation and Culture did not contain a recommendation to acquire Jackson Farm. The Public Open Space section of the current Parks Master Plan states: "The Official Community Plan designates Jackson Farm as a future passive park area, and it has potential for that. The Official Community Plan also designates Twin Maples as an institutional area, and many people have indicated that it should be acquired by the municipality as a park area. Either has the potential to become recreation parks. However, there is a reasonable high standard of recreation park area in Maple Ridge, and there are higher priorities for acquisition of open space (e.g., for expansion to Albion Sports Complex, trails, access to waterfront and natural sites). Unless Maple Ridge Council has sufficient resources to acquire the higher priorities as well as Jackson Farm and Twin Maples, it should allow one or both of these sites to be acquired for other uses. However, a previous recommendation referred to the possibility of acquiring Twin Maples as a potential site for a future Fairgrounds venue if there is an interest in the Agricultural Society to explore this option. As a result of the recommendations contained in the 2001 Parks, Recreation and Cultural Plan, the Park designation on the property was removed on the Land Use Schedule of the 2006 OCR At that time, there was discussion with Metro Vancouver staff, who stated that the Jackson Farm was not considered to be a park of Regional significance. The District's Parks and Leisure Services Department has noted that the Parks, Recreation and Cultural Master Plan is currently under review and is expected to be completed by the fall of 2009. To date, much of the consultation has been completed, and the Consultant has noted that a goal of the community is to maintain the amount of active parkland standard that the District currently has. This goal is also consistent with recent surveys where citizens have consistently identified that parks and open space is one of the most valued assets in the District. Parks staff have suggested that Jackson Farm may be suitable for a variety of uses, such as a historic farm site, community garden, producing food for the food bank, or as a community gathering place. It is noted however that a formal park planning process would be undertaken should the District acquire the parcel. If the only mechanism of acquiring the Lower Jackson parcel was to purchase it, the District would need to consider the purchase in light of other District wide park priorities once the Master Plan is completed. 11 NEXT STEPS In reviewing the Official Community Plan and Parks, Recreation and Cultural Master Plan, it is evident that acquiring Jackson Farm through the advancement of development on a parcel of land currently within the Urban Reserve is not supported. To forward this proposal under this mechanism will require numerous amendments to the Official Community Plan, the Regional Context Statement, and Fraser Sewerage Area. In addition, questions about development on both neighbouring properties and the Urban Reserve itself will arise. There are two options pertaining to next steps that have been identified: Option 1: Status Quo - Upper Jackson Remains Designated Urban Reserve: under this option development on the Upper Jackson parcel would be limited to 4 A-1 Small Holding Agriculture lots. Council would await the outcome of the Parks Master Plan, and if it was determined that the Lower Jackson parcel was required for park purposes, the District could further explore the acquisition of the Lower Jackson parcel through other mechanisms, including purchase, land swap, or density transfer to another parcel within the urban area. Option 2: Upper Jackson is redesignated Urban Residential: under this option an Urban Residential form of development would occur on the Upper Jackson parcel in exchange for the Lower Jackson parcel being dedicated to the District. Should Council wish to pursue this option, it is suggested that: • the concept plan densities be revisited to more appropriately respond to the Compatibility criteria of the Official Community Plan; • that the milestone policies in the Urban Reserve section of the Official Community Plan be satisfied prior to first reading, including the completion of the following studies: a fiscal impact assessment; identification of environmentally sensitive areas and ecosystems; agricultural impact assessment; aquifer ground water management study; and transportation study. Other studies may also be required; • that the amendment to the Regional Context Statement be included in the revised Regional Context Statement to be submitted following the adoption of the Regional Growth Strategy; • that a full self contained appraisal be completed; and • that a legal opinion be obtained. CONCLUSIONS: The Lower Jackson Farm property has been the subject of much discussion at the local and regional level, and in 2008 was denied removal from the Livable Region Strategic Plan Green Zone. Following this Regional decision, the property owners approached the District to discuss giving the property to the municipality in exchange for advancing the development of the Upper Jackson Parcel, which is situated in the Urban Reserve. While there are many in the community that would like to see the Lower Jackson Parcel preserved in perpetuity and have promoted its development as a municipal park site, the mechanism to achieve this has not been confirmed. This report identifies that acquisition options could include purchase; the transfer of density from the Lower Jackson parcel to another property within the urban area boundary; or the swapping of this parcel for another owned by the District. While the property owners were not strongly opposed to these options, they were clear that they wish to pursue giving the lower Jackson parcel to the District in exchange for advancing Development in the Urban Reserve to provide for approximately 113 R-1 (Residential District) zoned lots. 12 A recent appraisal concluded that from a purely economic standpoint, the proposal of 113 lots was a financially prudent option for the District. However, from a policy standpoint, advancing development in Thornhill has other implications, since it does not comply with numerous policies contained in the District's Official Community Plan, which was adopted in late 2006, nor is the acquisition of Jackson Farm as a park site firmly supported by the existing Parks, Recreation, and Cultural Master Plan. Council direction on how they wish to proceed is being sought. Ai( . Prepared by. Christine Carter, MPI. MCIP Manager CRmmunity Planning Approved by: Jane Pic l ng fL , Director of Planning ' . . h - "g_ - pproved by: Frank Quinn, MBA, P.Eng., MCIP GM: Public Works & Development Services CP Concurrence: J.L. (Jim Rule Chief A inistrative Officer CC/dp Attachments: Damax Consulting Ltd Context Plan 13 2 Etig9Nin Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Ernie Daykin and Members of Council FROM: Chief Administrative Officer SUBJECT: DATE: March 23, 2009 FILE NO: OPSO9O3 ATTN: Committee of the Whole Municipal Equipment Purchase, One Articulated Rubber Tired Loader EXECUTIVE SUMMARY: Replacement of existing Articulated Rubber Tired Front End Loader complete with Snow Blade attachment. RECOMMENDATION: That the contract for the purchase of a Case 621E Articulated Rubber Tired Front End Loader and accessories be awarded to Parker Pacific Equipment Sales Ltd. and that the Corporate Officer be authorized to execute the contract. DISCUSSION: a) Background Context: Public Tenders closed on March 06, 2009 for the supply of an Articulating Tool Carrier/Front End Loader. Nine Tenders were received, all meeting the tender requirements. The lowest tender was accepted and provides best value for the District of Maple Ridge. b) Financial Implications: Funds are allocated from the Fleet Replacement Reserve, GL -09918, for the normal replacement cycle. c) Policy Implications: The retired A iculated Loader will be purchased by the Operations section and will remain licensed an.. avai : ble for snow service in extreme conditions. The N ;:ult wi .e an incre it Snow fighting capability of one Articulating Loader. Prepared by: Russ Carmichael AScT, Engl. Director of gineeripg Operatio Approved by .,./) Concurren 'e: Frank Quinn Cie era Manager Public Works and Development Services Chief Admirristrati. Officer !' J.L. (Jim) Rule Chief Administrative Officer 1105 MAPLE RIDGE British Columba Deep Roots Greater Heights TO: District of Maple Ridge His Worship Mayor Ernie Daykin and Members of Council FROM: Chief Administrative Officer SUBJECT: DATE: March 28, 2009 FILE NO: OPS0904 ATTN: Committee of the Whole Municipal Equipment Purchase, Four Hybrid Vehicles EXECUTIVE SUMMARY: Replacement of three existing transportation vehicles and the addition of one transportation vehicle with Hybrid utility style vehicles. RECOMMENDATION: That the contract for the purchase of four Hybrid Ford Escape vehicles be awarded to Metro Motors Ltd. and that the Corporate Officer be authorized to execute the contract. DISCUSSION: a) Background Context: Public Tenders closed on March. 06, 2009 for the supply of, Four Door Sport Utility Vehicles. Five Tenders were received, all meeting the tender requirements. The lowest tender was accepted and provides best value for the District of Maple Ridge for the purchase of 4 vehicles. b) Financial Implications: Funds are allocated from the Fleet Replacement Reserve, GL - 09918, for the normal replacement cycle of three vehicles, and Capital Project GL - 03709 (025,091,098) for the addition of one vehicle. c) Policy Implications: The three r5tired vehicles will be sold at auction. Build out/del. ery dates for Hybrids is approximately 3 months. e Di rict o has a total of 22 Hybrids in the Corporate Fleet Prepare by: Russ Carmichael AScT, Eng.L 'rector of Eng erin erations, ;----7----77 .0-7-.0--‘ Approved by:rank Quinn Genera1nager Public Works and Development Services hief �dnist fficer Concurrence: J.L. (Jim) Rule Chief Administrative Officer 1106 MAPLE RIDGE British Columbia Deep Roots Greater Heights TO: District of Maple Ridge His Worship Mayor Ernie Daykin DATE: March 9, 2009 and Members of Council FILE NO: E03-010-068 FROM: Chief Administrative Officer SUBJECT: 267 Street Local Area Service ATTN: C of W EXECUTIVE SUMMARY: At the January 22, 2008 meeting, Council authorized staff to prepare a bylaw to Area Service (LAS) to provide water service to 12 lots on 267 Street between Dewdney Trunk Road. The construction of the water service as authorized is now complete and the total has been confirmed at $146,684.52. RECOMMENDATIONS: establish a Local 118 Avenue and cost of the works THAT Maple Ridge 267 Street Water Services Bylaw No. 6623-2008 be given first, second and third readings; and THAT Maple Ridge Water Service Amending Bylaw No. 6655-2009, be given first, second and third readings. DISCUSSION: a) Background Context: A Local Area Water Service to 12 residences on 267 Street, between 118 Avenue and Dewdney Trunk Road, was authorized by Council. Construction is now complete and final costs have been determined. b) Citizen/Customer Implications: The petitioners, in the majority, agreed to bear the expense of the service initially estimated to cost each of them a commuted sum of $20,916.67. The final individual commuted cost, $12,223.71, represents a considerable cost-saving to each of the benefiting property owners. The owners now have the option to either pay off the final commuted cost or pay by fifteen annual installments of $1,279.23 amortized at an interest rate of 6.25% with an option of paying off anytime during the term without incurring a penalty. This long-term interest rate is based on prevailing market borrowing rates that would be available to the municipality. 1107 The above cost to the property owner provides a water system and a connection to the system at the property line. In order to complete and commission the service, owners need to install, at their cost, a connection from the residence to the water service connection at the property line. This LAS relied on an extension from the Rothsay Area. It is therefore recommended that this LAS be included in the Rothsay Water Service Area and that each owner involved in this LAS contribute $357.00 as an annual charge until 2015. c) Interdepartmental Implications: The Property Tax section of the Finance Department will provide the details to the property owners, and subject to each owner's decision, either receive the commuted payment from the individual property owners or impose a levy in the amount of the final actual cost and place a notation on the tax roll of the property owner. CONCLUSION: The project is now complete and final costs have been determined. Bylaws to establish this LAS and to amend Maple Ridge Water Service, Schedule 'E" have been prepared and Council approval is recommended. Prepared : Maria rra, PEng. ProjecEngineer Reviewed by: And Wood, PhD., PEng. Municipal Engineer pproved by: Frank Quinn, MBA, PEng. General Manager: Pu c orks & Development Services Concurrence: J.L. ( m) Rule Chief Administrative Officer MG/mi CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6623-2008 A Bylaw to establish a Local Area Service for Water Services on 267 Street WHEREAS Council has been petitioned to provide a municipal service pursuant to Section 210, Division 5 of the Community Charter S.B.C. 2003, c.26 (the "Community Charter"); AND WHEREAS The Corporate Officer has certified that the petition received for the municipal service does constitute a sufficient petition signed by majority of the property owners, representing at least half of the value of the parcels that are liable to be specially charged; AND WHEREAS Council has deemed it expedient to proceed with the works; AND WHEREAS the 'Maple Ridge Local Area Service Policy', as amended, provides that the cost of providing a municipal service shall be recoverable from each of the existing parcels of land that will benefit from the service. NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge enacts as follows: 1. This Bylaw shall be cited for all purposes as "267 Street Water Services Bylaw No. 6623- 2008". 2. The Local Area Service is described as 425m of 200mm ductile iron watermain on 267 Street south of Dewdney Trunk Road to 118 Avenue, the boundaries of which are outlined in Schedule 'A' attached. 3. The Local Area Service has been completed and final cost of the service is contained in Schedule 'B' attached. 4. Costs for the Local Area Service will be recovered according to the cost distribution shown on Schedule 'C' attached. READ a first time the day of , 2009 READ a second time the day of , 2009. READ a third time the day of , 2009. RECONSIDERED AND ADOPTED the day of , 2009. PRESIDING MEMBER CORPORATE OFFICER Attachments Schedules A, B, & C DEWDNEY TRUNK ROAD 118 AVE. 1 16 AVE. N A SCALE: N.T.S. 4 MAPLE RIDGE h it1i CoWmE4 CORPORATION OF THE DISTRICT OF MAPLE RIDGE ENGINEERING DEPARTMENT 267 STREET WATER SERVICES BY-LAW 6623-2008 SCHEDULE "A" DATE: OCTOBER 2008 FILE/DWG No SK 0296 4 MAPLE RIDGE British Catumbia Deep Roots Greater Heights Date: March 9, 2009 Completion Certificate Schedule 'B' Bylaw No. 6623-2008 File: E03-010-068 This is to certify that the Works authorized under the 'Maple Ridge Local Area Service Policy for Watermain Extension (267 Street: Dewdney Trunk Road - 118 Avenue) are complete. Andre PhD., PEng. nicipal Engineer As required under the `Maple Ridge Local Area Service Policy for Watermain Extension (267 Street: Dewdney Trunk Road - 118 Avenue), I hereby certify that the final cost of the Works has amounted to $ 146,684.52. Trevor Th mpson, CGA Manager, Financial Planning cc Corporate Officer Manager, Revenue & Collections 4 MAPLE RIDGE British Catumbka Deep Roots Greater Heights Engineer's Report Final Costs & Apportionment Schedule 'C' Bylaw No. 6623-2008 Local Area (Watermain) Service for 267 Street: Dewdney Trunk Road - 118 Avenue by Formal Petition Pursuant to the 'Maple Ridge Local Area Service Policy, the following provides the final costs and apportionment thereof. WATER Service Location: 267 Street: Dewdney Trunk Road - 118 Avenue Total cost of the Works $ 146,684.52 Municipal contribution (0%) Nil Cost apportioned to existing 12 parcels $ 146,684.52 Cost Distribution Number of existing lots 12 Individual Owner's share (Cost per lot) $ 12,223.71 Per annum individual Owner's share (Amortized over 15 years at 6.25% per annum) $ 1,279.23 Life of the Works 40 Years All costs are final CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO. 6655-2009 A Bylaw to further amend Maple Ridge Water Service Bylaw No. 6002-2001 WHEREAS it is deemed expedient to amend Maple Ridge Water Service Bylaw No. 6002-2001 to adjust the fees to more truly reflect the actual average costs; AND WHEREAS it is deemed expedient to amend Maple Ridge Water Service Bylaw No. 6002- 2001 to extend the Rothsay Service Area to include 12 properties on 267 Street (addresses from 11716 to 11989); NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge enacts as follows: 1. This Bylaw shall be cited for all purposes as "Maple Ridge Water Service Amending Bylaw No. 6655-2009". 2. That Schedule 'E" be deleted in its entirety and Schedule 'E' attached hereto be substituted thereto. READ a first time the day of READ a second time the day of READ a third time the day of RECONSIDERED AND ADOPTED the , 2009 , 2009. , 2009. day of , 2009. PRESIDING MEMBER CORPORATE OFFICER Attachments Schedule E FILE/DWG No W O O 0 a W W 0 cc to 0_ Q cc O W W HZ w U _ ▪ J i a�oW O CO _ D O�vl L Z 1 —'z O Qw a 2Q 0 Q) c OCTOBER 2008 w MAPLE RIDGE British Columh[a Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Ernie Daykin DATE: March 31, 2009 and Members of Council FILE NO: E03-010-069 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: Award of Contract E03-010-069: PRV Station at Dewdney Trunk Road and Lougheed Highway EXECUTIVE SUMMARY: In the District's 2009 Capital Program, funding has been allocated to construct a PRV (Pressure Reducing Valve) station at the intersection of Lougheed Highway and Dewdney Trunk Road. The work generally consists of a PRV installation complete with water main construction, minor road construction, minor drainage construction, and construction of electrical -related items for water main monitoring purposes. An Invitation to Tender for the works was issued on March 13, 2009 and closed on March 27, 2009. Six tenders were received and all were compliant. The lowest tender was submitted by Sandpiper Contracting LLP at $284,655.00 (including GST). Council approval to award the work is required in order for the work to proceed. RECOMMENDATION: THAT Contract EO3-010-069: PRV Station at Dewdney Trunk Road and Lougheed Highway be awarded to Sandpiper Contracting LLP in the amount of $284,655.00; and THAT the Corporate Officer be authorized to execute the contract. DISCUSSION: a) Background Context: The District is installing PRV stations where required in order to better manage water quality and pressures. The Capital Plan has identified for 2009, the need for pressure management and water quality control at the Lougheed Highway and Dewdney Trunk Road. The work was designed in 2008 and an Invitation to Tender for construction was issued and closed on Friday, March 27, 2009. 1108 Tender result and analysis Six tenders were received and opened in public. The analysis of the tenders is as follows: Tender Price (including GST) Sandpiper Contracting LLP TAG Construction Ltd. Targa Contracting Ltd. Mission Contractors Ltd. Kedco Constructors Ltd. Strohmaier's Excavating Ltd. $ 284,655.00 $ 294,630.00 $ 350,459.62 $ 309,999.84 $ 427,861.24 $ 292,582.50 Of the tenders received, the lowest acceptable tender was that which was received from Sandpiper Contracting LLP with a tender price of $284,655.00. b) Citizens/Customer Implications: Construction will commence as soon as the project is awarded and attempts will be made to minimize the impact to everyday traffic and residents in the area of construction. The corporate website and other communication channels will be used to update the public on the construction schedule. c) Interdepartmental Implications: The construction will be coordinated with the Operations Department. In addition, the Operations Department will be responsible for the operation and maintenance of the PRV. d) Business Plan/Financial Implications: The approved Capital Budget provides sufficient funds under LTC 1120 for the improvements. CONCLUSIONS: The tender price of $284,655.00, by Sandpiper Contracting LLP for the PRV Station at Dewdney Trunk Road and Lougheed Highway is the lowest tendered price. Council approval to award the contract to Sandpiper Contracting LLP is recommended. Prepared by: A d ' ood, PhD., PEn nicipal Engineer Manager, Financial Planning pproved by: Frank Quinn, MBA, PEng. eneraflVlana_- public Works & Development Services Financial review by: Trev r Thompson, CGA Concurrence: IL. (Jim) Rule Chief Administrative Officer MAPLE RIDGE British Columbia Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Ernie Daykin DATE: March 31, 2009 and Members of Council FILE NO: E01-035-001 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: 2009 BC Disability Games Torch Relay EXECUTIVE SUMMARY: A request has been received from the BC Disability Games organizer to use municipal streets for the BC Disability Games Torch Relay on Friday April 17, 2009 between 2:30 pm and 6:30 pm. A copy of the request is attached. Authorization from Council is required in accordance with the "Maple Ridge Highway and Traffic By- law 3136-1982" to allow the event to occur in Maple Ridge. RECOMMENDATION: THAT use of municipal streets be authorized for the 2009 BC Disability Games Torch Relay on Friday April 17, 2009, provided the conditions outlined in Schedule 'A' attached to the staff report dated March 31, 2009 are met. DISCUSSION: a) Background Context: From time to time, the Municipality is requested to allow the use of municipal streets for organized events. Unless there are some unusual safety implications, approval is usually given on condition that the Municipality be indemnified against any liability for injury or damage resulting from the event. The conditions of approval of the event are attached as "Schedule A". The event is scheduled to begin at 2:30 pm and anticipated to end at approximately 6:30 pm. The relay participants are anticipating to arrive in Memorial Peace Park by 4:00 pm. The relay will start in Pitt Meadows and participants will enter into Maple Ridge at Hammond Road, travel north on Maple Meadows Way to Dunn Avenue, travel north on West Street to 200 Street and travel north to Dewdney Trunk Road. Participants will travel east on Dewdney Trunk Road and proceed to enter Memorial Peace Park at the entrance by the Horse Clock. RCMP will provide an escort for the event and no road closure is required. 