HomeMy WebLinkAbout2010-11-01 Workshop Meeting Agenda and Reports.pdfDistrict of Maple Ridge
COUNCIL WORKSHOP AGENDA
November 1, 2010
9:00 a.m.
Blaney Room, 1st Floor, Municipal Hall
The purpose of the Council Workshop is to review and discuss policies and
other items of interest: to Council. Although resolutions may be passed at
this meeting, the intent is to make a consensus decision to send an item to
Council for debate and vote or refer the item back to staff for more
information or clarification.
REMINDERS
November 1, 2010
Closed Council following Workshop
Committee of the Whole Meeting 1:00 P.M.
1. ADOPTION OF THE AGENDA
2. MINUTES -October 25, 2010
3. PRESENTATIONS AT THE REQUEST OF COUNCIL
4. UNFINISHED AND NEW BUSINESS
4.1 Metro Vancouver - Barriston/Maple Ridge Pump Station Preliminary Design
- Steven Lewis, Senior Engineer
- Bruce Haden, Architect, Dialogue
4.2 Search and Rescue Update
- Rick Laing, Team Manager, Ridge Meadows Search and Rescue
4.3 Transportation Plan Update
Staff report dated, October 27, 2010 recommending that this report be received
for information only.
Council Workshop
November 1, 2010
Page 2 of 3
4.4 IS and Records Management Update
Verbal report by Chief Information Officer and Manager of Legislative Services
4.5 Town Centre Investment Incentives Program
Staff report dated October 28, 2010 recommending that the Town Centre
Investment Incentives Program be endorsed and that staff prepare an
implementation schedule for consideration.
4.6 Albion Flats Concept Plan Process, Charette update
Verbal update by Staff.
5. CORRESPONDENCE
The following correspondence has been received and requires a response. Staff is
seeking direction from Council on each item. Options that Council may consider include:
a) Acknowledge receipt of correspondence and advise that no further action will be
taken.
b) Direct staff to prepare a report and recommendation regarding the subject matter.
c) Forward the correspondence to a regular Council meeting for further discussion.
d) Other.
Once direction is given the appropriate response will be sent.
5.1 City of Coquitlam, Staff Committee on Business Improvements and Outdated
Rules
Report the Deputy City Manager, City of Coquitlam providing an update on the
work of the Staff Committee on Business Improvements and Outdated Rules.
Recommendation: Refer to the Director of Licences, Permits and Bylaws
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7. MATTERS DEEMED EXPEDIENT
8. ADJOURNMENT
Checked_ by:
Date:• .t /i0
Council Workshop
November 1, 2010
Page 3 of 3
Rules for Holding a Closed Meeting
A part of a council meeting may be closed to the public if the subject matter being considered relates to one
or more of the following:
(a) personal information about an identifiable individual who holds or is being considered for a position as
an officer, employee or agent of the municipality or another position appointed by the municipality;
(b) personal information about an identifiable individual who is being considered for a municipal award or
honour, or who has offered to provide a gift to the municipality on condition of anonymity;
(c) labour relations or employee negotiations;
(d) the security of property of the municipality;
(e) the acquisition, disposition or expropriation of land or improvements, if the council considers that
disclosure might reasonably be expected to harm the interests of the municipality;
(f) law enforcementif the council considers that disclosure might reasonably be expected to harm the
conduct of an investigation under or enforcement of an enactment;
(g) litigation or potential litigation affecting the municipality;
(h) an administrative tribunal hearing or potential administrative tribunal hearing affecting the municipality,
other than a hearing to be conducted by the council or a delegate of council
(i) the receiving of advice that is subject to solicitor -client privilege, including communications necessary for
that purpose;
0) information that is prohibited or information that if it were presented in a document would be prohibited
from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act;
(k) negotiations and related discussions respecting the proposed provision of a municipal service that are at
their preliminary stages and that, in the view of the council, could reasonably be expected to harm the
interests of the municipality if they were held in public;
(1) discussions with municipal officers and employees respecting municipal objectives, measures and
progress reports for the purposes of preparing an annual report under section 98 [annual municipal
report]
(m) a matter that, under another enactment, is such that the public may be excluded from the meeting;
(n) the consideration of whether a council meeting should be closed under a provision of this subsection of
subsection (2)
(o) the consideration of whether the authority under section 91 (other persons attending closed meetings)
should be exercised in relation to a council meeting.
(p) information relating to local government participation in provincial negotiations with First Nations, where
an agreement provides that the information is to be kept confidential.
RIDGEMAPLE
Deep Roots
Greater Heights
TO:
FROM:
SUBJECT:
(District of Maple Ridge
His Worship Mayor Ernie Daykin
and Members of Council
Chief Administrative Officer
Transportation Plan Update
EXECUTIVE SUMMARY:
DATE: October 27, 2010
FILE NO: E02-010-067
ATTN: Workshop
As part of its 2010 work plan, the District has started the process of updating its Transportation
Plan. The Plan provides the District with a vision of a multi -modal transportation system and
implementation strategy. The previous work covering the period to 2025, was used to inform the
Official Community Plan and Downtown Plan prior to their adoption. The plan was also completed
prior to the opening of the Golden Ears Bridge (GEB) and the Pitt River bridge. As such, it requires
updating the assumptions made prior to the construction of the GEB and associated network and
planning documents. Updating the plan will also recognize regional initiatives in transit and
transportation.