1109 b) Strategic Alignment: Administrating Maple Ridge street events allows the District to manage road infrastructure and associated risks but yet allows events that promote community development, commemorate and celebrate community accomplishments and highlight Maple Ridge's natural and built features. c) Citizen/Customer Implications: Permission to use municipal streets may cause some minor delays and inconveniences to other road users. However, traffic control will be provided by the BC Disability Games volunteers. d) Governmental Implications: The road use permit establishes that the event organizer must obtain the approval of RCMP for traffic control and must notify the Fire Department and BC Ambulance Services as well as coordinate with Coast Mountain Bus Company (transit service). e) Business Plan/Financial Implications: The Business Plan recognizes that the District processes requests for use of municipal streets as part of its services. The financial impact of the specific road use is limited to staff processing effort. f) Policy Implications: Permission to use municipal streets is grantable under the District's policy practices. g) Alternatives: The District could refuse to permit the event to occur at this location. In this event, the organizer may have to cancel the event. CONCLUSIONS: From time to time, the District is requested to allow the use of municipal streets for various events and activities and the organizers have requested permission to hold the event on municipal streets for 2009. Su• itted by: Andaod, PhD., PEng. al Engineer 'A : • roved by: Frank Quinn, MBA, PEn GM: Public Works & Iopment Services Concurrence: J. L (dim) Rule C of Administrative Officer RT/mi Schedule 'A' To Council Memorandum Dated March 31, 2009 2009 BC Disability Games Torch Relay Conditions of Approval Approval for the event is given on condition that the organizers: 1. provide all necessary traffic controls, parking and emergency access acceptable to the R.C.M.P., and the Corporation of the District of Maple Ridge (the District); 2. notify local Fire Department and Ambulance Services of the event; 3. make arrangements with Coast Mountain Bus Company for any required rerouting of buses; 4. advertise the event and give notice of the road closure in a local newspaper and notify all surrounding businesses of the event (a minimum of one week prior to the event date); 5. hold and save harmless the District from and against all claims, and damages arising out of or in any way connected with the event; 6. obtain the required permission from other agencies to use their facilities; 7. obtain the required permits from Parks & Leisure Services and the Regional Parks for use of their facilities; 8. must maintain access for emergency services to the closure area at all times. 9. obtain and maintain during the term of this event a comprehensive general liability insurance policy providing coverage of not less than $5,000,000.00, naming the Corporation of the District of Maple Ridge as an additional named insured and MUST have the following statement written in the policy: "Naming the District as an additional insured and providing that the said policy shall not be cancelled, lapsed or materially altered without 30 days notice in writing to the District." Policies without this statement or an altered statement will NOT be accepted. The policy shall also include a Cross Liability Clause. A copy of such policy shall be delivered to the Corporate Officer prior to the event; and 10. refurbish all municipal infrastructure to an equal or better condition than that which existed prior to the event, all within 24 hours of the completed event, to the satisfaction of the District. The Corporation of the District of Maple Ridge reserves the right to withdraw this permission to use municipal streets should the organizers fail to comply with the above requirements. Chief Administrative Officer March 11 t" 2009 To: Michael and Amy — Engineering Department, Dist of Maple Ridge Fr: Debi Pearce, Disability Games Secretary for Ineke Boekhorst Cc: Ineke Boekhorst Re: Torch Relay details Hi Michael and Amy This letter is to be taken as our "official letter" to the District of Maple Ridge Council in regards to the Torch Relay. I would ask Ineke at the same time to review this letter and respond if there are any inaccuracies or clarifications that she feels are necessary. The Event will begin on Friday April 17th in Pitt Meadows, following their 95th Birtday Celebration at the Pitt Meadows City Hall. At 2:00 the Torch Relay ceremony will be held with a few protocol speeches and the giving of a gift to the athletes on behalf of the Mayor and Council. At 2:30 the relay will begin by 1) Traveling south on Harris Road to Hammond and proceeding East along Hammond to Wildwood Crescent where the first change over will be done. 2) We will travel via Dunn St to West Street where another change will take place 3) Proceed along 200th st, cross Lougheed Hwy to Dewdney Trunk to the Value Village parking lot for 3rd change over 4) Reenter DTR with RCMP traffic assistance and proceed to Hood Ave (between Laity and 216th) which is a dead end street where the 4th changeover will take place 5) Reenter DTR with RCMP assistance and proceed to 222nd in front of the Burlington Apartments for 5th change over 6) Reenter DTR and proceed to enter Memorial Peace Park via the "horse" entrance We have been in contact with Staff Sgt. Alex Bodden and are anticipating an RCMP escort in the front of the relay, followed by the wheelchair athelete which will be followed by a motorhome which will have signage to indicate that the Disability Games Torch Relay is in progress. The HandyDart bus will drop off and pick up the wheelchair athletes at each change over location. The total distance is 8.2 km and we anticipate being in the park no later than 4:00 pm. The Maple Ridge event will include protocol speeches, cupcakes, lighting of the torch, wheelchair sport demonstration and a dove release and is anticipated to be completed by 6:30 pin latest. I would assume that Ineke has in fact spoken to all the necessary parties within the District offices including a) RCMP traffic dept - Sign off sheet ( I have a msg in to S/S Alex Bodden today to follow up on this paperwork) b) Parks and Rec for use of Peace Park c) Westridge security or COPS or other organization for crowd control d) Engineer/Traffic dept of District I have spoken to Anita Perler re the insurance and John Mitchell is currently working on having the District of Maple Ridge added as a "co-insured" and a copy of the policy provided to me to forward to you as soon as possible. You also mentioned we should be in contact with the Construction Safety Officer a Mr Bernie Sorday in regards to any safety concerns they may have with an event during their construction. Can you please provide me with his contact information so I can take care of that. I hope this addresses all of your concerns and you can proceed to take our "official request" to the next council meeting for approval. If you need any other documentation or information, please contact me anytime. Sincerely Debi Pearce 604-202-6917 E - 7 3: _ „, .r. D . 1 . .r 1 1 _.7_ _ 2,1-., • .... = 2.5.11, .- 1 - — • : nos 91 .1 '17 a 1 I4^'''' - 13.•• El., / . 1 '- I - - -- - .„......, j . ...• • :. - - ...... ' • 44" ! \ A. "'"' . III.. -1J2 l• WI 4 Ey 1 . I I, ) ,,r. - ,..1 It. ft 111.0.4( I E., I .. .1. , • 1...r / , : • a , _._ q.v.! .._7_7.77 .4re _.-7 E-- . ?I2vst, :«--- 1 ••••01,.. i I ...4, 3 I , — — 1 • . i e- 1 E ..• ; . , ‘,:., - a** * . . Ir.,* .,, —,..,_. .--,1_,_. 1". - -- C) .1-A!1-.,1 ILI - L. ,t. -- .;...... I. 7- I.- "1--,. , I r - _= ' .01•• 54 ,-,.... .r.- MANI • I ' Mon • . ..! I . • ii7..i -- r ,•• -44,4. - _ 1 .Z ., 41 .... k , r3.14. I g! ... 1. 1 D 1 ; „... 1 g ? a. '01.....515*. • .r 3 1 *5. .1: a 1 • 4 • I jj z .f, / ... J • 1 ,:r•j: r I 1 1 41441._i_ ...rep 16-:_ — 5,4 .. 1 I 1 ,,..? , 0.1 _......_ 3 1 t "' ; Oen.. OW 1 I •54. A. I ,11,6 TA Pr - 4. 1 MAPLE RIDGE British Columbia Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Ernie Daykin DATE: March 31, 2009 and Members of Council FILE NO: E01-035-001 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: Race the Ridge 2009 Bike Race EXECUTIVE SUMMARY: A request has been received from Cycling BC to use municipal streets for the Race the Ridge 2009 Bike Race on Saturday April 25, 2009 between 9:00 am and 2:00 pm. A copy of the request is attached. Authorization from Council is required in accordance with the "Maple Ridge Highway and Traffic By- law 3136-1982" to allow the event to occur in Maple Ridge. RECOMMENDATION: THAT the use of municipal streets be authorized for the Race the Ridge 2009 Bike Race on Saturday April 25, 2009, provided the conditions of Schedule 'A' attached to the staff report dated March 31, 2009 are met. DISCUSSION: a) Background Context: From time to time, the Municipality is requested to allow the use of municipal streets for organized events. Unless there are some unusual safety implications, approval is usually given on condition that the District be indemnified against any liability for injury or damage resulting from the event. The conditions of approval of the event are attached as "Schedule A." Two of the three venues are held in Pitt Meadows. The Road Race is held in Maple Ridge. Road Race: Start and finish will be at Thornhill Hall on 98 Avenue. Participants will travel west on 98 Avenue to 256 Street, travel north on 256 Street, turn west on 100 Avenue and turn north on 248 Street, travel east on 102 Avenue to 100 Avenue and proceed south on 268 Street to 98 Avenue. From 98 Avenue they will travel west to 264 Street, turn north to 98 Avenue, travel west to the finish line. There will be no road closures. However, this event will require that the traffic be stopped as riders start and finish and at intersections as racers pass through. 1110 b) Strategic Alignment: Administrating Maple Ridge street events allows the District to manage road infrastructure and associated risks but yet allows events that promote community development, commemorate and celebrate community accomplishments and highlight Maple Ridge's natural and built features. c) Citizen/Customer Implications: Permission to use municipal streets may cause some minor delays and inconveniences to other road users. However, traffic control will be provided by Race the Ridge volunteers. d) Governmental Implications: The road use permit establishes that the event organizer must obtain the approval of RCMP for traffic control and must notify the Fire Department and BC Ambulance Services as well as coordinate with Coast Mountain Bus Company. e) Business Plan/Financial Implications: The Business Plan recognizes that the District processes requests for use of municipal streets as part of its services. The financial impact of the specific road use is limited to staff processing effort. f) Policy Implications: Permission to use municipal streets is grantable under the District's policy practices. g) Alternatives: The District could refuse to permit the event to occur at this location. In this event, the organizer may have to cancel the event. CONCLUSIONS: From time to time, the District is requested to allow the use of municipal streets for various events and activities. Race thq`Ridge Bike Race has been held successfully for previous years and the organizers have request4d permission to hold the events on municipal streets for 2009. Submitted by: And4w- PhD., PEng. Munic •al Engineer Approved by: Frank Quinn, MBA, PEng. neral nager: Public Works & Development Services Concurrence: J. L. (Jim) Rule hief Administrative Officer Schedule 'A' To Council Memorandum Dated March 31, 2009 Race the Ridge 2009 Bike Race Conditions of Approval Approval for the event is given on condition that the organizers: 1. provide all necessary traffic controls, parking and emergency access acceptable to the R.C.M.P., and the Corporation of the District of Maple Ridge (the District); 2. notify local Fire Department, and Ambulance Services of the event; 3. make arrangements with Coast Mountain Bus Company for any required rerouting of buses; 4. advertise the event in a local newspaper and notify all surrounding businesses and residents of the event (a minimum of one week prior to the event date); 5. make arrangements for all surrounding businesses and residents for access purposes during the event. A time interval schedule of closure and permitted vehicular access during the event for residents wishing to access their property; 6. hold and save harmless the District from and against all claims, and damages arising out of or in any way connected with the event; 7. obtain and maintain during the term of this event a comprehensive general liability insurance policy providing coverage of not less than $5,000,000.00, naming the Corporation of the District of Maple Ridge as an additional named insured and MUST have the following statement written in the policy: "Naming the District as an additional insured and providing that the said policy shall not be cancelled, lapsed or materially altered without 30 days notice in writing to the District." Policies without this statement or an altered statement will NOT be accepted. The policy shall also include a Cross Liability Clause. A copy of such policy shall be delivered to the Corporate Officer prior to the event; 8. obtain any the required permits/permission from other agencies; 9. refurbish all municipal infrastructure to an equal or better condition than that which existed prior to the event, all within 24 hours of the completed event, to the satisfaction of the District; 10. must maintain access for emergency services to the closure area at all times. The Corporation of the District of Maple Ridge reserves the right to withdraw this permission to use municipal streets should the organizers fail to comply with the above requirements. Chief Administrative Officer Race The Ridge Bike Race Attention: Barry Lyster 22459 132nd Ave. Maple Ridge, BC V4R 2P6 604-467-2223 or 604-312-3318 EVENT INFORMATION Building on the success of hosting six years of quality bike racing, we will again be hosting a 2 -day, 3 -event road bike stage race event. I will again be requiring road closures and municipal support. Please find the information required for the permit below. Thanks again for supporting cycling in our community. Sincerely, Barry Lyster Director of Cycling Operations Local Ride / Race The Ridge EVENT INFORMATION Date: April 25, 26 2009 Location: Maple Ridge Predicted Participation: 200 per event Number of events: 3 Web Site: www.localride.com Insurance: 5 million liability from Cycling BC ROAD RACE Date: Saturday, April 25 Time: 9 am to 2 pm Location: Thornilll Start/Finish: 98th Ave. (Thornhill Hall) Staging Area: Thornhill Hall Course Length: 10 km Road Closures: None Proposed Course: (See Map) Roads Used: 100th Ave., 256th Street, 98th Ave., 264th Street. 96th Ave. 268th Street, 267th Street, 100th Ave., 102nd Ave, 248th Street, 100th Ave. Race will follow a clockwise direction. Traffic Control: Traffic will be stopped by course marshals as riders enter and exit course corners. Race in progress signs will be situated around the course and at all roads leading into the race course. There will be no permanent road closures and there should be minimal impact to traffic. Race groups will be accompanied by a lead and follow vehicle as well as a wheel vehicle. We will attempt to notify as many residents as possible to inform them of the event. TIME TRIAL Date: Sunday, April 26 Time: 8 am to 10 pm Location: Pitt Meadows Airport Start/Finish: Staging Area: Proposed Course: (see map) Road Closures: None Traffic Control: Pitt Meadows Criterium Date: Sunday, April 26 Time: 12 pm to 5 pm Location: Pitt Meadows Airport Start/Finish: Staging Area: Proposed Course: (see map) Road Closures: Traffic Control: �,� 1.--4.2(3.fir. 1 ~ s A 264 SI 174 Q% 5 • ■■■, start I finish 0 Qy O 4 MAPLE RIDGE British Cokumbia Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Ernie Daykin DATE: March 31, 2009 and Members of Council FILE NO: E01-035-001 FROM: Chief Administrative Officer ATTN: C of W SUBJECT: 12th Annual Vistas Run EXECUTIVE SUMMARY: A request has been received from the Vistas Run organizer to use municipal streets for the 12th Annual Vistas Run on Sunday, May 31, 2009 between 7:00 am and 1:00 pm. A copy of the request is attached. Authorization from Council is required in accordance with the "Maple Ridge Highway and Traffic By- law 3136-1982" to allow the event to occur in Maple Ridge. RECOMMENDATION: THAT the use of municipal streets be authorized for the 12th Annual Vistas Run on Sunday May 31, 2009, provided the conditions outlined in Schedule 'A' attached to the staff report dated March 31, 2009 are met. DISCUSSION: a) Background Context: From time to time, the Municipality is requested to allow the use of municipal streets for organized events. Unless there are some unusual safety implications, approval is usually given on condition that the Municipality be indemnified against any liability for injury or damage resulting from the event. The conditions of approval of the event are attached as "Schedule A". The race is scheduled to begin at 9:00 am and anticipated to end at approximately 10:30 am. However, volunteers will be arriving at 7:00 am and leaving at approximately 1:00 pm. The run route will start at Webster's Corner Elementary School and proceed south on 256 Street, west on 112 Avenue to the Kanaka Regional Park entrance. The 5 -km runners will do a single loop through the park, and then back up 256 Street to the school. The 10 -km runners continue through Kanaka Creek Regional Park, exiting the park on 251 Street at Cliff Park, proceed north on 251 Street, east on 117 Avenue, north on 252 Street. They will travel west on Dewdney Trunk Road to 250 Street, south to 119 Avenue, and continue south on 248 Street to Ferguson Avenue, re-entering the park before returning to the school via 256 Street. A map of the route is outlined in Form 'A'. 1111 b) Strategic Alignment: Administrating Maple Ridge street events allows the District to manage road infrastructure and associated risks but yet allows events that promote community development, commemorate and celebrate community accomplishments and highlight Maple Ridge's natural and built features. c) Citizen/Customer Implications: Permission to use municipal streets may cause some minor delays and inconveniences to other road users. However, traffic control will be provided by the Vistas Run volunteers. d) Governmental Implications: The road use permit establishes that the event organizer must obtain the approval of RCMP for traffic control and must notify the Fire Department and BC Ambulance Services as well as coordinate with Coast Mountain Bus Company (transit service). e) Business Plan/Financial Implications: The Business Plan recognizes that the District processes requests for use of municipal streets as part of its services. The financial impact of the specific road use is limited to staff processing effort. f) Policy Implications: Permission to use municipal streets is grantable under the District's policy practices. g) Alternatives: The District could refuse to permit the event to occur at this location. In this event, the organizer may have to cancel the event. However, this event has a history in this community. CONCLUSIONS: From time to time, the District is requested to allow the use of municipal streets for various events and activities. The Vistas Run for the Ridge Meadows Hospice Society event has been held in Maple Ridge for several years. The organizers have requested permission to hold the event on municipal streets for 2009. t S . bmitted by: And w :•d, PhD., PE unicipal Eng' -er proved by: Frank Quinn, MBA, ' ng. GM: Public Wor. & D- elopment Services Concurrence: J. . (Jim) Rul ief Administrative Officer RT/mi Schedule 'A' To Council Memorandum Dated March 31, 2009 12th Annual Vistas Run for the Ridge Meadows Hospice Society Conditions of Approval Approval for the event is given on condition that the organizers: 1. provide all necessary traffic controls, parking and emergency access acceptable to the R.C.M.P., and the Corporation of the District of Maple Ridge (the District); 2. notify local Fire Department and Ambulance Services of the event; 3. make arrangements with Coast Mountain Bus Company for any required rerouting of buses; 4. advertise the event and give notice of the road closure in a local newspaper and notify all surrounding businesses of the event (a minimum of one week prior to the event date); 5. hold and save harmless the District from and against all claims, and damages arising out of or in any way connected with the event; 6. obtain the required permission from the School District to use their facilities; 7. obtain the required permits from Parks & Leisure Services and the Regional Parks for use of their facilities; 8. must maintain access for emergency services to the closure area at all times. 9. obtain and maintain during the term of this event a comprehensive general liability insurance policy providing coverage of not less than $5,000,000.00, naming the Corporation of the District of Maple Ridge as an additional named insured and MUST have the following statement written in the policy: "Naming the District as an additional insured and providing that the said policy shall not be cancelled, lapsed or materially altered without 30 days notice in writing to the District." Policies without this statement or an altered statement will NOT be accepted. The policy shall also include a Cross Liability Clause. A copy of such policy shall be delivered to the Corporate Officer prior to the event; and 10. refurbish all municipal infrastructure to an equal or better condition than that which existed prior to the event, all within.24 hours of the completed event, to the satisfaction of the District. The Corporation of the District of Maple Ridge reserves the right to withdraw this permission to use municipal streets should the organizers fail to comply with the above requirements. Chief Administrative Officer Jan 20 09 10:33a Ridge Meadows Hospice 6044656353 p.2 Vistas Run 5 km Walk/Run - 10 km Run In Support of the Ridge Meadow Hospice Society January 16, 2009 Municipality of Maple Ridge Engineering Department Attention: Terry Fryer Re: 12th Annual Vistas Run Planning is now under way for the 12th Annual Vistas Run, and I am hereby applying for permission to hold it again in east Maple Ridge. Date and Time: Sunday, May 31, 2009 , Race start time: 9:OOam Distance: 5km and 10km Participation: 400 Route: Beginning on 256`" Street, on the south side of Dewdney Trunk, proceeding south to 112 Avenue Diversion, where it heads west to the entrance to Kanaka Creek Regional Park. The 5 km route then heads east back through the park, then north on 256th back to the starting point. The 10 km route will run through the park, exiting at 251stm then head north to Dewdney. Runners will run west along the south side of Dewdney, turning south at 250th. From there they will turn west on 119th Avenue, south on 248th, through the gully, and east on Ferguson where they will re-enter Kanaka Regional Park. They then run east through the park, turning north on 256th, back to the starting point. Runners will be on the course from approximately 9:00 am till 10:30 am. Prior to the race the volunteers will begin arriving by 7:OOam. The last volunteers should be leaving the school between noon and 1:OOpm. Parking: Webster's Corner School has 32 marked stalls. On the wide shoulder in front of the school there is room for approximately 20 vehicles, plus dozens more along 256th Street. There is a large grass lot on the southeast corner at 256th and Dewdney that the owner, Mr. Robson, allows us to use. We have not had any problems with parking in the past and see no problems forthcoming. Safety: Teams of route marshals will be on route, St. Johns Ambulance will be in attendance and all participants are insured by BC Amateur Athletics, The Vistas Run has gone smoothly in previous years and last year raised over $30.000 for the Ridge Meadows Hospice Society. We are applying for RCMP approval, GVRD, School District 42 and Parks Board permits as well. Thank you. If you require more information, please call Laura Cherrille, Executive Director at the Ridge Meadows Hospice Society Resource Centre: 604-463-7722 rt-wid -_1evA Sincerely, Robert Masse, Race Director Mar 11 09 08:40a Ridge Meadows Hospice 6044636358 p.2 Vistas Run 5 km Walk/Run — 10 km Run In Support of the Ridge Meadow Hospice Society January 16, 2009 Ridge Meadows RCMP Maple Ridge, BC V2X 3K3 Fax: 604-467-7633 To Whom It May Concern; The 12th annual Vistas Run will take place on Sunday, May 31, 2009, in the Webster's Corner area. The route is the same as in previous years: Beginning on 256th Street, on the south side of Dewdney Trunk, proceeding south to 112 Avenue Diversion, where it heads west to the entrance to Kanaka Creek Regional Park. The 5 km route then heads east back through the park, then north on 256th back to the starting point. The 10 km route will run through the park, exiting at 251stm then head north to Dewdney. Runners will run west along the south side of Dewdney, turning south at 250th. From there they will turn west on 119th Avenue, south on 248th, through the gully, and east on Ferguson where they will re-enter Kanaka Regional Park. They then run east through the park, turning north on 256th, back to the starting point. Runners will be on the course from approximately 9:00 am till 10:30 am, with refreshments and awards following in the gym at Webster's Corners Elementary School, at 256th and Dewdney. We are expecting 250 -350 runners and walkers to take part in the event. Parking will be in the school parking lot, along the east side of 256th and along the south side of Dewdney. Our routes were chosen to avoid traffic areas as mush as possible, and minimize disruption to neighborhoods. To ensure a safe race, volunteers will be posted along the routes to direct the runners and ensure traffic proceeds cautiously. St. John Ambulance will be in attendance as well. If you require more information, please call Laura Cherrille, Executive Director at the Ridge Meadows Hospice Society Resource Centre at: 604-463-7722 Sincerely, Robert Masse, Race Director Mar 11 09 08:41a Ridge Meadows Hospice A N FORM 'A' Details of the Event Contact Person: FX)b 142 -J Details: 1 -rF ' i /vfid/ert- -- ` '(Cf s , PP/Lc-c 6044636358 p.3 Date:. S&L .� Phone4oq�7 -�Fax6o4 f67.-45 amu, .' V r s �r ��.r' f`1ri-J 3. L .. 5 i ' ' r r', U3 A-_ -e- W 1 i-�rl1iE .' i L S' '�� n/CeS -•C h moo TO f•-•,1\1)9- ?Lit ''l-E)1L A-60_ /6 r.lr /49/4-/2/2_ 1 -7 -f -E`,' kr 9 G r.i SLU .t 7}1,1`/.7't ) r-,iC144) Sal) 77- c_al 5 I2- - 7 Li;nll rt) 6- -ra T iG`4--6b I, /1-r- 241 nJ to = 3-o A -v- . Sketch of Traffic Control Plan: RCMP concurrence for the proposed Traffic Control Plan The following agencies have been advised and acknowledge the event: BC Transit Fire Department Ambulance Services Other ,/ NE571 Fr(.49-i3O, SSU i Mar 11 09 08:41a Ridge Meadows Hospice 6044636358 P.4 —...— ----.-- _ -7/ r` 1 S 11. i .1-111S0k5 . 1 i ; ..,-r--....--40^'-b-•"÷"A'17?......Tawliney.TrunkReed .,..•-.14•IN•CIC... -4.....*:. ,.:1.1_....1plq.j.„ .7i: . - k • 1 1 1 k 1 1- _lit.. Viebelers Corners chool r a 1: lagel/ - .Km-- i I i I r- 117 4 ..+1 i C v •a .r.e. .---177. ........—.• cc• Avo 1 q i ti.,.). ... :,. 116 A 16kaj1., F urQUSOF1 1 "V___LLA-rE2 \)162fA-3 ;41 LL J Wfci-L< - /IL)°\ beb. 12. 2009 11:b6AM No. 6337 P. 1/1 SPORTINSURANCE MARKETING LTD. GVRD, Surinder Uppal Maple Ridge., Terry Fryer 467-7425 SD42, Debra Holz 463-7862 Robert Masse 467-6598 BC Athletics CERTIFICATE OF INSURANCE THIS IS TO CERTIFY THAT POLICIES OF INSURANCE AS HEREIN DESCRIBED HAVE BEEN ISSUED TO THE INSURED NAMED BELOW AND ARE IN FORCE AT THE DATE HEREOF; THIS CERTIFICATE IS ISSUED AT THE REQUEST OF: GREATER VANCOUVER REGIONAL DISTRICT CORP. OF THE DISTRICT OF MAPLE RIDGE, CITY OF PITT MEADOWS, MAPLE RIDGE & PITT MEADOWS PARKS & LEISURE SERVICES COMMISSION, SCHOOL DISTRICT 42 ABOVE ARE ADDED AS ADDITIONAL INSURED, BUT SOLELY WITH RESPECT TO THE LIABILITY WHICH ARISES OUT OF THE ACTIVITIES OF THE NAMED INSURED TO WHOM NOTICE WILL 8E MAILED IF SUCH INSURANCE IS CANCELLED OR IS CHANGED IN SUCH A MANNER AS TO AFFECT THIS CERTIFICATE NAME OF INSURED BC ATHLETICS ASSOCIATION (RIDGE MEADOWS HOSPICE SOCIETY) LOCATION AND OPERATIONS TO WHICH THIS CERTIFICATE APPLIES GVRD / MAPLE RIDGE, BC "VISTAS RUN/WALK" MAY 31, 2009 KIND OF POLICY POLICY NO. INSURERS LIMIT OF LIABILITY GENERAL LIABILITY AS1064 AVIVA INSURANCE COMPANY OF CANADA $5,000,000.00 inclusive limit 'DEDUCTIBLE $500.00 POLICY EXTENSIONS *CROSS LIABILITY CLAUSE INCLUDED "PARTICIPANT COVERAGE INCLUDED 'SUBJECT TO 30 DAYS WRITTEN NOTICE OF CANCELLATION THE INSURANCE AFFORDED IS SUBJECT TO THE TERMS, CONDITIONS AND EXCLUSIONS OF THE APPLICABLE POLICY. •I‘o ITAa Feb 12, 2009 Ins7 ALL SPORT INSURANCE MARKETING LTD. AUTHORIZED EPRESENTATIVE 507, 1367 West Broadway, Vancouver, BC V6H 4A9 TEL (604) 737-3018 FAX (604)737-3076 MAPLE RIDGE 8ristsh Caluinbro District of Maple Ridge TO: His Worship Mayor Ernie Daykin DATE: March 31, 2009 and Members of Council FROM: Chief Administrative Officer ATTN: Committee of the Whole SUBJECT: 2010 - 2014 Business Planning Guidelines EXECUTIVE SUMMARY: The District has a comprehensive business planning process that is guided by parameters set by Council through the Business Planning Guidelines. For the next planning period (2010-2014), the guidelines have been amended to include Council's workplan priorities. As well, the budget guidelines reflect a general tax increase of 3% per year for 2010-2014, a further 1% tax increase for capital works and infrastructure and continued implementation of the Fire Department Masterplan. An additional guideline has been added directing staff to evaluate options for contracted services to make sure that we are getting best value for our citizens. Staff begin developing business plans in June of each year so that financial and business plans are ready for Council's consideration in December. Financial plan bylaws are then prepared so that we can begin the New Year with capital and operating budgets in place. Issuing guidelines to staff at this time ensures that submissions will be in alignment with Council's direction. It has been our practice to prepare detailed business plans for Council in the first year of a mandate and in the two subsequent years, provide addendums highlighting the changes to the plans. We will continue with this process and will make the written material available to Council at least 2 weeks in advance of the deliberations. RECOMMENDATION(S): That the Business Planning Guidelines for 2010 through 2014 be approved. DISCUSSION: a) Background Context: The District has a comprehensive business planning process that is guided by direction set by Council through the Business Planning Guidelines. In setting this direction, Council uses information from a number of sources, including information gathered through community surveys. Council has identified the following items for staff to include in the development of the 2010- 2014 workplans: • Ensuring alignment between the OCP and the Metro Vancouver 2040 Shaping Our Future regional growth strategy as well as TransLink's Transriort 2040 regional transportation strategy Page 1 of 4 1131 • Completing a Commercial/Industrial lands strategy that assesses the adequacy of our current inventory of such lands and what needs to be done to meet future commercial and industrial needs • Exploring what the District can do to help attract a post -secondary institution(s) to the municipality • Exploring incentives for densification and redevelopment in the downtown • An interest in increasing the use of technology to communicate with our citizens and to "do business" with our citizens The above items appear in the attached Business Planning Guidelines under item 12 on page 9 of the handbook. In addition to these items, during Business Planning in December 2008 and in the subsequent months, Council has stated its keen interest in a number of other key issues. Attention will be paid to these other issues as part of approved 2009 workplans or by scheduling the issues onto future Workshop agendas in 2009. Items in current workplans • Input to Metro Vancouver on the draft Growth Strategy (April 8 & May 22 deadlines) • A report on the prioritization of future Area Plans (recognizing Council's strong interest in initiating the Albion Area Plan) • Zoning Bylaw review • Focus on climate change • Focus on financial planning • Advocacy for social issues • Enhancement of relationships with key stakeholders such as Translink, Provincial Ministries, Fraser Health ... Items for discussion at 2009 workshops or other forums • Meeting with the School District that will include initial discussion on attracting post- secondary opportunities • A discussion on the review of the quota of gravel removed from 256th Street • The possible creation of a Planning Committee • Update on negotiations to renew the contract for RCMP services • Information from the Ambulance Service on their service levels and response protocols • Update from the Fire Department on their response statistics and response protocols • Update on the implementation of the fibre network strategy Direction has also been provided with respect to the development of the financial plans. Specifically, the budget guidelines reflect a generaI purposes tax increase of 3% each year for 2010-2014, a further 1% tax increase for capital works and infrastructure and continued implementation of the Fire Department Masterplan. An additional guideline has been added directing staff to evaluate options for contracted services to make sure that we are getting best value for our citizens. a) Desired Outcome: The Business Planning Guidelines will provide staff with the direction so that plans can be developed in alignment with Council's direction. Page 2 of 4 b) Strategic Alignment: The Business Planning Guidelines are designed to align with other corporate initiatives, as shown on the chart on Page 8 of the guidelines. In addition, our business planning process requires a rigorous review of the services we provide to ensure we are "doing the right things. right". The Corporate Strategic Plan on page 15 identifies nine focus areas that we refer to when developing business plans. While the area of Smart Managed Growth is to receive particular attention in the development of the 2010-2014 workplans, it is important to keep in mind that all of these focus areas are important and as we pursue initiatives in one particular area, we must be mindful of the impact to the other areas. c) Citizen/Customer Implications: The Business Planning Guidelines will be presented at Committee of the Whole and are available on our website. As well, we will be holding an Open House on April 21st, 2009 from 4pm to 7pm to invite the public to ask questions and provide comments on these guidelines. We will also seek comments through the website and all of the input that we receive will be referred to Council, before they give final consideration to these guidelines in late April. Council's business plan deliberations take place in meetings open to the public. Currently, these deliberations are scheduled for November 30th and December 1st, 2009 and these dates will be confirmed in the coming months. The resulting financial plan bylaw will be considered at meetings open to the public in mid December. d) Interdepartmental Implications: In developing the business plans, departments must consider their own work plans, the impact of those plans on other departments as well as the impact to them of the work plans developed by others. Cross departmental overlap must be represented in the business plans and managed accordingly. The capital and information technology programs are two such examples. e) Business Plan/Financial Implications: The Budget Guidelines for developing the financial plan appear on Page 9 - 10 of the document. Key items include a general purpose tax increase of 3% per year, a further tax increase of 1% for capital works and infrastructure, and continued implementation of the Fire Department Masterplan. f) Policy Implications: The Business Planning Guidelines provide a framework for planning and augment the existing policy framework used to guide decision making. g) Alternatives: Undertaking the business planning process without approved guidelines may result in work plans that are not in alignment with the corporate strategic direction. Page 3 of 4 CONCLUSIONS: The attached guidelines provide a framework for planning to meet the needs of the community. Prepared + _ . ura Benson, CMA Manager of Corporate Planning & Sustainability Approved by: +hn -eburn, MBA Executive Director to the CAO Approved by: PaOI Gill, BBA, CGA General Manager, Corporate : inancial Services Approved by• Mike Murray General Manager•. unity Development, Parks and Recreation ,0 Concurrence: J.L. (Jim) Rule Chief Administrative Officer Attachment: Business Planning Guidelines 13th Edition, 2010 - 2014 .1J3}g,4r±f4 BUSINESS PLANNING GUIDELINES 13T" EDITION 2010-2014 MAPLE RIDGE British Columbia Deep Roots Greater Heights District of Maple Ridge April 2009 District of Maple Ridge 11995 Haney Place Maple Ridge, British Columbia V2X 6A9 Canada Tel: 604-463-5221 Fax: 604-467-7329 www. mapleridge.ca Quick Start Guide Important Dates Capital and IT Requests: Budget Changes Due: Draft Document: Final Document: Presentation to CMT: Presentation to Council: Friday, July 31, 2009 Monday, September 21, 2009 (No Changes after this Date) Thursday, October 1, 2009 (1 Copy Only) Wednesday, October 21, 2009 (1 Copy Only) Wednesday, November 4 - Thursday, November 5, 2009 * Monday, November 30 - Tuesday, December 1, 2009 * For those areas that submitted a business plan last year, only an addendum will be required, although departments may wish to keep the full business plans up to date to make it easier for the next time Council wishes a full version. New service areas will be expected to submit a full business plan. Departments are expected to submit one complete copy of their final Business Plan on white paper using the correct template and incorporating any revisions the Business Planning Committee may have provided. The Business Planning Committee will photocopy the final document and distribute to staff for insertion into the 2008 binders - once again, we will not be editing or formatting them. We ask that your PowerPoint presentation to CMT (and subsequently Council) be consistent with what you have submitted on paper. Photocopies of your PowerPoint presentation are not required. If you require help editing or formatting your Business Plan, please ensure you contact a member of the Business Planning Committee so this can be scheduled in advance of the above-mentioned deadlines. Members of the Information Technology Steering Committee are available to assist departments in developing their Project Proposal Statements for proposed Information Technology projects or acquisitions. Members of the Capital Planning Committee are available to assist departments in developing their Capital Works Program requests. A Financial Plan is an integral part of your Business Plan. Your draft Business Plan submission must include a complete Financial Plan obtained through the process of developing a budget with your Finance department representative. *(Subject to Change) Check the Intranet under Business Planning tab ©Business Planning Guidelines - 13th Edition District of Maple Ridge April 2009 Business Planning Committee District of Maple Ridge Maple Ridge BC CANADA For questions about this document please call Laura Benson at 604-466-4338 This document is also located on the District of Maple Ridge website at www.mapleridge.ca Table of Contents Table of Contents 1 Chief Administrative Officer Address 2 Introduction from the Business Planning Committee 3 Frequently Asked Questions 4 Organization Chart 7 Corporate Strategic Alignment - Documents 8 Business Planning and Budget Guidelines 2010 - 2014 9 Getting Started 11 Timelines 12 Help and Training Schedule 13 Help and Training Schedule 13 List of Inclusions and Appendices 14 Corporate Strategic Plan 15 Municipal Council's Criteria for Evaluating and Establishing Priorities 20 Information Technology Steering Committee Evaluation Criteria 21 Capital Works Program Project Proposal 22 Capital Works Program Information Technology Project Proposal 26 Business Plan Sample 29 Business Plan Template 31 Business Plan Format 34 Business Planning Guidelines - April 2009 Page 1 of 34 Chief Administrative Officer Address Welcome to the 13th Edition of our Business Planning Guidelines! This is our guidebook for the development and use of Business Planning within the District of Maple Ridge. This guidebook explains our Business Planning process, which is simply a structured method of assisting Council with the difficult task of resource allocation. This is an increasingly challenging task in an era of decreased resources from senior governments and the expectations of customers and citizens in a growing community. Council has identified the following priorities for staff to include in the development of the 2010-2014 workplans: • Ensuring alignment between the OCP and the 2040 Metro Vancouver Growth Strategy • Completing a Commercial/Industrial lands strategy that assesses the adequacy of our current inventory of such lands and what needs to be done to meet future commercial and industrial needs • Exploring what the District can do to help attract a post -secondary institution(s) to the municipality • Exploring incentives for densification and redevelopment in the downtown • An interest in increasing the use of technology to communicate with our citizens and to "do business" with our citizens Our Business Planning process has improved each year and this year is no exception. This year we will be enhancing our public consultation process by hosting an Open House on April 21. This is in addition to our regular process of holding all budget deliberations in open public meetings. It has been our practice to prepare detailed business plans for Council in the first year of a mandate and in the two subsequent years, provide addendums highlighting the changes to their existing Business Plan which was created last year and is located at \\dove\Common Files\Business Planning\Business Planning 2009-2013\Business Plans 2009-2013.