In addition to re -confirming the plan's model and incorporating recent plans and policies, Urban
Systems Limited (the consultants for the previous work who have been engaged to perform the work)
will re -format the document for a broader audience.
The project is currently in the start-up phase. The consultants have prepared the Albion Flats
Concept Plan technical analysis (including traffic counts in the area) and have started compiling
information including District wide traffic counts and signal timing plans and reviewing the
background reports, plans and policies.
The project, which is an update of the current strategy and plan is scheduled for completion in the
first half of 2011, with regular updates to Council during the process.
RECOMMENDATIONS:
This report is for information only.
DISCUSSION:
a) Background Context:
The current work program identifies updating the Transportation Plan commencing in 2010.
43
Over the past few years a number of network improvements have been completed. The update is
targeted at updating the modeling assumptions and predictions made prior to the construction of
the GEB and Pitt River bridge and associated network improvements. Updating the plan will also
incorporate regional initiatives in transit and transportation.
In the late summer of 2010, Urban Systems Limited, the consultants for the previous work was
engaged to perform the work, starting with the Albion Flats Concept Plan technical analysis
(including traffic counts in the area). This was used to inform the area planning process.
The project, which is an update of the current strategy and plan is scheduled for completion in
the early part of 2011, with presentations to Council during the process.
In particular, the update will focus on the following:
Updating the District's long term transit strategy
Updating Bicycle Network planning
Confirming the pedestrian network improvement strategy
A staff working group will be established to guide the consultant, and updates to Council will be
made. As well, the consultant and project staff will be meeting with agencies, the Bicycle Advisory
Committee and the public.
b) Intergovernmental Relations/Partnerships:
Council has directed that the District develop and maintain strong positive working relationships
with TransLink and other governmental agencies. The Transportation Plan will be updated in
consultation with senior agencies (e.g., Ministry of Transportation, TransLink, West Coast
Express) and neighboring communities.
c) Citizen/Customer Implications:
The plan will guide and inform the transportation improvements in Maple Ridge and provide for
improved transportation services in Maple Ridge. Part of the process will include a public Open
House.
d) Interdepartmental Implications:
The plan will be led by the Engineering Department and will be in collaboration with various
departments including the Planning, Parks and Leisure Services, and Operations Departments.
e) Financial Implications:
The current Financial Plan includes the necessary funds for the work. The results from
Transportation Plan will also be used guide the development of future Capital Works Plans as
well as other initiatives, such as the Safer City initiatives.
CONCLUSION:
Council has directed staff to update the current Transportation Plan. The work is underway and staff
will be updating Council at key stages throughout the process.
Prepared by: rew Wood, PhD., Ping.
Manic al Engineer
Approved byl Frank Quinn, MBA, PEng,r-
General Manager: Pub c Wvrks and Development Services
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
AW/m i
MAPLE RIDGE District of Maple Ridge
Deer? Roots
Greater Heights.
TO: His Worship Mayor Ernie Daykin DATE:
and Members of Council
FROM: Chief Administrative Officer ATTN:
SUBJECT: Town Centre Investment Incentives Program
EXECUTIVE SUMMARY
October 28, 2010
Council Workshop
As part of the Our Spirit Our Town initiative, the District has made significant investments in the Town
Centre over the last several years, in keeping with Council's vision to create a vibrant and dynamic
Town Centre. An incentive program is being recommended to encourage accelerated private sector
investment in residential and commercial projects to help achieve Council's vision.
An incentive program communicates to the investment community that Maple Ridge strongly
supports the creation of a strong heart and soul for the community. The incentives are proposed to
accelerate the implementation of the award -winning Smart Growth on the Ground plan, and the
award -winning Town Centre Area Plan. This program also provides a focus for marketing and
communication material that can be promoted through a variety of means to raise the profile of
Maple Ridge investment opportunities;.
This report outlines the following incentives for Council's consideration. In order to qualify for the
incentives, each project must meet program criteria and applicable land use regulations:
• Priority Processing
• Development Cost Charge Reductions
• Property Tax Exemptions
• Building Permit Fees at 50%
• Development Fees at 500/o
• Fagade Improvement Program
• Expanded Area for Reduced Parking Standards
• Brownfield Remediation Support and potential grant funding
• Building Height Flexibility
• Comprehensive Development Guidelines
The long-term economic benefits are expected to compensate for the immediate financial
implications of foregone revenue. The intention of the program is to stimulate growth and density, as
well as to enhance the quality of new and existing development, all of which will be guided by
comprehensive development guidelines. This aggressive incentive program strongly supports the
Town Centre and Council's vision for the community.
RECOMMENDATIONS
That Council endorse the Town Centre Investment Incentives Program encompassing the
criteria identified in the staff report dated October 28, 2010 and further;
That staff prepare an implementation schedule for Council's consideration at a meeting on
November 15, 2010.
Page 1 of 15 4 ■ 5
REPORT OUTLINE:
DISCUSSION................................................................................................................................................. 3
ProposedIncentives....................................................................................................................................4
1. Priority Processing..................................................................................................................... 4
2. Development Cost Charge Reductions....................................................................................