* We will continue with this process and will make the written material available to Council at least two weeks in advance of the deliberations. My thanks to the Business Planning Committee for their efforts in making this system work so well within our organization. .P Jim (J.L.) Rule Chief Administrative Officer * Last year's business plan presentations can be found on the Internet www.mapleridge.ca/EN/main/municipal/2300/presentations.html Business Planning Guidelines - April 2009 Page 2 of 34 Introduction from the Business Planning Committee We have been using a Business Planning framework in Maple Ridge for many years. The Business Plans that we produce are of a very high quality and reflect our commitment to excellence in service delivery. This does not mean that there is not room for improvement and that is why each year, we review the framework and look at those areas that we could build upon. Here are some of the key things to note for this planning cycle: 1. Only an addendum will be required by all departments (see Template on Page 31). The example included on Page 29 is from the Corporate & Financial Services Division (2008). It demonstrates very clearly the sections outlined in the Business Plan Template, however every department is unique and will need to adapt the template to fit their specific service areas. 2. Council's criteria for establishing priorities are specified on Page 20. 3. Performance measurement data will be published in the Annual Report. We will continue with quarterly performance reporting. On a six-month basis, Council will assess the community or organization's performance in relation to the Strategic Plan. Also, please be cognizant of the following: As in previous years, Business Plan presentations to Council will be done at meetings open to the public. All new Capital requests must be submitted using the Capital Works Program - Project Proposal (Example on Page 22). Please note the addition of sustainability considerations to the template. If you are requesting Information Technology projects you must also complete the Capital Works Program Information Technology Project Proposal (Example on Page 26), to assist in the project evaluation process (Page 21). These templates are available on the Intranet under the Business Planning tab. Submissions are required no later than Friday, July 31, 2009 (Information Technology Project submissions to John Bastaja; all other Capital Project submissions to Trevor Thompson.) Each departmental Business Plan should reference Capital and Information Technology requests in your area and make sure that the projects are fully costed and include all operating costs as well as replacement costs. Draft copy (1 copy only) of Business Plan due to the Business Planning Committee by Thursday, October 1, 2009. • Final copy (1 copy only) of Business Plan due to the Business Planning Committee by Wednesday, October 21, 2009. _ me'/?{' • e/>Zt /? Manager Sustainability & Corporate Planning Tel: 604-466-4338 Ibenson@mapleridge.ca Business Planning Guidelines - April 2009 Page 3 of 34 Frequently Asked Questions 1. What are Business Plans? Business Plans are a way of communicating your department's alignment to the overall corporate strategic plan. They report on the achievement levels in the organization and identify: • Goals and objectives to be achieved by the department and the organization • The core businesses essential to departments and to the organization • How the department will distribute resources (human and financial) • Key performance measures to be achieved in departments and the organization 2. Why does the District of Maple Ridge complete Business Plans? Business Plans provide a framework for decision-making by identifying areas for performance review, amalgamation, dissolution, change, and alternative service delivery. Business Plans allow our organization to be financially self-sufficient. 3. How do Business Plans fit with other corporate plans? Essentially, the Corporate Strategic Plan sets the direction of the Business Plans and all other organizational plans. Business Plans will identify specific people responsible for ensuring the goals of the service area/department are met and this will be reflected in individual performance plans. The ultimate goal is to develop a self -managed organization where everything we do is a cycle of continuous improvement (Page 15, Strategic Corporate Alignment - Documents). 4. When are Business Plans typically done? Departments usually begin working on their plans in June and must submit them by the beginning of October. 5. _ Who completes Business Plans? Currently, each service area completes a Business Plan. Council also requests Business Plans from organizations that the District of Maple Ridge supports (e.g. Ridge Meadows Recycling). In the future, Council may wish to expand this system to include community groups, Committees, and all organizations that receive financial support from the District. 6. How are decisions made regarding incremental and reduction packages? Council decides whether incremental and reduction packages are accepted or rejected. The criteria that Council will use are outlined on Page 20 . The steps in the overall process follow: i. Business Plans or Addendums are submitted to the Business Planning Committee to ensure they meet the basic guidelines outlined in this document. ii. The Information Technology Steering Committee (ITSC) will meet to review and discuss all Information Technology Capital Works Program Project Proposal Statements submitted for the year, and review previous year's submissions. The ITSC will prepare and present its own Business Plan on corporate Information Technology priorities, which may, or may not, include proposed Capital Works Program Project Proposal Statements. Departments will be advised if your project is supported. Should a project not be considered for support at the ITSC, departments can still present the increment business case for the project to CMT and Council during their Business Plan presentation. Projects not supported by the ITSC for the current year are still considered in the Capital Program in future years. Once a project receives support from the ITSC, and is supported with appropriate funding, the project proponent will need to develop a detailed business case using the Project Charter outline available on the Intranet. Business Planning Guidelines - April 2009 Page 4 of 34 iii. The Business Planning Committee submits the Business Plans to the Corporate Management Team (CMT) for review and departments present their plans to CMT. CMT discusses the Business Plans, the incremental packages, and the reduction packages and makes decisions on which packages they will recommend to Council (and which packages will not be recommended to Council). These decisions are based on ensuring that the expenditures projected within the Business Plans do not exceed the resources available and meet the guidelines of Council (Page 9). NOTE: It is important that Council receive the departmental business plans in their entirety, together with CMT's recommendations of which enhancements they support and which they do not. iv. CMT submits the Business Plans and recommended packages to Council for public review and the individual departments present their Business Plans to Council. Council discusses the Business Plans and all incremental and reduction packages and makes decisions on whether or not each package will be included in the final Business Plans and budgets. v. Council will be able to review our progress in relation to our Business Plan in several ways: • They will receive quarterly reports highlighting key achievements. • We will review our financial performance at least quarterly so that adjustments can be made to reflect changing circumstances. • Performance measures will be published in the Annual Report. 7. How do I handle my Capital Program Requests? The first step is to make a determination of whether your project request is "Capital" or "Operating?" Generally, if you are buying an asset, or extending the life of an existing asset, that will be around for several years, it is Capital. If you are doing general maintenance or buying something "consumable" that will only last a couple of years, it is Operating. Both types of expenditures can be funded from general revenue, or other sources of funding. The general direction in Section 486 of the Local Government Act is: Capital Works • Expenditures for or in respect of capital projects and land, machinery or equipment necessary for capital projects and extension or renewal of existing capital works • Results in an new or expanded infrastructure and/or added corporate asset value • Generally speaking, project represents a one-time project Operating Items • Expenditures for or in respect of the maintenance (repair and rehabilitation) and operation of existing infrastructure (land, machinery, equipment, services and facilities) • Generally speaking, activity represents an annual expenditure for ongoing operational support Often, a Capital expenditure gives rise to an annual Operating cost. For example, purchasing a park (Capital) would give rise to additional labour and other maintenance costs (Operating) that would need to be built into the base operating budget. Similarly, the purchase of new computer equipment (Capital) would also require an annual transfer to the Equipment Replacement Reserve (operating) so the equipment can be replaced in the future. Therefore, it is essential that all incremental packages for Capital items properly identify all resulting annual Operating costs that will occur. The Capital Works Program Project Proposal Template is available on the Intranet under the Business Planning tab. This should be submitted to Trevor Thompson, and an incremental package for Capital and for associated Operating Costs should accompany the departmental Business Plan for submission to the Business Planning Committee. Business Planning Guidelines - April 2009 Page 5 of 34 Reporting of Capital Project • CMT endorses a Capital Works project -reporting framework incorporating six guideline principles. As a result, departments are asked to report Capital project progress as part of the departmental quarterly reporting schedule. Information regarding the topic is presented in a report entitled "Reporting - A Component of a Capital Management Process." The report and the reporting template developed for departmental use are available on the Intranet under the Business Planning tab. 8. How do I handle my Information Technology Requests? Information technology projects are the technology component of the Capital Works Program and are handled like any other capital project request. If your department is in need of new software or hardware greater than $5,000 in value, the request should be included as an incremental package in the Business Plan (as outlined in Section 7). A Capital Works Program - Project Proposal must be filled out (Example on Page 22). If you are requesting Technology projects you must also complete the Capital Works Program Information Technology Project Proposal (Example on Page 26), to assist in the project evaluation process (Page 21). These must both be sent to John Bastaja for the Capital Planning Committee to provide a comparison of corporate needs and evaluation against other Information Technology budget priorities. The template for project preparation is available on the Intranet under the Business Planning tab. 9. How do we know if we are doing it right? On a quarterly basis, each service area must provide updated performance indicators to Council. The intent of these indicators is to measure the effectiveness and efficiency of local government services on a regular basis. In addition, these indicators provide a quantitative basis to assist in the identification and implementation of service delivery improvements. The quarterly reports will also report on financial performance in relation to budget. In addition, annual performance measures will be published in our Annual Report. When you begin to see positive change in your department, resulting from ideas put forth in the Business Plans you will know you are "doing it right." Positive change includes more efficient and more effective ways of doing business - it means your customers are telling you that you are doing a good job and they are pleased with the service they receive - they say thank you. One of the means to assess citizen satisfaction that has been introduced as part of Business Planning is the use of a comprehensive survey that is proposed to be undertaken every three years. Further, positive change means your employees enjoy their jobs, take pride in the quality of their work, and feel like they are contributing to the vision of the organization. Finally, positive change means you can measure the improvement in your service levels and it is getting better! 10. What is the role of the Business Planning Committee? The Business Planning Committee provides advice on the Business Plan process. In addition, the Committee assists in providing training and assistance with the preparation of Business Plans within the organization. 11. What is the role of the Information Technology Steering Committee? The ITSC evaluates each proposed Information Technology project submitted by departments based upon approved Information Technology assessment criteria, the degree to which each proposal meets the business objectives of the Municipality and budget constraints. 12. What is the role of the Capital Planning Committee? A Capital Program Planning Committee has been created and the capital program administration has been assigned to the Finance department. The role of the Committee is to evaluate capital requests and to recommend a capital program taking into account the corporate needs and fiscal constraints. Business Planning Guidelines - April 2009 Page 6 of 34 Organization Chart Executive Director to CAO John Leeburn General Manager Community Development, Parks & Recreation Services Mike Murray Manager Corporate Communications Gary Manson Director of Parks & Facilities David Boag Director of Recreation Kelly Swift Director of Community Services Sue Wheeler Mayor Council Chief Administrative Officer Jim Rule General Manager Corporate & Financial Services Paul Gel Fire Chief/Director Peter Grootendorst Dane Spence Manager Police Services Maureen Jones Manager of Business Systems Kathy Gormley Manager of Financial Planning Trevor Thompson Manager Economic Development Sandy Blue Manager of Legislative Services Ceri Mario Chief Information Officer John Bastaja Manager of Accounting Catherine Nolan Manager of Revenue & Collections Silvia Rutledge General Manager Public Works & Development Services Frank Quinn Municipal Engineer Andrew Woos Director of Planning Jane Pickering Director of Engineering Operations Russ Carmichael Director of Licences, Permits and Bylaws Brock McDonald Manager of Sustainability and Corporate Planning Laura Benson • RCMP Officer in Charge j Dave Walsh j Business Planning Guidelines - April 2009 Page 7 of 34 Corporate Strategic Alignment - Documents The District of Maple Ridge employs the equivalent of more than 450 full-time employees and manages a total annual budget of approximately $100 million. Council directs the overall operation of the organization using a Business Planning framework. This chart illustrates the relationship of the various strategic planning initiatives to the corporate Business Planning process. Top Performing Municipality Initiative Council Mission, Vision and Values Corporate Strategic Plan Corporate Focus Areas Budget Guidelines 4 Department Business Plans ■ V Service Evaluation SWOT Analysis Goals & Objectives Corporate Alignment Performance Measures Corporate Business Plan & Performance Measures Five-year Financial Plan (Operating/Capital Budgets) ■ Individual (Annual) Performance Plans Citizens and Customers Community Groups Greater Vancouver Regional District Consultation Corporate Strategic Documents: Official Community Plan Parks, Rec & Cultural Master Plan Economic Development Strategy Infrastructure Master Plans Transportation Master Plan Strategic Technology Plan Human Resource Plan Fire Master Plan Police Master Plan Policy Manual Financial Sustainability Plan Reserve Funds Capital Funds Life Cycle Reserves Development Cost Charges H Strategic Human Resource Training Succession Plan Business Planning Guidelines - April 2009 Page 8 of 34 Business Planning and Budget Guidelines 2010 - 2014 1. Tax increase for general purposes - 3% each year for 2010 - 2014. 2. Tax increase for capital works and infrastructure - 1% per year. 3. Review Class 4 (Major Industry) property tax rate to ensure we are competitive with other lower mainland municipalities. 4. Utility Charges to be reviewed annually with a view towards using rate stabilization practices to smooth out large fluctuations in rates. 5. Fire Service Improvement Levy to generate $675,000 additional funding in 2010 (2010 total levy expected to generate $4 million). 6. Budgets include operating and capital components for a five-year period. 7. Public Consultation Plan developed and operationalized. 8. Increase revenue from existing sources by about 5%. 9. Identify potential new revenue sources (i.e. be creative). 10. Evaluation of services to ensure alignment with Council direction. 11. Identify and measure outputs/outcomes. Identify key processes to undergo process improvement reviews. 12. Council -raised issues are to be considered in developing workplans, respecting the criteria for establishing priorities that are outlined on Page 20, and recognizing that capacity is needed for opportunities or issues that might be discovered throughout the year. The issues raised by Council are as follows: Ensuring alignment between the OCP and the 2040 Metro Vancouver Growth Strategy • Completing a Commercial/Industrial lands strategy that assesses the adequacy of our current inventory of such lands and what needs to be done to meet future commercial and industrial needs • Exploring what the District can do to help attract a post -secondary institution(s) to the municipality • Exploring incentives for densification and redevelopment in the downtown • An interest in increasing the use of technology to communicate with our citizens and to "do business" with our citizens 13. Reduction packages should be at -10% (limit small packages and multiples to get to -10%). What would you recommend be kept if you had only 90% of your budget? This should not be interpreted to mean that we are looking to reduce our budget by 10%. Rather, this is an opportunity for us to explain what the ramifications of such reductions would be. In addition, it is a chance for us to look at what we are doing to see if there are ways to improve. Cont'd on page 10 Business Planning Guidelines - April 2009 Page 9 of 34 Business Planning and Budget Guidelines 2010 - 2014 cont'd 14. Incremental packages must include a business case to support new programs/projects/staff. 15. Organizational/structural change - is the current organization adequate to deliver the service? Are there better options? Contract for services, or bring services in-house, where and when it makes sense organizationally and financially. 16. Succession planning - review organization charts in relation to service delivery with a view to long- term planning. What positions do you see as potentially becoming vacant by retirement and what organizational options may be available as a result? 17. Vacant position review and management - all positions that become vacant are subject to a detailed review prior to being refilled. 18. Contracting/Consulting review - all consulting work should undergo a review at not only budget time, but also when services are being contracted to determine the best way to acquire services. This will involve potentially contracting out where it makes sense and contracting in where there are available staff resources. NEW 19. Quarterly performance reports are to be presented to Council at open Council meetings. Performance measures will be published in the Annual Report. 20. Progress in relation to our strategic direction is to be evaluated every six months. 21. The Financial Plan must be in accordance with Council's strategic Financial Sustainability Plan policies approved in October 2004. 22. Technology - review business applications and technology tools to identify upgrade or obsolescence issues. Ensure workplans, budgets, and Information Services workplans/projects reflect the resources necessary to support the changes if required. 23. Workplans will identify short-term, medium, and longer-term action items that Council can consider, as we work towards carbon neutrality. Business Planning Guidelines - April 2009 Page 10 of 34 Getting Started Questions to ask yourself when starting your Business Plan: What are the outcomes of expenditures? - Establish what is accomplished in budget unit area Who are the customers of your services? 4 Internal customers? External customers? How is the service/program consistent with Council's goals? Align your services/programs with the Corporate Strategic Plan What are the strengths/weaknesses/opportunities/threats impacting your service/program? 4 Discuss each strength, weakness, opportunity, and threat to your services/programs How to measure the results of your service/program? -i Are there performance measures in place - if not, why not? Develop performance measures. A flowchart illustrates a series of questions to use in the development of individual Business Plans: Is this program consistent with Council's goals? Yes 4, Is the service provided by others? (e.g. public/not-for-profit/private) No Can the service be provided by others? (e.g. public/not-for-profit/private) No 4, Can more revenue be generated? (e.g. user fees/licences) Are there new programs that generate revenue? No 0 Yco Delete program and reduce budget accordingly. Yes Is a permanent or temporary service level reduction possible? Consider deletion of program or explain why we are involved. Yes - No Maintain current budget. Yes Explore opportunities. (costs/benefits) Incorporate increases into business plan/budget. Incorporate into business plan/budget. Business Planning Guidelines - April 2009 Page 11 of 34 Timelines Timing of the development of the Business Plans remains very important. The timelines for the creation and presentation of the Business Plans for the next reporting period (2010 - 2014) are as follows: February 2009 • Complete staff debriefing sessions for previous year's business plan March 2009 Council workshop to review Corporate Strategic Plan and consider Business Planning Guidelines for the ensuing planning period April 2009 • Distribute "Business Planning Guidelines - 13th Edition." (Corporate Strategic Plan and Business Planning and Budget Guidelines for 2010 - 2014) • Invite public feedback through an Open House June 2009 Training Sessions (see Page 13) Ongoing • Begin to develop Business Plans (operating and capital) and financial plan (budget) July 2009 Finance to distribute copies of 5 -year operating and capital budgets August 2009 • Submit Capital Works Program proposals to Trevor Thompson by Friday, July 31, 2009 • Submit Information Technology proposals to John Bastaja by Friday, July 31, 2009 September 2009 • Continue to develop Business Plans (operating and capital) and financial plan (budget) • Advertisements (newspaper and website) requesting public comments on financial plans • Submit Financial Plan (Budget) to Finance representative by Monday, September 21, 2009 October 2009 • Submit draft Business Plan (one copy) to Business Planning Committee by Thursday, October 1, 2009 • Submit final Business Plan (one copy) to Business Planning Committee by Wednesday, October 21, 2009 November 2009 Departmental Business Plan and Budget presentations to CMT from Wednesday, November 4, 2009 to Thursday, November 5, 2009 • CMT reviews Business Plans; makes preliminary recommendations; and, gives feedback to departments (second week of November) • Advertisements of Council financial plan consideration schedule, which includes time set aside for public input December 2009 Departmental Business Plan and Budget presentations to Council in a public forum from Monday, November 30, 2009 to Tuesday, December 1, 2009 • Council reviews Business and Financial Plans and makes appropriate amendments • Council adoption of Financial Plan Bylaw Business Planning Guidelines - April 2009 Page 12 of 34 Help and Training Schedule To support the Business Planning process, training for employees and users of the system remains an important issue and is available at any time upon request. April 2009 Jim Rule and General Managers Business Planning Guidelines - 13th Edition! • Kick-off new Business Planning guidelines for 2010 - 2014 • Introduction to Business Planning at the District of Maple Ridge • What is new for 2010 - 2014? Review changes from last year. • Reminders to make the process as smooth as possible On Request Business Planning Committee Business Planning Training Sessions On Request Capital Planning Committee Capital Works Training Sessions On Request Information Technology Steering Committee Information Technology Training Sessions The Business Planning Committee is an internal, cross -departmental advisory Committee that offers facilitation, review of drafts, editing, consultation, and planning. The members of the Business Planning Committee are available for advice and help to departments during the development of the Business Plans. In addition, the Business Planning Committee is responsible for conducting process improvement reviews and establishing performance measures/indicators. Business Planning Committee Members: Laura Benson, Chair Paul Gill, Co -Chair Ernie Daykin Al Hogarth Linda King Jim Rule Mike Murray Frank Quinn John Leeburn Cindy Dale Wayne Hardy Trevor Thompson Diana Dalton Jennifer Csikos The Information Technology Steering Committee is an internal, cross -departmental Committee that evaluates each proposed Information Technology project submitted by departments based upon approved Information Technology assessment criteria, the degree to which each proposal meets the business objectives of the Municipality and budget constraints. Information Technology Steering Committee Members: John Bastaja, Chair I Paul Gill Mike Murray Frank Quinn John Leeburn f Brock McDonald Jane Pickering Chris Crabtree Kathy Gormley 1 Tom McIntosh Catherine Nolan Gary Manson Diane Chamberlain 1 The Capital Planning Committee is an internal, cross -departmental Committee that evaluates capital requests and recommends a capital program taking into account the corporate needs and fiscal constraints. Capital Planning Committee Members: Trevor Thompson, Chair C.K. Lee, Co -Chair John Bastaja David Boag Russ Carmichael Terry Fryer / Andrew Wood Dane Spence Wilson Liu Business Planning Guidelines - April 2009 Page 13 of 34 List of Inclusions and Appendices Corporate Strategic Plan (Page 15) This document was reviewed and confirmed in March 2009. The Corporate Strategic Plan sets the direction for the organization and therefore, all Business Plans must align with this plan. Municipal Council's Criteria for Evaluating and Establishing Priorities (Page 20) The decision to accept or reject incremental packages and for setting workplan priorities is the responsibility of Municipal Council. Information Technology Steering Committee Evaluation Criteria (Page 21) Supported projects are prioritized and inserted into the Capital Program for funding consideration. Capital Works Program Project Proposal Statement (Page 22) Use in the preparation of Capital Works Projects for inclusion in the Capital Works Program. Capital Works Program Information Technology Project Proposal Statement (Page 26) Use in the preparation of Technology projects for inclusion in the Capital Works Program. Business Plan Sample - Corporate & Financial Services (Page 29) A sample business plan is included for guidance. Business Plan Template (Page 31) We ask that all our departments submit only addendums of their 2010 - 2014 business plans this year. Business Plan Format (Page 34) Follow the guidelines to complete your Business Plan. Business Planning Guidelines - April 2009 Page 14 of 34 Corporate Strategic Plan MISSION A safe, livable and sustainable community for our present and future citizens. VISION 2025 The District of Maple Ridge is among the most sustainable communities in the world. As a community committed to working toward achieving carbon neutrality, residents experience the value of a strong and vibrant local economy and the benefits of an ongoing commitment to environmental stewardship and creation of stable and special neighbourhoods. Maple Ridge is a world -leading example of thoughtful development and a socially cohesive community, especially as it relates to the use of leading edge "environmental technologies," social networks and economic development. Other municipalities consistently reference the District of Maple Ridge for its innovative approaches to dealing with seemingly intractable challenges. VALUE STATEMENTS Leadership To encourage innovation, creativity, and initiative. Service To be fair, friendly, and helpful. Reputation To stress excellence, integrity, accountability, and honesty. Human Resources To recognize that our people are our most valuable resource. Community To respect and promote our community. Stewardship To consider the long-term consequences of actions, think broadly across issues, disciplines and boundaries and act accordingly. STRATEGIC FOCUS AREAS • Environment • Transportation • Smart Managed Growth • Safe and Livable Community • Financial Management • Governance • Community Relations • Inter -government Relations/Networks • Economic Development Environment Vision 2025 Maple Ridge continues to lead the nation in preserving and enhancing its community's quality of life, air, water and land. The District, long a front-runner in the protection of environmentally sensitive areas, is one of the first municipalities to promote green -building and innovative technologies in residential and commercial construction and infrastructure. The District has won a number of awards for its practices relating to energy use in civic buildings and the municipal fleet and its support of community waste reduction activities. Key Strategies • Continue to promote individual, business and community responsibility for the stewardship of natural resources • Identify and devise effective protective mechanisms for environmental features (such as watercourses) and areas that require special recognition and management • In partnership with other levels of government, adjacent municipalities, First Nations and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge Business Planning Guidelines - April 2009 Page 15 of 34 Set targets for the purchase and installation of renewable energy sources and establish energy efficiency goals for facilities, infrastructure, operations and fleet Lobby senior levels of government to change codes and regulations to promote or require the use of "green" and innovative technology Transportation Vision 2025 Maple Ridge has been able to accommodate tremendous population and economic growth by planning growth around multi -modal transportation routes. The District works very closely with the regional transportation authority to ensure that employment centres as well as neighbourhoods accepting increased density or new medium density neighbourhoods would be well served by public transit and a rapid transit metro line. In addition, a third east -west route through the community was added to assist with commercial and private vehicle traffic and all -day, two-way commuter rail service is now a reality. The downtown area is an excellent example of creating a pedestrian friendly environment that enables citizens and visitors to easily explore the uptown shops and services before taking a casual stroll down to the riverfront promenade. Key Strategies • Maintain and enhance a multi -modal transportation system within Maple Ridge to provide citizens with safe, efficient alternatives for the movement of individuals and goods Promote alternative modes (pedestrian, bike, public transit < >) of travel to reduce reliance on the automobile Continue to improve the walk -ability of the downtown, ensuring it is pedestrian friendly and accessible, particularly for those with impaired mobility In co-operation with other regional stakeholders, identify improvements to the inter -municipal transportation system within the Lower Mainland and the Fraser Valley Smart Managed Growth Vision 2025 Maple Ridge has risen to the challenge of accepting growth while at the same time protecting the quality of life and diversity of residential options that is so important to citizens. By densifying many neighbourhoods, the District has maintained the rural character and small-town feel of the community. Specific neighbourhood plans supported by design guidelines and attention to the natural landscape were keys to retaining the character of neighbourhoods that experienced in -fill. A vibrant, pedestrian - friendly, accessible downtown is the heart and gathering place for the community. Shopping, educational facilities and utility infrastructure were developed concurrent with the new or densified neighbourhoods. Key Strategies • Develop land use management and development processes that are clear, timely, open, inclusive and consultative • Use the Official Community Plan and the District's Corporate Strategic Plan to ensure growth is well- managed and balances the three pillars of sustainability (social, economic and environment) thereby enhancing the unique quality of life in Maple Ridge • Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan and all other Strategic and Master Plans thereby providing clear interpretation of the District's direction, goals and objectives • Manage existing municipal infrastructure through the preparation of appropriate plans to ensure development, maintenance and renewal of parks and open spaces; roads; sidewalks; water; sewer and stormwater systems; public buildings as well as data and communications technology • Encourage the use of adaptive technologies in new construction so that buildings are flexible to changing needs and demographics • Explore the introduction of innovative new infrastructure and technology (such as fibre optics, geo- thermal power and energy from sewer systems) Business Planning Guidelines - April 2009 Page 16 of 34 Safe and Livable Community Vision 2025 A community development model is at the heart of the District's success in meeting the safety, security and social needs of the citizenry. By networking with other levels of government, the RCMP, the School Board, community agencies and business groups and by capacity building with not -for -profits and neighbourhood groups all Maple Ridge residents have their basic health, safety, shelter, food and income needs met; have access to community services to assist them in achieving their full potential; are able to actively participate in civic processes; and can contribute to establishing an exceptionally strong community. Key Strategies • Strive for enhanced service levels, quality of life and independence by citizens and community organizations in the delivery of leisure services and other municipal services through community development • Develop and implement preventative as well as reactionary plans to address the impacts of emerging social issues on the local community and citizens through social planning and collaboration with other levels of government and local service providers • Work closely with the School Board, Health Authority, Regional Library, other levels of government and other agencies to encourage the adequate provision of public services that are not the responsibility of local government • Establish an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other relevant stakeholders • Establish neighbourhood and community education programs to provide citizens with information and materials on emergency planning procedures • Ensure development standards incorporate sustainability, crime prevention, safety and security concepts • Develop preventative as opposed to remediation initiatives in the delivery of fire and police services • Ensure that quality emergency services are delivered in a timely, effective and efficient manner through the development of multi-year Business Plans, which include detailed, sustainable multi-year financial plans • Continue with the implementation of the Police and Fire Master Plans • Provide a variety of parks, trails, open spaces and gathering places • Recognize and support the important contribution of volunteers in the community • Encourage active and healthy living among citizens through the provision of a variety of exceptional recreational, educational and social activities • Preserve and enhance heritage resources to provide citizens with the historic context of the community • Encourage citizens and the community to develop their creative potential and a strong sense of community through the provision of excellent arts and cultural opportunities, special events, educational and social activities Financial Management Vision 2025 The District's award-winning financial, investment, purchasing and human resources policies and practices are tightly aligned with and contribute to the District's continued vision of sustainability Key Strategies • Construct financial plans and business plans in accordance with the adopted Financial Sustainability Policies • Develop multi-year financial plans that not only address immediate needs but also address the longer-term sustainability of our community • Use a formal, business planning framework as a means to structure decision-making and publicly reporting our performance Business Planning Guidelines - April 2009 Page 17 of 34 Identify methods to expand the tax base and generate non -tax revenue • Continue to use a user -pay philosophy • Review policies and processes to ensure they are consistent with the corporate strategic direction and external influences • Provide high quality municipal services to our citizens and customers in a cost effective, efficient and timely manner Governance Vision 2025 Maple Ridge is a leader in voter turnout for Municipal Elections as more than half of those eligible to vote, exercise that right. Elected officials and District staff continue to confidently lead the community on its journey to achieving its vision. Meaningful engagement of staff, stakeholders and citizens ensures quality decision- making. Politicians and staff model the District's values and consistently deliver on the commitments, goals and objectives stated in the Strategic Plan and Business Plans. Key Strategies Conduct our business in a manner that upholds and enhances the public's trust Function as an open government with the greatest possible access by citizens to information and opportunity for engagement in decision-making processes Demonstrate leadership in applying and promoting the principles of sustainability recognizing that each individual decision may not be optimal for all pillars of sustainability Community Relations Vision 2025 Maple Ridge residents and business owners report very high levels of satisfaction with the District's efforts to keep citizens informed of municipal plans and projects and to ensure citizens are aware of when and how they can participate in civic processes. Key Strategies • Provide a continuum of opportunities that encourage and enable citizen participation in local government and local government decision-making. • Develop methods to communicate on a timely basis with citizens and community groups • Survey citizens to obtain their views on the community and their satisfaction with District services • Provide information about and actively promote the actions individual citizens and businesses can take to augment the District's sustainability efforts • Provide opportunities through events and festivals for growing our citizens' sense of community Inter -Government Relations/Networks Vision 2025 The District receives outstanding levels of support and cooperation from senior levels of government, crown agencies, the regional district, the school district, our municipal neighbours, First Nations, community groups and corporate Canada because of the strong, positive working relationships, at both the political and staff level, that have been established and nourished over the years Business Planning Guidelines - April 2009 Page 18 of 34 Key Strategies • Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities of Pitt Meadows and Mission; the Katzie and Kwantlen First Nations; our fellow members of the Greater Vancouver Regional District and the Fraser Valley Regional District • Enhance relationships with provincial and federal employees and politicians to further the legitimate interests of the District • Continue to leverage our voice and enhance our relationships with the Union of British Columbia Municipalities, the Federation of Canadian Municipalities and the Lower Mainland Local Government Association • Identify and promote the use of partnerships and networks with public agencies; crown corporations; business; not-for-profit; community groups; and, volunteers to provide local government and community services in a cost-efficient, effective and timely manner Economic Development Vision 2025 Maple Ridge made the transition from dormitory suburb to employment magnet by carefully targeting businesses that fit within the context of the District's many neighbourhoods. Commercial ventures were encouraged in the accessible, pedestrian -friendly downtown and at nodes along major roads; agricultural activities were enabled in the District's famed rural areas; home-based businesses were encouraged and clean industry was attracted to existing and new business parks created near key transportation junctions and neighbourhoods. The District enjoys the many benefits of having the majority of its residents work in the community in which they live. Key Strategies • Use a formal economic development strategy, grounded in the principles of sustainability as a means to structure a positive business and investment climate • Support the retention and expansion of existing local businesses that add to the quality of life in Maple Ridge • Identify, in consultation with community stakeholders, specific new investment and employment opportunities • Build a sustainable community that includes a balance of land use types • Develop an efficient, customer -service oriented approach to the delivery of municipal services that is timely, cost effective, friendly and efficient • Develop and maintain high quality community documentation and promotional material to attract investment and employment • Preserve natural assets that could positively contribute to economic development • Enhance the trail systems so that they can be used to enhance economic development Business Planning Guidelines - April 2009 Page 19 of 34 Municipal Council's Criteria for Evaluating and Establishing Priorities The decision to accept or reject incremental packages and for setting workplan priorities is the responsibility of Municipal Council. In making such decisions, Council will consider the following criteria: Public Health and Safety 4 Are there health and safety risks? If so, what are they? Legislative Requirement 4 Is the change required for legislative reasons? Operating Impact of Previous Decisions 4 Does this issue flow from a previous Council decision? If not, what are our options? Council Priority 4 Is the program in alignment with Council's strategic direction? Community Impact 4 Is a large segment of our community affected? Financial Staffing 4 How much is our investment? Can it be sustained? Are there opportunities to leverage other investments? 