4
3. Property Tax Exemption............................................................................................................
5
4. Building Permit Fees at 50%....................................................................................................
5
5. Development Fees at 50%........................................................................................................
5
6. Fapade Improvement Program.................................................................................................
5
7. Expanded Area for Reduced Parking Standards.....................................................................
6
8. Brownfield Support and Potential Grant Funding...................................................................
6
9. Building Height Flexibility..........................................................................................................
6
10. Comprehensive Development Guidelines................................................................................7
QualifyingDevelopment Criteria.................................................................................................................
7
a. Four -Storey and higher Apartment Construction.....................................................................
7
b. Five -Storey and higher Apartment Construction......................................................................
7
C. Commercial Construction.........................................................................................................
7
d. Commercial Renovation.............................................................................................................8
e. Investment -ready Site Preparation...........................................................................................
8
f. FaQade Improvements...............................................................................................................
8
ImplementationSchedule............................................................................................................................
8
DesiredOutcome.........................................................................................................................................
8
StrategicAlignment.....................................................................................................................................
9
Citizen/Customer Implications...................................................................................................................
9
Interdepartmental Considerations.............................................................................................................9
Business and Financial Plan Implications.................................................................................................9
CONCLUSION.............................................................................................................................................10
Schedule A - Town Centre Investment Incentives Area and Sub-areas................................................11
Schedule B - Proposed Town Centre Investment Incentives Matrix.....................................................12
Schedule C - DCC Rate Comparisons.......................................................................................................13
Schedule D1 - Incentive Scenarios: High -Rise Apartment.....................................................................14
Schedule D2 - Incentive Scenarios: Commercial Building....................................................................15
Page 2 of 15
DISCUSSION
The District of Maple Ridge Corporate Strategic Plan and the Department of Strategic Economic
Initiatives Strategic Plan share a common vision for a strong and.vibrant local economy, and a
commitment to environmental stewardship. The award -winning Smart Growth on the Ground Plan
for the Town Centre supports these strategic plans and principles, and they are further supported
within the award -winning Town Centre Area Plan.
To this end, there have been significant achievements already. The past few years have seen over
750 units of higher density residential development occur in the Town Centre, and more than 1,000
more units are at various stages of development. In addition, the District has invested nearly $100
million in facilities and infrastructure, in the Town Centre. The number of residential units in the
Town Centre is projected to almost double over the next ten years to 11,065 units by 2021, from
about 5,800 at mid-2010. The population of the Town Centre is projected to go from 8,050
residents (2001) to a projected 21,750 residents by 2021. One of the keys to a successful and
vibrant town centre is quality residential density that will provide a residential population base to
support expanded commercial development.
Municipal Council recognizes the important role that the private sector plays in providing citizens
with a diverse and affordable housing stock that protects their quality of life, and in creating a strong
local economy that offers employment opportunities for our citizens. The direction to create an
incentive program to support the investment community comes from Council, and demonstrates
Council's commitment to strengthening the investment climate in the Maple Ridge Town Centre.
This program also builds on the Our Spirit Our Town Initiative. This initiative was launched over a
year ago by Mayor Daykin and is a partnership with the Maple Ridge Pitt Meadows Chamber of
Commerce and the Downtown Maple Ridge Business Improvement Association. The prime objective
of the Our Spirit Our Town Initiative is to create and maintain a safe, clean, lively and inviting
downtown.
An incentive program can help to drive the attainment of the vision by encouraging certain types of
development in the Town Centre. Elements of Council's vision for 2025 that have been considered
in the development of this program include:
• A strong and vibrant local economy
• Planning growth around multi -modal transportation routes
• Protecting the quality of life and diversity of residential options
• Densifying neighbourhoods
• Specific neighbourhood plans supported by design guidelines
• A vibrant, pedestrian -friendly, accessible downtown that is the heart and gathering place for
the community
• Shopping, educational facilities and utility infrastructure that were developed concurrent
with the new or densified neighbourhoods
• Promotion of green building and innovative technologies in residential and commercial
construction and infrastructure
• Targeting businesses that fit within the context of the District's many neighbourhoods
• Commercial ventures in the accessible, pedestrian -friendly downtown and at nodes along
major roads
• The many benefits of having the majority of its residents work in the community in which
they live
The incentive program is aimed at achieving development in the Town Centre to fully realize the
vision for the heart of the community.
Page 3 of 15
Staff have reviewed the use of various incentive tools throughout the Province and suggest that a
program be developed that utilizes several tools:
• Priority Processing
• Development Cost Charge Reductions
• Property Tax Exemptions
• Building Permit Fees at 50%
• Development Fees at 50%
• Fagade Improvement Program
• Expanded Area for Reduced Parking Standards
• Brownfield Remediation Support and potential grant funding
• Building Height Flexibility
• Comprehensive Development Guidelines
An initial time frame of three years is proposed for the program, to allow staff to monitor the impact
of the program. Applicants taking out a building permit by the end of the business day on Monday,
December 30, 2013, and meeting other program criteria and applicable land use regulations, would
qualify for the incentive program. In certain areas, height incentives may have to be supported by
development variance applications. Schedule A partitions the Town Centre into two sub -areas, with
sub -area 1 ranked as higher priority, with a more robust incentive package.
Following is a discussion of each incentive tool proposed. Further on is a discussion of development
qualification criteria for the program.
Schedule B provides a matrix illustrating the incentive tools and development qualification criteria.
PROPOSED INCENTIV
1. Priority Processing
- enabled by Council resolution
This element of the program entails providing priority processing of all inquiries and applications
meeting program eligibility. All District. staff will give qualifying applications priority. Staff will monitor
the impact on other applications in the queue for the duration of the program.
2. Development Cost Charge Reductions
- enabled by a new bylaw, public process and Provincial approval
Development Cost Charges must reflect the cost of the infrastructure required to support
development. If DCCs are "discounted", the funding gap must be picked up by general taxpayers
and this goes against the fundamental nature of DCCs. Having said that, Council substantially
reduced the DCCs in the Town Centre several years ago to encourage development and it is
recommended that they be reviewed again to target a further 25% as an additional incentive. A
detailed review of the capital projects and development projections will be required. Further, a new
DCC Bylaw will require approval by the Province based on supporting evidence from the District. It
will take several months, and involves a public process component. Current DCC rates for relevant
development types are shown on Schedule C.
Page 4 of 15
3. Property Tax Exemption
- enabled by a new bylaw
The Community Charter allows for the provision of property tax exemptions for the purposes of
revitalization. The legislation is structured such that the benefit is provided as a future property tax
reduction after the investment is made. A weakness with this tool is that the investor may be
different than subsequent property owners, and it is the latter that get the tax reduction. It does,
however, provide the investor with a unique marketing tool. So while it doesn't give a financial
incentive at the front-end, the revitalization tax exemption is one more tool that is available to us.
Further, there are other incentives that can provide more immediate benefits and those are also
being recommended.
A revitalization tax exemption program adopted in 2006 aimed at increasing population in the Town
Centre provides an exemption for high density residential development, five storeys or higher, with
up to 25% floor space allowable for commercial use, in the central business district of the Town
Centre. The bylaw provides a 100% exemption from municipal taxes for the first year, and 50%
exemption in the second year. A further incentive is provided for "green" buildings. Since the
program came into effect, no development of this type has occurred, and the bylaw expires at the
end of this year. A year after the current program was established, legislation was changed to
broaden municipal authority in this area.
It is proposed that the exemption be enhanced to broaden the scope of the program to cover a wider
geographic area, reduce the residential criteria, expand it to include commercial construction,
certain commercial renovations, site preparation, and fagade improvements, and to lengthen the
exemption period. Qualifying criteria are discussed in a further section, entitled Qualifying
Development Criteria, beginning on page 7.
4. Building Permit Fees at 50%
- enabled by bylaw amendment
The benefits of a property tax exemption are "down stream" in that they accrue after the investment
is made. Building permit fees are payable upfront so providing a permit fee reduction allows the
benefit to accrue to the investing party immediately. We recommend a 50% reduction for building
permits issued in the Town Centre under this program to send a strong signal that we are
encouraging and supporting new development.
5. Development Fees at 500/o
- enabled by bylaw amendment
Similar to building permit fees, development fees related to activities such as rezoning and
development permits are paid upfront. While not as financially significant as other incentives,
reducing these fees by 50% strengthens the District's support of investment in the Town Centre.
6. Fagade Improvement Program
- enabled by Financial Plan Bylaw
Last year, Municipal Council approved a budget allocation of $25,000 over a two-year period to
assist in fagade improvements in the downtown. We recommend that the budget allocation be
tripled to $75,000, spread over a three-year period, to encourage greater participation. These funds
Page 5of15
would be administered through the Downtown Maple Ridge Business Improvement Association
(DMRBIA), with the association also providing appropriate funds and acknowledging the District's
partnership status in all communications related to the program.
7. Expanded Area for Reduced Parking Standards
- enabled by bylaw amendment
In 2008, a comprehensive parking study was completed for the Town Centre area, which resulted in
reduced parking requirements and introduced bicycle parking requirements for the Central Business
District, which corresponds with the horizontal section of sub -area 1 on Schedule A. It is
recommended that these reduced parking requirements be expanded fully to sub -area 1,
incorporating properties to the south of North Avenue, where the potential for redevelopment is
elevated and the area is a high priority of Council. An amendment to the Off Street Parking and
Loading Bylaw will be required to facilitate this.
An additional element to reduced parking requirements is a reduction for the provision of a car -share
program to residential occupants. These programs are generally managed by a third -party
organization, and aim to reduce parking requirements, as one car would serve multiple residents.
While there are successful car -sharing programs in densely populated areas well -served by transit,
such a program does not currently exist in Maple Ridge.
The parking amendments will be implemented in two phases: the boundary expansion will be
accomplished first, by an amendment to the Off Street Parking and Loading Bylaw. The car -share
provision will require additional research and will be brought to Council at a later date.
There is some potential that this initiative could lead to on -street parking and this will be monitored.
This expanded area is, in large part, the walkable catchment area for the West Coast Express and
should prove to offset the need for additional parking.