4 Do we have the time, skills, and resources necessary? If not, are they available and at what cost? Chance of Success 4 What is the likelihood of success? Business Planning Guidelines - April 2009 Page 20 of 34 Information Technology Steering Committee Evaluation Criteria The ITSC will evaluate each proposed Information Technology project submitted by departments based upon approved Information Technology assessment criteria, the degree to which each proposal meets the business objectives of the Municipality and budget constraints. Supported projects are prioritized and inserted into the Capital Program for funding consideration. The evaluation criteria include: Strategic Alignment When evaluating the strategic alignment of an Information Technology initiative, the following questions should be asked: 1. Does the initiative support the District's Business Strategy and/or the Information Technology Strategic Plan? 2. Does the initiative support departmental initiatives or plans? 3. Does the initiative support agree to management performance objectives? 4. Does the initiative support legislated objectives? 5. Does the initiative support services, processes or systems related to baseline District services? A ranking should be provided for the initiative based on its Strategic Alignment. Tangible Benefits When evaluating the tangible benefits of an Information Technology initiative, the following questions should be asked: 1. How much does the initiative increase revenues or improves cash flows? 2. How much does the initiative decrease expenses? 3. How much does the initiative avoid future costs? Do costs increase more slowly than revenues, volumes or activity levels in the future? 4. What is the anticipated level of productivity improvements related to the use of the District's human resources? 5. Is there an opportunity to generate revenue or consider sponsorship opportunities? A ranking should be provided for the initiative based on its Tangible Benefits. Intangible Benefits When evaluating the intangible benefits of an Information Technology initiative, the following questions should be asked: 1. How much does the initiative improve customer satisfaction? 2. How much does the initiative improve staff morale? 3. How much does the initiative improve the District's business decisions? 4. How much does the initiative improve the District's service levels? 5. How much does the initiative improve the Districts internal and external image in terms of political or real payback? A ranking should be provided for the initiative based on its Intangible Benefits. Risk When evaluating the risk of an Information Technology initiative, the following questions should be asked: 1. What is the probability that the anticipated benefits will not be realized? 2. What is the level of application risk? Has the technology been used for this specific application before? 3. What is the level of technology risk? Is the technology new and/or unproven? 4. What is the level of organizational change risk? Is the District ready to provide resources both people and funds to implement and operate the technology solution? 5. Has the replacement value of hardware/software and/or potential operating costs within the project definition been considered? A ranking should be provided for the initiative based on its Risk. Business Planning Guidelines - April 2009 Page 21 of 34 Capital Works Program Project Proposal CAPITAL WORKS PROPOSAL A. SUMMARY Al. PROJECT NAME A3. DESCRIPTION A4. DESIRED START A5. ESTIMATED COST (ENTER MULTIPLE YEARS FOR PROGRAMS) A6. PRIMARY PROJECT TYPE A8. LOCATION A11. PROJECT MANAGER B. ALLOCATION AREA A2, DATE SUBMITTED A7. SECONDARY TYPE (IE WATER AND SEWER) A9. FROM A10. TO Al2. DEPARTMENTAL OWNERSHIP A13. CAPITAL PLANNING REP B1. REQUIRED IF DCC FUNDING IS USED! DO YOU KNOW WHICH AREA(S) YOUR PROJECT WILL IMPACT? 82. AREA 1 2 3 4 C. FUNDING SOURCES B3. SUBAREA B4. % ALLOCATION TOTAL PLEASE SEE FUNDING SECTION IF DCC FUNDING I5 USED Cl. TRANSFER FUND 1 2 3 4 5 C2. TFR FUND ID C3. $ VALUE C4. % VALUE TOTAL Business Planning Guidelines - April 2009 Page 22 of 34 D. JUSTIFICATION D1. BRIEFLY DESCRIBE WHY THIS PROJECT IS NECESSARY D2. DESIRED START D3. IS PROJECT DEPENDENT ON THE COMPLETION OF AN EXISTING PROJECT? D5. LATEST POSSIBLE START D4. ALTERNATIVES D7. DETAILED DOC AVAIL? D6. CONSEQUENCES OF NOT PROCEEDING D8. PROJECT'S RELIANCE/IMPACT ON OTHER DEPARTMENTS D9. PROJECT'S IMPACT ON SUSTAINABILITY/ENVIRONMENT E. CAPITAL OR... F. OPERATING? El. DOES PROJECT PRODUCE ASSET(S)? DON'T KNOW E2, IDENTIFY ASSET(S) AS SPECIFICALLY AS POSSIBLE) E3. IS THIS ASSET NEW? E4. UPGRADES/ADDS ON TO AN EXISTING ASSET? E5. REPLACES AN EXISTING ASSET? E6. WHAT IS HAPPENING TO THE OLD ASSET? 77F:7 DT:PPOSA3 FORM COMING SiC E7. OPERATING/MAINTENANCE COSTS/YEAR? Fl. IS PROJECT A STUDY/ASSESS./SPECIAL PROJECT? F2. DESCRIBE IF OTHER F3. ONE TIME OR ONGOING? F4. IF ONGOING - HOW MANY YEARS? Business Planning Guidelines - April 2009 Page 23 of 34 G. ALLOCATION RULE Gl. SELECT THE ALLOCATION RULE THAT BEST FITS YOUR PROJECT •._LOCA.T[ON €D• H. PART OF A PROGRAM H1. NEW OR CONTINUATION OF A PREVIOUS PROGRAM? H2. GL# OF PREVIOUS PROGRAM H3. LTC# OF PREVIOUS PROGRAM H4. COMMENTS I. PROJECT HAS MULTIPLE PHASES I1. NEW OR ADDITION TO A PREVIOUS PROJECT? ONTiNUAT;:L I2. GL# OF PROJECT BEING ADDED ON TO I3. LTC# OF PROJECT BEING ADDED ON TO I4. COMMENTS J. DCC FUNDING K. EXTERNAL FUNDING 31. DCCS ARE FUNDING THIS PROJECT DISCUSSION NEEDEL 32. $ VALUE 33. ADMINISTRATION FEE (at 1%) _ 34. UNDER WHAT GUIDELINES DOES IT QUALIFY? 35. COMMENTS Kl. IS THERE EXTERNAL FUNDING FOR THIS PROJECT? DISCUSSION NEEDED K2. $ VALUE K3. AGENCY PROVIDING THE FUNDING K4. HAS THIS FUNDING BEEN SECURED? DISCUSSION NEEDED K5. WHO IS RESPONSIBLE FOR SECURING THIS FUNDING? K6. ATTACH AGREEMENTS, CONTRACTS, DOCUMENTS AND BACK/UP RE:FUNDING K7. IF THIS FUNDING DOES NOT HAPPEN, PROJECT WILL... K8. COMMENTS Business Planning Guidelines - April 2009 Page 24 of 34 L. SUSTAINABILITY CONSIDERATIONS M. OTHER COMMENTS / NOTES Ll. PLEASE COMMENT ON HOW THIS PROJECT ENHANCES THE ENVIRONMENTAL, SOCIAL, AND FINANCIAL SUSTAINABILITY OF THE DISTRICT. (EXPLAIN WHERE YOU HAVE HAD TO TRADE BENEFITS FROM ONE CATEGORY TO ANOTHER). M1. PLEASE PROVIDE ANY OTHER COMMENTS OR NOTES HERE OR ATTACH A DOCUMENT AS AN ICON Business Planning Guidelines - April 2009 Page 25 of 34 Capital Works Program Information Technology Project Proposal Use in the preparation of Capital Works Projects for Information Technology for inclusion in the Capital Works Program. Project Components: For the preparation of waterworks, sewage, drainage, highway, parks acquisition, park improvement, recreational services, government services, information technology, and protective services projects. Summary Information Project Name: Project Component: (see above list) Project Phase : Study, Pilot, and/or Implementation Project Type: New Application, New Infrastructure, Upgrade or Replace TANGIBLE CAPITAL ASSETS BEING ACQUIRED OR CONSTRUCTED: (please note: each asset should be separately identif ed) Asset #1 Estimated Useful Life Asset #2 Estimated Useful Life Asset #3 Estimated Useful Life BUDGET ESTIMATES CAPITAL COSTS: Acquisition or Construction Costs Asset #1 $ Estimated Accuracy: Asset #2 $ Estimated Accuracy: Asset #3 $ Estimated Accuracy: ONE TIME PROJECT COSTS: (Items, such as studies, that will be undertaken as part of the overall project, but are not part of the acquisition or construction costs of the asset. These costs will be incorporated into operating budgets, but can be funded from the same sources as acquisition and construction costs). Study Budget $ Estimated Accuracy: ANNUAL OPERATING COSTS (maintenance costs, annual licensing fees etc) Description Estimated Cost Can these costs be covered off within your existing budget? (If not please complete an incremental request package as part of your business plan) FUNDING SOURCES: (if funding includes monies from outside sources i.e. GVTA, ICBC, Province etc., please indicate if the funding request has been approved) Item Funding Source Approval Status (external) Amount Study Asset #1 Asset #2 Submitted By: Date Created: Dept./Business Area: Project Sponsor: Preferred Start Year: Latest Start Year: Business Planning Guidelines - April 2009 Page 26 of 34 Description Purpose, Scope, and Approach Project Benefit/Risk Review The Rating Column will be filled in by the Prioritization Group. Alignment Factor Describe all that apply Description Rating 1 Project supports District or Information Ttechnology Strategy Project supports departmental Initiatives or Plans 1 Project supports management performance objectives Project supports legislated objectives Project addresses baseline services/processes/systems Total Tangible Benefits Describe the one that applies Description Rating 1 Large benefits / fast payback Moderate benefits / longer payback Costs = benefits over 3 - 5 years Small net cost of initiative Large net cost of initiative Total Intangible Benefits Describe all that apply Description Rating 1 Improved customer satisfaction Improved staff morale Improved decision making ability/quality/controls Improved service Improved image - Political value or Internal or External Total Risk Factors Describe each risk that applies Description Rating 1 The benefits may not be realized. Application risk - this may not be a sound initiative. Technology risk - new or unproven technology may not work Organization change risk - we may not be able to implement / operate successfully. Other Total Business Planning Guidelines - April 2009 Page 27 of 34 Cost Estimate One copy of this table is required for each phase of the project. Modify this Information Technology template as required for other types of Capital Works components. Project Phase Cost Category Description Amount Study, Pilot or Implementation $ Labour $ Internal ($350/day) Total Funding $ • Information Services $ • Departmental $ • Contractor Regular ($500/day) $ Specialists ($1000/day) $ • Project Management $ Equipment • Software/Supplies Application Licences $ Database $ Other (Specify) $ • Hardware/Equipment Desktop Computers $ Servers $ Network $ Voice $ Other $ Training $ Miscellaneous • Other Office Space $ Travel $ • Contingency $ Phase Total $ First Year Costs First Year Cost Total $ Operating Costs Annual Maintenance $ Annual Upgrades $ Dept Staff Increases $ IS Staff Increases $ Annual Replacement Charges Annual Operating Total $ Project Funding Phase Funding Source Rationale $ Amount or % Study, Pilot or Implementation $ $ Total Funding $ Business Planning Guidelines - April 2009 Page 28 of 34 Business Plan Sample District of Maple Ridge Corporate & Financial Services - Administration Business Plan Addendum 2008 - 2012 Highlights of 2007 Accomplishments (Abbreviated for Template Purposes) • Followed up on the succession plan implemented in the Finance Department and provided support to the managers so that they could deliver on their workplan • Implemented succession plan in the Clerks Department and appointed the Municipal Clerk • Performance Planning discussions were held with all staff to allow them to be successful • Assisted the Staff/RCMP Working Group in developing a Master plan to reduce RCMP vacancies • Produced first Performance report to June 30, 2007 ensuring our performance reporting system measures progress on Council's strategic direction Environmental Scan • Our investment in our people is starting to pay dividends • Need for greater Corporate awareness of our financial situation and the implications of decisions made at every level • Citizens satisfied with the District's financial direction • Our ability to avoid spikes in tax increases is appreciated • Citizens appreciate access to staff • Staff need greater visibility from senior managers from other departments • Staff appreciate informational meetings that help them understand corporate context • Older workforce - loss of corporate knowledge • Need to manage demand and balance interests • Need to manage future financial capacity to maintain expanding infrastructure • U.S. Economy and high Canadian Dollar - what will this mean to us • People recently appointed to positions need to be given the opportunity to learn and grow Workplan Highlights - 2008 Deliverables (Abbreviated for Template Purposes) • Establish a reserve to fund sustainability related projects that will pay back the reserve through longer term operating savings. • Work with the SPCA to build a new shelter that meets our the needs of our animals. • Work with the RCMP in piloting the Community Safety Officer program in our community. • Follow up on the succession plan implemented in the Finance Department and make sure that it meets the needs of all concerned. • Implement the succession plan for our needs in the Clerk's Department • With the Corporate Management Team, develop and implement a plan for dealing with Municipal lands in Silver Valley • Follow up on the Animal Services contract to ensure that it is delivering on our needs and living up to expectations • Continue to work with RCMP headquarters on making changes in policing that make sense. • Work with the local RCMP detachment to implement the police master plan. Business Planning Guidelines - April 2009 Page 29 of 34 Budget Update • 2008 and 2009 Operating Budgets approved last year have been respected. Operating Budget Account 2007 2008 Adopted Proposed AFP07-11 CFP08-12 Proposed Changes 2009 2010 2011 2012 Proposed Proposed Proposed Proposed CFP08-12 CFP08-12 CFP08-12 CFP08-12 Expenditures Conferences & Meetings Memberships Miscellaneous Salaries $24,590 $24,590 $12,857 $13,101 $1,600 $1,600 $150,691 $155,639 $0 0% $24,590 $24,590 $24,590 $24,590 $244 2% $13,101 $13,101 $13,101 $13,101 $0 Q% $1,600 $1,600 $1,600 $1,600 $4,948 3% $240,564 $305,576 $435,721 $440,902 Totals $189,738 $194,930 $5,192 3% $279,855 $344,867 $475,012 $480.193 Proposed Changes and/or Remarks: Salaries: The 2008 variance is in line with the wage and benefit cost contingency. From 2008 to 2012 respectively, $45,000, $125,000, $185,000, 310,000 and $310,000 have been committed to begin addressing costs associated with future year growth. Starting in 2008 $45,000 has been earmarked for a Property Clerk in the Clerks Department. Incremental Packages - None Capital Budget - None Information Technology Update - None Business Planning Guidelines - April 2009 Page 30 of 34 Business Plan Template (Intranet\Business Planning Tab) District of Maple Ridge Name of Department Business Plan Addendum 2010 - 2014 No Title Page Required Create a two or three page document that will be placed at the front of your Business Planning binder addressing the following: • Highlights of 2009 accomplishments • Environmental Scan o What are you customers and data telling you o What challenges and pressures are facing the department • Workplan Highlights, with a focus on key 2010 deliverables • Budget Update • Capital and Information Technology Packages, if any • Incremental Packages, if any Business Planning Guidelines - April 2009 Page 31 of 34 Incremental Package Report 2010 Proposed Budget Division: Date: Department: Submitted By: Decision Unit: Package: 2 of ? Activities/Purpose: Functions Performed/Degree of Service: Alternatives Considered/Reasons for Not Recommending: Staff Position: Performance Measure: Package: 2010 Budget $ Business Planning Guidelines - April 2009 Page 32 of 34 Reduction Package Report >10% Reduction 2010 Proposed Budget Division: Date: Department: Submitted By: Decision Unit: Package: 2 of ? Budget Reduction for Consideration: Consequences of Package: Staff Position: Package: 2010 Budget < $> <S> Business Planning Guidelines - April 2009 Page 33 of 34 Business Plan Format Format: • Please adhere to format outlined in the template/sample provided • Title Page is NOT required • Use MS Word • When taking text from another document to the Business Plan please use "PASTE SPECIAL." • Use Franklin Gothic Book Font in 11 point • Page set-up is mirror margins, .75, .75, .75, 1 • No landscape (sideways) pages • Footer to contain division and department name in addition to page numbers • Decision and Reduction packages to be numbered starting at 2 of • Final copies for submission are to be two-sided Business Planning Guidelines - April 2009 Page 34 of 34 MAPLE RIDGE British Columba Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Ernie Daykin DATE: March 30, 2009 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: Committee of the Whole SUBJECT: Public Art Administration Agreement and Public Art Steering Committee Bylaw EXECUTIVE SUMMARY: The attached agreement and bylaw have been prepared to initiate the public art program approved in the District's annual budget and long term financial plan. The agreement with the Arts Council to administer the program has been developed in accordance with earlier discussions with both the Parks and Leisure Services Commission and Council. The Commission has reviewed and concurs with the following recommendation. RECOMMENDATION(S): a) That the Public Art Management letter agreement with the Maple Ridge - Pitt Meadows Arts Council attached to the 2009 03 31 report on this subject be approved, b) That Bylaw No. 6659 - 2009 be given first, second and third reading, and further c) That Council appoint a Council representative to sit on the Public Art Steering Committee. DISCUSSION: a) Background Context: Council has directed that staff proceed with implementation of a public art program in 2009. The attached agreement and bylaw are offered to get the program started. They are based on the policy which was adopted by Council in 2007 and forms part of the agreement. The establishment of a Public Art Steering Committee is identified in the policy. Once the agreement is approved, and once the Arts Council and Municipal Council representatives to the committee are appointed, it is anticipated they will proceed to solicit further names for consideration by Council. Once the committee has been formed their work will begin leading up to the first request for proposals and the first public art commission later this year. It will be noted in the draft bylaw that Council's role with respect to the selection process for public art will be limited to establishing the criteria for each request for proposals. The final selection of art installations will rest with the Public Art Steering Committee envisioned in the adopted policy. 1151 b) Desired Outcome(s): The desired outcome of this initiative is most appropriately identified in the stated objective in the adopted policy. That objective follows: "Public art will strengthen community identity and culture by developing spirit of place through the commissioning, collecting and incorporation of unique works of art." c) Strategic Alignment: The project aligns well with Council's emphasis on strengthening and beautifying the downtown. d) Business Plan/Financial Implications: The adopted five year financial plan anticipates funding for public art on an annualized basis. Funding is contained in the 2009 annual budget for the project for both administration and commissioning of a first art installation. The agreement is based upon the funding available for the program. e) Policy Implications: This initiative reflects the implementation of Council's adopted public art policy. CONCLUSIONS: The attached agreement will utilize the visual arts expertise of staff working for the Arts Council to implement Council's direction to commence a public art program in 2009. The agreement coupled with the resources set aside in the long term plan and Spirit Square project will provide the necessary resources to start the initiatives with a solid foundation. We look forward to the results of the first year's efforts. : Prepared b Mi Murrayp Y. � . 