8. Brownfield Support and Potential Grant Funding
- Currently in progress
The Province defines brownfields as abandoned or underutilized land that may have been formerly in
industrial or commercial use, or idle land within developed areas. Redevelopment of brownfields
may be hampered by the unknown risks of potential contamination, and complex Provincial and
Federal Government regulations. Staff are working with the Province in the development of a toolkit
to assist developers, and will act as a liaison to connect developers with the resources needed to
take these lands to a higher use.
9. Building Height Flexibility
- in place
In the central business district of the Town Centre, the predominant existing zone is C3 Town Centre
Commercial which permits both commercial and residential development. Aside from a small area in
Port Haney, the density provisions in this zone are generous and there are no height restrictions.
The RM6 Regional Town Centre High Density Apartment Residential zone which was created for the
Town Centre area and is permitted in some locations has a minimum height of 8 stories and no
maximum. These zoning provisions will remain in place as well as other zones already permitted in
the Town Centre.
Page 6 of 15
10. Comprehensive Development Guidelines
- in place
In 2009, Council adopted the Town Centre Development Permit Area Guidelines, providing
applicants with detailed illustrations and descriptions of the types of development that will be
accepted. The certainty afforded to applicants through these guidelines can reduce design costs
and timelines significantly.
QUALIFYING DEVELOPMENT CRITERIA
The incentive program is aimed at development that is required in order to fully realize the vision for
the Town Centre. The following section details further the general qualifying criteria proposed for the
incentive program, which includes mid- to high-rise apartments, new commercial construction and
renovations, investment -ready site preparation and fapade improvements. Schedule B provides an
Incentive Matrix which outlines the program at a glance.
Apartment Construction
The District's current revitalization tax exemption program is for construction of a minimum five
storey building, where at least 75% of the floor space is for residential use. A further incentive is
provided for certification to a LEED-Silver level. The geographic area is limited to the central
business district. It is recommended that the geographic area for this project type be opened up to
the entire Town Centre area, subject to current land use regulations. In certain areas, height
incentives may have to be supported by development variance applications. Schedule A partitions
the Town Centre into two sub -areas, with incentives relative to their priority level for development.
a. Four -Storey and higher Apartment Construction
Sub -area 1 is of a higher priority, and provides incentives for four -storey and higher new
construction, and allows for mixed use development. A three-year exemption from municipal
property taxes is proposed, with an additional three-year exemption for LEED-Silver certification, or
where renewable energy is used as a primary energy source. Other incentives, including reduced
fees, priority processing and reduced parking requirements, are outlined on Schedule B.
b. Five -Storey and higher Apartment Construction
Sub -area 2 provides incentives for five -storey and higher new construction, and allows for mixed use
development. The extra height requirement represents the density desired in the Town Centre,
without the relaxation on height permitted for incentives in the high -priority sub -area 1. A three-year
exemption from municipal property taxes is proposed, with an additional three-year exemption for
LEED-Silver certification, or where renewable energy is used as a primary energy source. Other
incentives, including reduced fees and priority processing are outlined on Schedule B. Reduced
parking requirements do not apply to sub -area 2.
c. Commercial Construction
This category is recommended to encourage construction of new commercial buildings or the
improvement of existing buildings within the Town Centre, with a total municipal permit value of
$1,000,000 or more. This could include tourism -related accommodation such as a hotel, or
conference and meeting space. A three-year exemption from general municipal property taxes is
Page 7 of 15
proposed, with an additional three years exemption if the development is LEED-Silver certified, or
where renewable energy is used as a primary energy source. Other incentives, including reduced
fees, reduced parking requirements for construction in sub -area 1, and priority processing are
outlined on Schedule B.
d. Commercial Renovation
Renovation of existing commercial buildings is supported with a three-year tax exemption on the
renovation portion, and reduced fees. The total municipal permit value must be at least $20,000,
(e.g. building permit). This would include primarily structural work and building code issues.
e. Investment -ready Site Preparation
Within the Town Centre, numerous properties exist where the tear -down of existing building(s) and
clean-up of the site would immediately improve the area and would help to express an atmosphere
of future investment potential. Brownfields (idle, abandoned or underutilized land that may have
been formerly in industrial or commercial use) can be less attractive to developers due to real or
perceived contamination issues. This unknown risk can make it difficult to obtain financing because
of the potential loss of value and potential liability surrounding contamination.
A three-year exemption from general municipal property taxation is suggested to encourage this type
of site preparation in the Town Centre, along with incentives noted on Schedule B. This includes the
District acting as liaison between the developer and senior governments, and assistance with
accessing the Provincial Brownfield Redevelopment Program and related funding and tools.
f. Fagade Improvements
An exemption from general municipal property taxes for a period of three years is proposed for
fapade improvements in excess of $10,000. The exemption would be based on the increase in
assessed value in the year following; the improvement. This benefit is in addition to the fapade
improvement assistance program discussed previously, in which financial support of $75,000 over
three years is proposed to extend the District's partnership with the Downtown Maple Ridge
Business Improvement Association.
IMPLEMENTATION SCHEDULE
The regulations required to implement the Town Centre Investment Incentives Program range from
Council resolution, to bylaw amendment, to public process, to Provincial approval. Some have longer
timelines than others. A detailed schedule will be prepared upon Council's endorsement of the
program.
DESIRED OUTCOME
This program is intended to prompt the following outcomes: (1) Encourage residential and
commercial investment in the Town Centre; (2) send a message to the investment community that
Maple Ridge strongly supports the development of the Town Centre; (3) provide a basis for marketing
and communication material that can be promoted through a variety of means to raise the profile of
investment opportunities in Maple Ridge.
Page 8 of 15
STRATEGIC ALIGNMENT
The District of Maple Ridge Corporate Strategic Plan and the Strategic Economic Initiatives Strategic
Plan share a common vision for a strong and vibrant local economy, and a commitment to
environmental stewardship. This incentive program is intended to provide long-term economic,
social and environmental benefits to the District that more than compensate for the initial financial
implications.
CITIZEN CUSTOMER IMPLICATIONS
This program provides financial benefits for new investment in the Town Centre. Something to
consider is that, in providing financial incentives to newcomers, particularly in the commercial sector,
the District may give a competitive edge to new business over similar existing businesses. On the
other hand, a new business may draw in potential customers for existing businesses that would not
have come otherwise. The balance of the impact will depend on the nature of the attracted
enterprises, their location, their customer base, and other factors.
INTERDEPARTMENTAL CONSIDERATIONS
Bylaws will be required to enact some of the recommendations contained in this report. For other
recommendations, department practices will need to be adjusted.
Department I .Work to be done
Licensing, Permits and Bylaws . bylaw to enact reduced building permit fees
Planning • bylaw to enact reduced development application fees
• Council report for resolution to enact priority processing
• Bylaw(s) to amend parking regulations
Finance • Revitalization Tax Exemption bylaw
• Bylaw to amend DCC program and rates
• Incorporation of Faqade Improvement Program funding
into Financial Plan Bylaw
Strategic Economic Initiatives . development of marketing plan, materials and website
content to generate awareness of the Town Centre
Investment incentive Program
• connection between developer and senior government
brownfield assistance programs
Communications • incorporation of incentive program into materials
BUSINESS AND FINANCIAL PLAN IMPLICATIONS
In the effort to attract certain types of investment to Maple Ridge, there are several issues that need
to be considered, as the proposed Town Centre Investment Incentive Program will have an impact on
other community stakeholders and taxpayers.
Property Taxation Revenue
If the exemption program generates residential or commercial development, then the District
achieves down -stream tax revenue, and forgoes revenue in the short term. A key point to consider is
that the 5-year financial plan includes an estimate of each year's tax revenue growth from new
construction. Each new development or improvement contributes toward meeting these revenue
Page 9 of 15
targets. If the District achieves the growth target despite having exempted qualifying investment in
the Town Centre, there is no budget repercussion.
Permit Revenues
Permit fees are designed to help cover the costs of providing services. Applications will still need to
be processed and inspections will need to be done, regardless of whether or not the full fee is
collected. This concern has to be weighed against the community benefits that will accrue from the
additional investment. We will, however, track the amount of revenue that is foregone, in evaluating
departmental financial performance.
CONCLUSION
Council has a desire to build on the momentum of development and enhancements that have
already occurred in the Town Centre, and provide local employment opportunities. An incentive
program is being proposed to attract investment to the Town Centre. While there is a financial
impact of this program, longer term economic benefits are expected to offset any forgone revenue.
Staff is recommending that Council endorse the Town Centre Investment Incentives Program
outlined in this report, and direct staff to prepare an implementation schedule for Council's
consideration.
� �71 �-< --r
Prepared b . L ra Benson, CMA
Manager, Sustainability and Corporate Planning
7
Approved by: Frank Quinn, MBA, P.Eng.
General Manager: Public Works and Development Services
Approved by. Paul Gill, BBA, CGA
General Manager: Corporate and Financial Services
Concurrence: J.L. (J ) Rule
Chie Administrative Officer
Page 10 of 15
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SCHEDULE B - PROPOSED TOWN CENTRE INVESTMENT INCENTIVES MATRIX
Residential
Commercial
Site
Fagade
Preparation
Improvements
Criteria: i
New
New
New