1 General Manager ommunity Development, Parks and Recreation Approved by: Paul Gill, BBA, CGA G neral Manager C. •or. e and Financial Services Concurrence: J. . (Jim) Rul- C ief Admi istrative Officer MWM 2009 03 30 Maple Ridge - Pitt Meadows Arts Council 11944 Haney Place Maple Ridge, B. C. V2X 6G1 Attention: Ms. Lindy Sisson, Executive Director Dear Ms. Sisson: Re: Public Art Management Agreement The intent of this letter is to outline the details of the agreement between the District of Maple Ridge (hereafter identified as "the District") and the Maple Ridge - Pitt Meadows Arts Council (hereafter identified as "the Arts Council") concerning management of the District 's Public Art Program. This follows the District having adopted the enclosed policy and committing funding in the amount of $9,000 in 2008 and $40,000 in 2009 toward the provision of public art (in accordance with the policy). The initial $9,000 is intended to cover start up of the program while $10,000 of the $40,000 identified for 2009 (and $10,000 of the future years funding) is intended to cover ongoing annual administration. The remaining $30,000 and all but the annual administration fee in future years is intended to be used for commissioning and maintaining suitable works of art. The District's long term (five year) plan proposes setting aside $50,000 in 2010, $60,000 in 2011, $70,000 in 2012 and $70,000 in 2013. for administration of the program and commissioning of installations. With respect to the agreement the District proposes that it will: 1. Pay a start up fee of $9,000 to the Arts Council for the purpose of establishing the Maple Ridge Public Art Committee (including the recruitment of members to be made up of representatives in accordance with and outlined in the District's policy and confirmed by District Council) and the adoption of such municipal bylaws, operating guidelines, policies and procedures necessary to the function of the Maple Ridge Public Art Committee. 50% of the start up fee shall be payable upon signing of this agreement by both parties. The remaining 50% shall be payable once the by laws are in place and the committee has been established. The committee shall not be considered as a subcommittee of the Arts Council but shall be a sub committee of the District with some degree of independent authority and some advisory responsibility as established in the attached Municipal bylaw. 2. Pay an administrative fee of $10,000 for administration of the program in 2009 payable in two equal instalments with the first payment being made in April of 2009 and the second payment being made in September of 2009. The intent of this payment is to cover the cost of administration which shall include but not be limited to operating the committee and conducting a suitable call for proposals and selection process for a first public art commission, as well as reviewing any other public art proposals offered to the District from time to time. 3. Cover up to $50,000 toward the cost of the first commission of public art for the community ($30,000. from the public art budget and a further $20,000 from the Spirit Square project), along with annual maintenance and insurance coverage for art. installations. 4. Consider funding in the amounts noted above in its 2010, 2011, 2012 and 2013 annual budgets noting that, if approved by Municipal Council, the annual administrative fee to be paid to the Arts Council from the approved budgeted amount for public art shall be $10,000 (plus inflation as determined by the Consumer price Index for British Columbia for the preceding year) or such other amount as is determined by both parties to be appropriate upon review of the administrative requirements of the program at the end of the first year of operation. 5. Make payments to artists for public art commissions in accordance with contracts entered into by the Public Art Steering Committee for such work, providing that the required funding has been approved in the annual Municipal budget for this purpose and/or other funding has been obtained beyond the annual Municipal budget sufficient to cover the difference in cost between the budgeted amount and the actual cost of the commission. For its part the Arts Council will: 1. On behalf of the District administer the Public Art Program in accordance with the enclosed policy as long as the District provides the required funding as noted above. 2. Recommend the appointment of the Public Art Committee to Maple Ridge Council in accordance with the attached bylaw which shall be proposed to Council to govern the operation of the committee. 3. On behalf of the District select and commission public art pieces within the available budget for such work noting that such installations shall be the property of the District unless some other arrangement has been first agreed to by the District (such as the display of loaned works of art). 4. On behalf of the District, and as the opportunity arises, participate with the Municipal Planning Department and others to utilize public art contributions (which may result from donations from commercial and/or residential development) for public art, beyond the annual budget set aside for public art commissions. 5. On behalf of the District consider donations of public art when such donations are offered and determine their suitability for display as public art. 6. Manage the installation of public art pieces in cooperation with both the Artist and District representatives (the installation shall be approved by the District and the cost of installation shall be incorporated into the cost of the commission). 7. Provide advice to the District with respect to maintenance of all public art installations. 8. Provide advice to the District as to the value of each commissioned or donated work of art for insurance purposes. 9. Provide advice to the District with respect to the public art potential of municipal projects including street furnishings, signage, lighting and such other mediums which may present themselves from time to time. 10. On behalf of the District participate in any Metro Vancouver regional public art committees which may be established from time to time. 11. Promote public art installations within the community. 12. Abide by District financial and purchasing policies. The key deliverables in the first year of this agreement will include establishment of the committee, development of the critical policies and procedures for administering the program and the selection of a first commissioned work of art. This agreement shall continue in full force and effect until the end of March 2010 and shall be renewable on an annual basis with the mutual consent of both parties, noting that approval by the Municipality shall take the form of Council's approval of the public art budget for the coming year. Each party shall have the right to terminate the agreement at their own discretion upon thirty days notice provided to the other party noting that whatever contractual arrangements for commissioned art installations which are in progress at the time of termination and commissioned in accordance with this agreement shall be honoured by the Municipality and a prorated sum (to cover expenses from the commencement of the current term to the termination date) shall be provided to the Arts Council for administration of the program up to the date of termination. For clarity, it is intended that the Public Art Committee shall have the right to finally select or reject public art proposals without seeking Municipal Council approval, providing a selected installation meets the general criteria established by the Committee in collaboration with the Municipal Council in advance of any selection or commissioning being finalized. Such criteria may include the adoption and implementation of procedures (such as ensuring fairness in the selection process through appropriate advertising and promotion of the opportunity, avoidance of any conflicts of interest, ensuring appropriate contractual arrangements are entered into with artists, etc.), predetermining appropriate themes, etc. By signing and returning one copy of this agreement you will be indicating the Arts Council acceptance of this agreement including the terms and conditions noted above and in the attached policy and bylaw. Sincerely Mike Murray General Manager: Community Development, Parks and Recreation Lindy Sisson date Executive Director: Maple Ridge Pitt Meadows Arts Council Executive Summary Public Art Program Steering Committee Recommendations for Council ii. iv. Guiding Principles 1. Overview of Public Art for Maple Ridge 2. • Background 2. • Existing Cultural Policies 4. • Benefits of Public Art 5. • Benefits Chart 6. Program Funding Funding Chart Table of Contents 9 - 11. 12. Public Et Private Sector Policy Comparisons 13. Public Meeting Invitation 15. Questionnaire Results a -c Executive Summary In 1996, Council endorsed the Ridge Meadows Arts and Culture Policy and Plan. Policy D in the plan stipulated that Council should develop a public arts policy based on the recommendations outlined in the document. The Arts and Culture Policy document is integral to the successful integration of art into the community and its contribution to the cultural health of residents. These aspirations support the development of a Public Art Policy for Maple Ridge. The Public Art Policy document, prepared by a Committee of dedicated staff and artists is unique and provides a specific framework within which the policy can be implemented. The Committee met regularly to discuss and review existing documents and existing policies in local and distant communities. Working with the previously adopted Ridge Meadows Arts Et Culture Policy and Plan (1996) as well as the Maple Ridge and Pitt Meadows Master Plan for Parks, Recreation and Culture (2001) the Committee developed the Mission Statement, Goals and Objectives for the Public Art Policy. In addition, the Committee reviewed public art policy documents, which had been successfully implemented by the City and District of North Vancouver, Surrey, Vancouver as well as some policies, based in the US. It became very clear that there was precedent for community and public art in Maple Ridge, particularly with respect to the Artist in Residence program, community art and other static displays. These programs would benefit from the creation of a policy outlining funding, artist selection procedures, a public art Committee and staffing. The committee also noted that public art not only provides social benefits by creating place, identity and pride, it also provides economic benefit, both for the artists and the community at large. On March 16th 2006, the committee hosted a Public Art Open House where we engaged the public in a review of public art and a draft of the public art document. A practicing Artist made a presentation, answered questions and we distributed a public art questionnaire. The meeting was well attended and a synopsis of the comments has been added to the addendum of the public art document. Additional public art presentations have been made to Municipal Council, the Rotary Club and the Advisory Design Panel. The Committee has agreed that should this document be endorsed by Council and appropriate funding is provided, a Public Art Committee should be set in place. Many funding models have been reviewed and are included for Council's consideration. The Public Art Policy Steering Committee is very proud to present this document for Council's consideration and approval. The goal of the document will be to address the unique cultural attributes of Maple Ridge, while addressing the historical and environmental qualities of this community. We anticipate that with Council's endorsement, a Procedures document will continue to develop as a new Committee is assembled and a part-time staff person or consultant is employed to assist the Committee and deal with the specifics of getting the art off the paper and into the ground. The Procedures document will be a customized set of tools which will create meaningful and integrated public art throughout the community. Respectfully Submitted Don Cramb Maple Ridge Et Pitt Meadows Parks Et Leisure Services ii Public Art Policy Steering Committee Don Cramb Maple Ridge Et Pitt Meadows Parks & Leisure Services Laura Moodie Art Gallery Curator Lorrie Wager. Arts Program Manager Leesa Strimbicki Public Art Consultant Urban:Art Management •� 1 Sharon Bertsch President of the Arts Council Mark Taylor Executive Director of the Arts Council Jane Pickering Planning Director Lisa Zosiak Planning Public Art Policy 2006 111 Recommendations for Council 1. THAT Council adopt and endorse the Public Art Policy Document. 2. THAT Council appoint a Public Art Policy Steering Committee (PAPSC) comprised of the following individuals: • • • • • 2 artists 1 art curator or an arts educator 1 member from the Arts Council 1 landscape architect, planner or architect 1 developer well established in the community 1 member from the community 1 member of Council (ex -officio) AND THAT this Committee shall develop the following components of the Public Art Procedures Document; • • • Private Sector Guidelines Public Art Master Plan De -accessioning Donations Offers to the District of Artwork Temporary Works of Art Maintenance Managing Controversy Education ":Seattle eam Echoe AND THAT Council consider the approval of annual funding in the amount of $ 40,000.00 starting in 2009 and that the amount be increased by $10,000.00 each year until the total annual contribution reaches $70,000.00 (Option 3, page 11), to fund the public art program, support the Public Art Steering Committee, commission works of public art, and maintain art infrastructure. '«'+ Public Art Policy 2006 iV 3. THAT the Public Art Policy Steering Committee be a Committee of Council. 4. THAT 1.25% from the Districts Capital Budget for new building construction be incorporated into each project budget to ensure inclusion of public art (Option 2 page 10). Public Art Temporary Works of Anti Vancouver 13iennale Artist Dennis Oppenheim Guiding Principles Mission Statement Public art will strengthen community identity and culture by developing "spirit of place" through the commissioning, collecting and incorporation of unique works of art. Goals Goals amplify and give more meaning to the Mission Statement. Public Art: will create an aesthetic focus for Maple Ridge will recognize Maple Ridge's cultural identity will support community art to allow for residents to have a hands on experience will provide an aesthetic focus for the downtown core will have a sense of discovery, celebration, exploration, excitement and surprise will foster a sense of identity will strengthen the commitment of developers to participate in public art will give Maple Ridge a distinctive feeling specific to the community Objectives Objectives are the benefits that the public art policy will provide for the community. Public Art: • will capitalize on heritage or significant structures or places in the community as focal points for public art • will highlight the rural heritage of Maple Ridge • will provide a tourist attraction • will celebrate the built heritage of Maple Ridge • will educate the community and local artists about public art • will be integrated into site structures and landscape • will include the development community • will reflect the beauty of the natural landscape a 1 # . COURTS Public Art Policy 2006 1. 1.Background Public Art Policy 2006 2. Overview of Public Art for Maple Ridge The development of a Public Art Policy for the District of Maple Ridge is the result of recommendations outlined in the Ridge Meadows Arts Et Culture Policy and Plan developed in 1996. The document suggests, "increasing public art will enrich the community's artistic and cultural experience, both indoors and out". By initiating a public art policy, further goals outlined in the cultural plan will be addressed such as: developing an aesthetic focus for the downtown core celebrating the built heritage, especially in newly developed projects adding public art as an element of urban design recognizing the economic significance of public art for both the art community and the community at large As such, the recommendation in the Plan was: THAT Council develop a public art policy based on the recommendations outlined in the Art and Culture Policy and Plan. In addition, the Official Community Plan states the following: MR will ensure that parks, leisure and cultural facilities and services are provided for in the changing and growing community in accordance with the Maple Ridge Parks, Recreation and Cultural Master Plan taking into account the joint delivery of services in Maple Ridge and Pitt Meadows. - MR recognizes the importance of arts and culture to the community and will support implementation of the Ridge Meadows Arts and Culture Policy and Plan 1996. Overview of Public Art for Maple Ridge It is widely agreed that communities which develop an environment in which people are encouraged to explore, create, discover, celebrate and share will enjoy a better quality of life. These qualities set out the vision and aspirations for cultural experiences and the development of a public art policy for the District of Maple Ridge. Public art has the ability, when integrated into a space to address these qualities by forging links between the built environment and the natural world. Habitats that affect our daily lives become places developed for the public which bring importance, cohesion and focus to the community at large. By organizing, intensifying and clarifying what is already present, public art can then provide a means for preserving, educating, enhancing and making new spaces into places which have meaning. It is about the ability of an artist to work with a community and together identify ideas, which affirm an increased sense of identity for the people who use and populate a space. It is creating public art which is integrated into the site both contextually and visually. This type of art has the ability to provide a memorable experience, create a sense of discovery, create identity for locations and above all, to be timeless. Public Art Policy 2006 3. Overview of Public Art for Maple Ridge 2. Existing Cultural Policies To date, Maple Ridge has not had a public art policy. However, as in many communities in the Lower Mainland, art is often a focus of the community by virtue of political will, funding and an artists' ability to implement the art. Public Art Policy 2006 4. The most obvious and significant public art in Maple Ridge is the rearing horse, which identifies the time every hour and half hour. It is an important contribution to the community. Another significant monument is the bandstand. It represents another era, but the quality and integrity of the workmanship may well have been articulated by artists of that time. istrict:pf. Maple Ridge Bandstand sem: District of Maple Ridge =.:..3 Rearing Horse Ft Bander Program Given the fact that Maple Ridge has not had an art policy, there seems to be vibrant and successful community art projects. Examples of the successes are the gates to the cemetery, and the community art banners. The community art banners represent inclusion of the community in providing public art. Overview of Public Art for Maple Ridge 3. Benefits of Public Art In April of 2001, the Maple Ridge and Pitt Meadows Master Plan for Parks, Recreation and Culture was adopted by Council. The document indicates that there are four major goals that are benefit based that add direction to and are consistent with the foundation Statement. The two Municipalities and the School District will direct their efforts toward achieving the greatest "public good" possible consistent with available resources. The public good will be defined as benefits to everyone in the Ridge Meadows area. Similarly, these benefits are consistent with the Mission Statement developed for the Public Art Policy. Public Art has been significantly used in many communities to celebrate heritage and history, to facilitate spectator exposure, to integrate generations, to foster creative expression and to provide environmental benefits, such as increased awareness and understanding of the environment, which leads to greater respect for the community's natural resources. • �,. �F .yrs-:.:�•-:_r-F��__±_ _ JOn dSdt a JhIJJ��A'J ��N.SR�� J!�/-sir- Public Art Policy 2006 5. Overview of Public Art for Maple Ridge Social Benefits Protecting and celebrating the heritage of our :cornrrr Fostering cornmunity:speciai events Favi litatia• € the arts FVii# 41-014PAIW 45- rF Environmental Benefits ;;I Individual Benefits Fostering:. creativ Cpr ssion ng a feeling of ovefweli-being ...: omoting social opportunities for teens Increasing awareness and understanding of the en i pirfterr_itt - ProteagirrOcommunity natural resources _ =Y _rte Creating opportunities for reflection and es- rain di.';',4 pressures.-: • _041j'k; Economic Benefits 44, is== °yy Increasingprime : �. ,,., Attracting -tt u'C`ist5x:>i catsdale`Highway . Carolyn Braaksma Public Art Policy 2006 6. Scotsdale;,4? Bus Shelter Artist Joe Tyler Public Art Public Art Policy 2006 7. Public Art Vancouver Community Art Mosaic Creek Artists K. Germann, G. Andersen, S. White Public Art Policy 2006 8. Program Funding Many municipalities in Canada have funding models, which are similar and at the same time totally different (see attached funding chart). Many of these municipalities fund in the amount of 1% and or 1.25% of their respective capital expenditures. Public Art Policy 2006 9 After consultation with District staff the Committee has elected to select an initial annual fixed funding amount of $40,000 increasing over time to $70,000. The committee also recommends that public art be incorporated into all new municipal buildings in the amount of 1.25% of the buildings capital cost. ::�Rdtie�SG;�S� City of North Vancouverrt;' Hatchcovers 1J Artist 1. therine "'+": �°4 •J'�{Rx!C���fiFJYTYF. . Y__�vi It will be difficult to initiate a public art program without the support of staff and resources for a Public Art Committee. In the meantime until funding is available a portion of the annual funding should be used to employ a consultant to further develop the Public Art procedures document. Eventually when full funding becomes available staff resources will be required to operate the program. A Public Art Coordinator would have the pivotal role of guiding the District's public art process and would be responsible for the selection of artists, installation, facilitating the public art committee, preparing policy to contract negotiation and any other duties associated with the on-going requirements of the program. Program Funding For the purposes of this policy, the Steering Committee has elected to present Council with a series of options and examples. Regardless of the option, a Public Art Reserve Fund is created specifically for the money. The recommendations at the front of the report indicate the Committee's preference for funding the program. We have examined a series of options relating to the Districts Capital Budgets for 2007 to 2009 to illustrate approximate funding amounts: 1. 1.00 % of Budget. a) 1.00% of the District Capital Works program 2007 (less capital costs for new buildings) The total capital budget for the year 2007 is $ 25,185,828. +f';: ti Public Art Et Community Art $ 188,894.00 .75% Staff Et operating $ 62,964 .25% b) 1.00% of the District Capital Works program 2008 (less capital costs for new buildings) The total capital budget for the year 2008 is $ 15,349,495. Public Art a Community Art 5 115,121 .75% Phoenix Staff Et Operating Tree Grate Et Guard $ 38,373 .25% Artist Garth Edwards c) 1.00% of the District Capital Budget Works program 2009 (less capital costs for new buildings) The total capital budget for the year 2009 is $ 12,980,403. Public Art Et Community Art $ 97,353 .75 % Staff Et Operating $ 32,451 .25% If funding for the program were to start in 2009 (as recommended) option 1 C would be the amount available to fund the program if choosing the % funding option. 2. 1.25% of the District Capital Building Fund (new buildings) Many municipalities derive a portion of their public art budget utilizing this format. The intent is to ensure every new building enjoys some form of public art installation... . 2007 - $46,750 2008 - $68,750 2009 - $18,411 Public Art Policy 2006 10. Program Funding 3. Art Budget from the Districts Capital Budget "Lump Sum" Many municipalities have chosen to create a Public Art Reserve Fund, which would have an initial annual contribution of $ 40,000 (2009) and grow to $70,000 /year in 2012. Noting that funding would be utilized ; a) To manage the program and steering committee b) To Commission works of art c) To maintain the art infrastructure Chattanooga Ross's Landing Artists Jack Mackie Stan, Townsend-,:; 4. Private Sector Contributions The private sector is encouraged to contribute 1.00% of construction costs towards public art. It will be the responsibility of the Public Art Policy Steering Committee to develop a model that will encourage developers to install public art. Public Art Policy 2006 11. Funding Charts 1.00% of Capital Budget .75% of budget .25% of budget Total Option 1 a 1.00% OF THE DISTRICT 2007 CAPITAL BUDGET (EXCLUDING NEW BUILDING CAPITAL COSTS). $25,185,828 $188,894 $62,964 $251,858 Option 1b 1.00% OF THE DISTRICT 2008 CAPITAL BUDGET (EXCLUDING NEW BUILDING CAPITAL COSTS) $ 15,349,495 $ 115,121 $38,373 $153,494 Option lc 1.00% OF THE DISTRICT 2009 CAPITAL BUDGET (EXCLUDING NEW BUILDING CAPITAL COSTS) $12,980,403 $ 97,353 $ 32,451 $ 129,804 Option 2 1.25% of the Districts Capital Building Fund (NEW BUILDINGS) - recommended For example 2007 $46,750 2008 $68,750 2009 $18,411 Option 3 ART BUDGET LUMP SUM FROM CAPITAL - recommended 2009 $40,000 2010 $50,000 2011 $60,000 2012 $70,000 Option 4 PRIVATE SECTOR DONATION 1.00% .75% of project costs for Artist fee, Fabrication 0 Installation .25% of project cost for Art Consultant Public Art Policy 2006 12. Funding Charts Comparisons MONCTON Public Sector Policy 1% of total construction costs for applicable capital projects to a maximum of $200,000 CITY OF NORTH $85,000 for Public Art Reserve Fund VANCOUVER 1% of the total capital project costs for Calgary CALGARY capital budgets over $1 million/Includes land purchase, rolling stock, portable equipment DISTRICT OF NORTH 1% of capital additions budget. VANCOUVER WINNIPEG Annual grant that sets out an annual spending plan. PORT MOODY Reserve Fund$10,000 per year, 1% for capital projects RICHMOND SURREY City to commit an amount of funds equivalent to 1% of its annual Capital Works Budget over a three year period to the planning, design, and development of public art as an integral part of its capital projects, Funding is based on 1.25% of the construction costs of applicable capital projects funded by the City. Applicable projects include new building construction, major additions of existing buildings, park development projects and new engineering structures. Public Art Policy 2006 13. Includes all administration costs Includes all administration costs Includes all administration costs Includes all administration costs Includes all administration Et maintenance Private Sector Policy Voluntary Private Sector Program. Guidelines apply to residential units containing 10 units or more and for non- residential uses with a total floor area of 1,000 square meters and over. Encourages developers to donate 1% - rezonings over 500 sq. metres. • implement art with PAC • implement art without PAC • donate to public art reserve fund. The Flat Rate Percentage for private sector public art projects is 0.5% of the estimated total project development cost. (This is also called THE PROJECT'S PUBLIC ART BUDGET.) City of North Vancouver: Centennial Theatre SWAN Design:-=n�::rf y Y. Public Art M A 11 i' - i t ' Chattanooga Ross's Landing Artists Jack Mackie Stan Townsend Benches Abbotsford Public Art Policy 2006 14. Public Meeting Invitation District of Maple Ridge Public Art Open House MAPLE RIDGE YOU ARE INVITED TO A PUBLIC ART PRESENTATION Date: Thursday, March 16th, 2006 Time: 7:00 — 9:00 p.m. Location: Maple Ridge Arts Centre and Theatre Studio Theatre 11944 Haney Place Phone: 604-476-2787 1. Refreshments — 7:00 pm 2. Introduction — Sharon Bertsch (President of the Maple Ridge and Pitt Meadows Arts Council) 3. What is Public Art? — Presentation by Leesa Strimbicki of Urban Art Management 4. Arts presentation and talk — Douglas Senft 5. Questions? For further information, contact Don Cramb at 604-465-2451 or dcramb@mapieridtre.org Public Art Policy 2006 15. Seattle.x;=.. . Bus Tunnel Gate Artist Garth Edwards 1 .00 .Asir or 0 Tempe Bike Racks u�� Questionnaire Responses Development of a Public Art Policy for Maple Ridge - Responses from questions March 16th 2006 Question 1. Considering the presentations from Leesa Strimbicki and Douglas Senft, in your opinion what should public art in Maple Ridge reflect? Example - rural heritage ... . Heritage values - events, places, structures. Good design of street furniture, overpasses, tree grates, garbage cans, lamp standards, benches. Public Art Policy 2006 Our beautiful, natural landscape. The people in the community and their aspirations. The environment - the elements - weather. Past citizens and aspects of the history of our town. Tribute to animals in some way. So many ideas and topics to create art from. Native heritage, and other cultural connections (Finnish - Webster's Corners, Japanese - Ruskin) Nature inspired shapes. Creative imagination - abstract designs. Whatever might come to the imagination of the artist, otherwise the rivers, mountains, salmon. Decoration of gates and fencing to relieve/beautify otherwise mundane facilities. Creative designing for bus shelters/West Coast Express stations. Being a practical minded type I would like to see the art reflect some of the physical aspects of the community - mountains, river(s), farms, forests and so on. Where the art is part of a commercial development, then perhaps the type of commerce that takes place there - metal object at a metal fabricator, timber at a wood shop, loved the book bench idea for outside the library, bank could have money or a stylized ATM Question 2. Describe some of the potential benefits of public art for yourself and the community? Example - downtown beautification .... Better building design standards. Civic pride. Aesthetically - for the health of the residents. Something that pleases the senses - relaxing, eye-catching. We should have a totem pole or something from the native nations. Many communities in BC have native art - but locally - nothing. The Pacific Coast native art has been compared on the level of ancient Greece and Egypt. (Very highly developed.) Civic pride - attraction for visitors - enjoyment of the environment - inspiration - education. Interesting - like visiting Seattle area, and art all over the place, under foot, etc. Can increase tourism (and business) for area, if art draws people Et creates unique environment. Surprise. Excitement. Variety of visual experience. Beautification. To raise appreciation and awareness of imaginative art works. Create a distinctive feel to the community, maybe bring attention from outside like the "horse" does, or the murals at Chimanus. This would also be an opportunity to involve some of our troubled citizens in programs they could participate in, so they can take some "ownership" of the works, particularly those that have large labour component. Questionnaire Responses Question 3. Describe any concerns or provide suggestions that the Public Art Policy Steering Committee should consider when developing a public art policy for Maple Ridge? Example - long-term maintenance of the art work ... . Liability issues. Public involvement in selection. Public education and acceptance. A walking path (or paths) in the core within 2 or 3 blocks, with trees, shrubs, bushes, flowers, combined with art work, benches(perhaps funky designs?). Working in conjunction with architects & designers of public/private buildings Et gardens. This should be made a requirement (to fund or provide public art) or development permission. The requirement to maintain privately owned `public' art should be included in the development permit. I like percentage of development cost going into art. Also, maintenance clarity. 1 like idea of incorporating in design stage so can save cost while getting interesting design. However, think free-standing and integrative pieces both interesting. Maintenance. Skateboard proofing. Security (for the piece). Policy around jury selection. Incorporation of accessibility standards. Look at bonusing for developers to pay for public art. Different concepts - degradable - only have a specific life span. Different budgets (working within what we can afford). Interaction with the community - competition to design works- chosen ultimately by the citizens' choice. Art done by children projects that residents can participate in. Public art in schools - a sculpture park play ground murals - works that are interactive, that can be used in leisure activities. What about art that can be stored and used at certain events within the community. The obvious requirement is that the works be low maintenance, or a program is in place to provide maintenance - the boulevard on 224th is an example of how a high maintenance project should be done. Al's suggestion of covenants on private property works should be give serious consideration. Other comments: One way not to go - plunk a secret project down. Eg. Our `Beast' Art - Music is a part of the fine arts. Could a committee (whatever) do something about the harsh sounds that emanate from most of the venues. I assume it is chosen by people of the age range of 18 - 24? Why must same poor soul be caterwauling in misery when there is so much beautiful music in the world? Where are numerous people in the district who have much knowledge of good music. Whose job would it be to change the ambience of our shopping area? I would gladly take part in this "project". Please do something for us older folks! P.S. Would the Chamber of Commerce be involved with this? We need food for the eyes and ears!! Public Art Policy 2006 Questionnaire Responses Other comments cont. An informative and thought-provoking evening. Thanks! Choice of board or panel members for choosing art/design important! Good credentials. We might want to do up a pamphlet or computer presentation for developers so that they could see how a project might be enhanced by public art (treatment of walls etc.). Look at small pieces to start - tree drains, man hole cover, tree protectors, drinking fountains, bike racks, fencing, benches, safety grills, doors. Advertise the policy to encourage donations. Consider lighting as a possible project. Discuss with our community or artists. Look at other policies for models. Eg. White Rock, Vancouver, Seattle. Choice for something's by public vote and committees. Art using recycled materials. Good presentation last evening. Some of Leesa's photos were fascinating, and Douglas's work is amazing to this metal worker who really struggled with the art metal sections. 1 like the idea of the leverage of rezoning development properties to include a percentage to visible art. y a,_ Public Art Policy 2006 CORPORATION OF THE DISTRICT OF MAPLE RIDGE BYLAW NO 6659- 2009 A Bylaw to delegate authority to a Public Art Steering Committee WHEREAS the Council may, by bylaw, establish and delegate authority to a Public Art Steering Committee NOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge enacts as follows: Citation 1. This Bylaw shall be cited for all purposes as "Maple Ridge Public Art Steering Committee Bylaw No.6659 -2009." Interpretation 2. For the purposes of this Bylaw, unless the context otherwise requires, "Maple Ridge" means the Corporation of the District of Maple Ridge; "Committee" means the Maple Ridge Public Art Steering Committee Public Art Steering Committee 3. Council hereby delegates authority to the Maple Ridge Public Art Steering Committee to carry out the duties defined in Section 10 below. 4. The Committee shall be comprised of the following voting members: a) two artists b) an Arts Council staff member with the appropriate technical expertise to be appointed by the Arts Council Board c) one Landscape Architect, Architect or Municipal Planner familiar with public art programs d) one developer of residential or commercial properties who is active in the Municipality e) one member of Municipal Council f) one community member 5. The members of the Committee shall be appointed by resolution of Council and shall serve for terms of two years noting that Council may choose to remove a member from the Committee for consecutive non attendance at three meetings (unless previously approved by the Committee) or for any other reason Council believes warrants such removal. 6. In order to stagger the terms of appointment to the Committee one of the artists, the community member and one of either the developer or technical professional (Landscape Architect, Architect or Municipal Planner) will be appointed to serve a one year term beginning in May, 2009 and terminating in April 2010. 7. Committee members other than the community member may or may not be residents of Maple Ridge. 8. No member of the Committee shall serve for more than four consecutive terms. 9. The members of the Committee shall serve without remuneration. Procedures 10. The Committee shall: (a) appoint one of their number to act as Chair of the Committee and another member to act as Vice Chair of the Committee on an annual basis, and (b) meet a minimum of once every three months; (c) operate in accordance with the standard operating procedures applicable to all Municipal Committees and Commissions with regard to record keeping, holding closed meetings, conflict of interest, financial management and such other practices, policies and procedures which may be established by Municipal Council from time to time. Duties and Powers 11. The Committee shall: (a) recommend criteria for the commission of public art installations to Maple Ridge Council (b) have authority for entering into agreements and contractual obligations within the limitations of approved budgets for the commission of public art installations which meet the criteria noted above; (c) have authority to spend money within an annual budget approved by the Maple Ridge Council. (d) submit an annual report to Maple Ridge Council by the end of May each year describing the activities of the previous year. Other Committees 12. The Committee shall establish such ad hoc committees as may be required from time to time to provide the Committee with advice on specific policies, proposals and initiatives. READ a first time on the day of , 200 . READ a second time on the day of , 200 . READ a third time on the day of , 200 . RECONSIDERED AND ADOPTED on the day of , 200 . PRESIDING MEMEBER CORPORATE OFFICER 4 MAPLE RIDGE British Columbia Deep Roots Greater Heights TO: District of Maple Ridge His Worship Mayor Ernie Daykin and Members of Council FROM: Chief Administrative Officer SUBJECT: DATE: March 31st, 2009 FILE NO: ATTN: Committee of the Whole Park Site at 239B Street and 130A Avenue EXECUTIVE SUMMARY: The planning process for the development of a concept plan for this park site has progressed to the stage where approval by Council is required prior to the preparation of tender documents. Throughout this process the neighbourhood has been engaged to provide comment and direction on the park amenities that they would prefer to see developed in this park. The unqualified support of the concept plan by the park design steering committee and the neighbourhood suggests that the process should now proceed with the development of detailed drawings for the purpose of issuing a tender for construction. RECOMMENDATION: That the concept plan for the Park Site at 239B St. and 130A Ave. attached to this report dated January 30th, 2009 be approved to allow further design in preparation for the tender of construction drawings. DISCUSSION: a) Background Context: A public information meeting was held in July 2008 where surveys of desired park amenities were collected and a steering committee was stuck to develop a concept plan based on the survey information collected. This steering committee met on November 3rd, 2008 to discuss the preferred amenities and how they could fit within the site. A Landscape Architect then took this information to prepare a concept plan based on the ground topography and spatial requirements for the play elements ie. sport court, swings and play equipment. The Steering Committee met on site for a walk around on February 14th . Following the site visit the concept plan was shared with the Committee at a "coffee table meeting" in the family home of a steering committee member. There was unanimous support by the steering committee for the concept plan dated January 30th, 2009. A neighbourhood information meeting was held on March 4th 2009. Area residents were mailed invitations to the open house and members of the Steering Committee also contacted their 1152 neighbours to advise of the meeting. Sixteen residents attended the open house where the concept plan was on display and comment sheets circulated. All comments received were positive with no request for changes or amendments to the plan. In light of the fact that there was no opposition to the concept plan raised at the neighbourhood information meeting, and in the interest of proceeding to meet our proposed construction window of June/July 2009, this concept was not taken to the Parks and Leisure Services Commission for endorsement. The April Commission meeting was dedicated to a workshop on the Parks and Leisure Services Master Plan, rather than the regular agenda. The Commission members were advised of the park planning process and the concept plan was shared electronically for any comment. The concept plan was developed based on the desire to not disturb the slope and forested areas of the park. As a result all the development of the park amenities will be in the northwest section of the park that was previously disturbed during development servicing of this neighbourhood. A remnant driveway through the site will be improved to provide a pedestrian trail from the developed portion of the park to the existing equestrian trial on the 240th Street right of way. The proposed park amenities include a half sport court, tot swings, junior aged play equipment with separate senior aged play equipment incorporated into the topography. Hard surface walking trails will provide wheeled access to all the play elements and fencing will be used to define the boundary and contain play activities. The concept plan was discussed at the MACAI meeting on March 19th. It was confirmed with MACAI that all play equipment areas would be accessible from the pathways. The Committee requested the backstop fence behind the basketball hoop be high enough to keep the ball in play as it would be difficult to retrieve should it go over the fence. As more detailed designs evolve in this process, Staff will share these plans with the MACAI to insure the accessible objectives are achieved. b) Business Plan/Financial Implications: Development of this park is consistent with the Business Plan and falls within the current capital plan. CONCLUSIONS: Based on the positive comments received throughout the neighbourhood consultative process it is recommended that Council authorize staff to proceed with the preparation of construction documents. Prepared by: Bruce McLeod, Manager of Parks and Open Space Approved by: Mike Mu ay, neral Manager Co mfn evelopment C Concurrence: J.L.. (Jim) Rule Chief Administrative Officer City of Pitt Meadows._ El Fr744 la�l, k11111411-0411 �5�� 1.1.1751W bWttigki District of Langley N IC I Parksite 2396 St. & 130A Ave. SCALE 1:4,000 FR4SERR. J ler MAPLE RIDGE Br itisth C-Lumhia CORPORATION OF THE DISTRICT OF MAPLE RIDGE PARKS & LEISURE SERVICES DEPT. DATE: Mar 31, 2009 FILE: Untitled BY: BM