Renovations:
On Council
Renovations to
Building permit
Construction:
Construction:
Construction:
>—$20,000
approval
faQade
must be issued by
5 storeys and
4 storeys and
>_$1,000,000
>_$101000
Monday, December
higher
higher
30, 2013
See Map on
Sub -area 2
Sub -area 1
Sub -areas
Sub -areas
Sub -areas
Sub -area
Schedule A
1 and 2
land 2
land 2
1 and 2
Incentive Package 2
Priority Processing
Yes
Yes
Yes
Yes
Yes
Yes
Development Cost
Reduced rate
Reduced
Reduced
n/a
n/a
n/a
Charges
rate
rate
Reductions 3
Property Tax
3 years
3 years
3 years
3 years (on
3 years
3 years (on
Exemptions 4
renovation
renovation
portion)
portion)
Additional Property
Additional
Additional
Additional
Additional
n/a
n/a
Tax Exemption
3 years
3 years
3 years
3 years
(LEED-Silver or
renewable energy)
50% Building
Yes
Yes
Yes
Yes
Yes
Yes
Permit Fees
50% Development
Yes
Yes
Yes
Yes
Yes
Yes
Application Fees
Reduced Parking
n/a
Yes
Sub -area 1
n/a
n/a
n/a
Standards
only
Brownfield Support
Yes
Yes
Yes
n/a
Yes
n/a
- potential grants
Building Height
Yes
Yes
Yes
Yes
n/a
n/a
Flexibility
Comprehensive
Yes
Yes
Yes
Yes
n/a
Yes 5
Development
Guidelines
Fagade
n/a
n/a
n/a
n/a
n/a
$75,000
Improvement
over 3 years
Program
1 - Must also comply with all land use regulations, and may have to be supported by development variance applications
2 See full report for details
3 - Requires public process
and Provincial approval
4 - Property tax exemption on general municipal portion only
5 Development permit
required for alterations >_$25,000 if not consistent
with DP guidelines
Page 12 of 15
SCHEDULE C - DCC RATE COMPARISONS
COMMERCIAL (per sq. meter of gross floor area)
Name Cost
Mission
1.98.13
Port Coquitlam (Area 2)
1.79.39
Richmond
1.07.77
New Westminster
99.00
Surrey (1st floor)
98.86
Surrey (all non -ground floors)
57.16
Abbotsford
94.16
Coquitlam
60.43
Langley Township
53.46
Port Coquitlam (Area 1)
40.37
Maple Ridge (Growth)
36.88
Pitt Meadows
32.54
Chilliwack
28.30
Maple Ridge (Infill)
26.00
Maple Ridge (Town Centre)
18.98
APARTMENT
Name
Langley Township
Surrey
Chi II iwack
Port Coquitlam (Area 2)
Mission, Cedar Valley
Richmond
Abbotsford*
Maple Ridge (growth)
Coquitlam*
Maple Ridge (infill)
Mission, Central
Pitt Meadows
Port Coquitlam (Areal)
New Westminster
Tota 1
17,591
15,496
15,409
14,006
12,585
11,752
9,436
8,884 growth area includes Town Centre, Albion and Silver Valley
7,921
7,894
6,905
6,502
4,849
3,460
*Rate is based on Gross Floor Area (GFA) for comparative purposes 950 sq.feet is used
Page 13 of 15
SCHEDULE D1 - INCENTIVE SCENARIOS
Scenario D1 -- High -Rise Apartment (sub -area 1)
Criteria
5 storey or higher, residential or mixed -use
Sample Scenario
Construction Value $26,000,000;16-Storey High -Rise; 156 Units
Regular Fees
With Incentives
Priority Processing
Yes
-
Yes
Development Cost
Yes
$1,385,904
$1,039,428
Charge reduction (est.)
Tax Exemption -
Year 1
$109,938
$0
standard (3 years
Year 2
114,336
exemption from general
Year 3
118,909
municipal property taxes)
Total
$343,184
Tax Exemption - green
Year 4
$123,666
$0
building or alternate
Year 5
128,612
energy (additional 3 years
Year 6
133,757
tax exemption)
Total
$386,035
50% Building Permit Fees
Yes
$163,356
50%: $81,678
50% Development
Yes
Application Fees
Rezoning Fee
$4,527
50%: $3,886
Dev Permit +
2,348
Registration Fee
50
Public Hearing Fee
848
Total
$7,773
Reduced Parking
Yes - in Central
-
Yes - in Central
Standards
Business District
Business District
and expanded
and expanded
boundary
boundary
Brownfield Remediation
Yes
-
Yes
Support
Building Height Flexibility
Yes
Yes
Yes
Comprehensive
Yes
-
Yes
Development Guidelines
Total
$2,286,252
$1,124,992
Savings
$?
$346,476
$343,184
$386,035
$81,678
$3,8867
Potential grants
$1,161,260
Plus savings from
priority
processing and
reduced parking
standards
Page 14 of 15
SCHEDULE D2 - INCENTIVE SCENARIOS
Scenario D2 -Commercial Building (sub -area 1)
Criteria
New construction or renovations in the Town Centre. >$1 million
Sample Scenario
Construction Value $1,100,000; Big -Box Commercial;
Building Floor Area 2,364 m2; Gross Site Area 0.802 Ha
Regular Fees
With Incentives
Savings
Priority Processing
Yes
-
Yes
$ ?
Development Cost
Yes
$45,717
$34,287
$11,430
Charge reduction (est.)
Brownfield Remediation
Yes
-
Yes
Potential grants
Support
Tax Exemption -
Year 1
$54,005
$0
$168,583
standard (3 years
Year 2
56,166
exemption from general
Year 3
58,412
municipal property taxes)
Total
$168,583
Tax Exemption - green
Year 4
$60,749
$0
$189,633
building or alternate
Year 5
63,179
energy (additional 3 years
Year 6
65,706
tax exemption)
Total
$189,633
50% Building Permit Fees
Yes
$6,441
50%: $3,220
$3,221
50% Development
Yes
Application Fees
Rezoning Fee
$4,527
50%: $3,886
$3,887
Dev Permit +
2,348
Registration Fee
50
Public Hearing Fee
848
Total
$7,773
Reduced Parking
Yes
-
Yes
$ ?
Standards
Building Height Flexibility
Yes
-
Yes
Comprehensive
Yes - for Town
-
Yes - for Town
Development Guidelines
Centre Investment
Centre Investment
Zone
Zone
Total
$418,147
$41,393
$376,754
Plus savings from
priority
processing and
reduced parking
standards
Page 15 of 15
CoQuitlam
September 22, 2010
Our File: 01-0360-20/CBIORI/2010-'1
Doc #: 962174.v2
To: City Manager
From: Deputy City Manager
For Council
Subject: Staff Committee on Business Improvements and Outdated Rules
For: Council
Recommendation:
That each member of Council forward issues they would like considered to the Staff
Committee by October 20, 2010.
Report Purpose:
The purpose of this report is
a. To provide Council with an update on the work of the Staff Committee on
Business Improvements and Outdated Rules, and
b. To invite individual members of Council to forward issues to the
Committee for consideration.
Strategic Goal:
The underlying strategic goal of the Staff Committee's work is to create a corporate
culture which provides timely high quality service while continually looking for ways
to improve and to meet the constantly changing needs of the community.
Background:
The City has been systematically reviewing all of its work units to assess current
effectiveness and to identify ways to improve the delivery of services to the
community's residents and businesses.
The City has also begun working to create a corporate culture which provides timely
high quality service while continually looking for ways to improve and to meet the
constantly changing needs of the community.
In combination, these actions have identified some outdated rules, regulations, and
processes, and staff has begun implementing improvements.
Council in June / Julythisyear discussed a notice of motion to create a commission or
committee with the purpose of "making recommendations that will lead to the
reduction of red tape and regulation in the City and the furtherance of good service to
our citizens and investors."
511
Discussion:
Page 2
September 22, 2010
The Notice of Motion was drawn in part from the work the City of Winnipeg
undertook and presented in 2005 as the Final Report of the Mayor's Red Tape
Commission.
At that time, Council referred the Notice of Motion to a future meeting of the
Strategic Priorities, Administration and Protective Services Standing Committee.
This action was taken in order to provide an opportunity for staff to assess the
progress the City has been making, and to bring forward an action program for
ensuring the City is taking the necessary steps to eliminate "red tape" and outdated
rules. It was also agreed that staff would utilize the Winnipeg report as a reference /
resource and advise Council how the City is covering off the issues that Winnipeg
dealt with.
A Staff Committee with representatives from all City Departments has been
established. A list of the Committee members is presented in Attachment A.
A Game Plan for the Committee work has been prepared and is presented in
Attachment B. The Game Plan will result in a report to Council in Decemberthis year.
The report will
o Provide an overview of work the. Staff Committee has completed;
o Cover -off the Winnipeg Red Tape Commission report;
o Make recommendations for immediate actions which can be taken to
overcome outdated rule / red tape and to provide business improvements; and
o Outline the next steps / a phased program for continuing the work.
The report will also address questions such as if, when, and how citizen and business
should become involved in future phases of this work.
In order to ensure this first phase of the work identifies as many issues / items as
possible, the Staff Committee would like to invite input from individual members of
Council. If you have any issues / items you would like considered, please telephone,
email, or send a note to the Committee. Sonia Santarossa, Lisa Parkes, Brent Cormack,
and Erica Tiffany have volunteered to help Project Manager, Rick Elligott collect input
from Council members.
In addition, some of the issues identified will be minor in scope and easy to fix. When
this is the case, the Committee will work with the appropriate staff and proceed with
the change. For example, an issue has been raised regarding the animal shelter
telephone voice menu not including an option for lost or found animals. Staff
reviewed this concern and has adjusted the voice menu. As a result, the "problem is
fixed". A summary of the "easy to fix" actions completed by staff will be included in
the December report to Council.
File #; 01-0360-20/CBIORi/2010-1 Doc #: 962174.v2
Page 3
September 22, 2010
Phone numbers and email addresses for the Staff Committee members are included in
Attachment A.
Financial Implications:
There are no financial implications related to this report.
There may be financial implications to the Staff Committee work. Any implications
will be addressed in a future Council report.
John DuMont
Attachments:
1. List of Committee Members
2. Game Plan for the Staff Committee on Business Improvements and Outdated
Rules
This report was prepared by Rick Ell igott, Consultant Project Manager and reviewed by
John DuMont, Deputy City Manager.
File #:01-0360-20/CBIORI/2010-1 Doc #: 962174.V2
Page 4
September 22, 2010
Attachment A
Staff Committee Members
Staff Committee on Business Improvements & Outdated Rules
Name Department
Phone #
Email
Rick Elligott
Consultant
Project Manager
604-927-3463
relligott_ @coquitlam.ca
Jim ogloff
Fire / Rescue 604-927-3681
jogloff@coquitlam.ca
Tom Hawkins
Planning & Development 604-927-3434
thawkins@coquitlam.ca
Erica Tiffany
Planning & Development 604-927-3410
etiffanv@coquitlam.ca
Lisa Parkes
Corporate Services 604-927-3092
Iparkes@coquitlam.ca
Jill Rowledge Parks, Recreation and 604-927-6951
Culture Services
jowledge@coquitlam.ca
Mike Carver Engineering & Public 604-927-6203
Works
mcarver@co uitiam.ca
Brent Cormack Strategic Initiatives 604-927-3552
bcormack@coquitlam.ca
Leslie Guan Human Resources
1604-927-3088
Iguan@coquitlam.ca
Arlene Uy Financial Services
604-927-3041
au @co uitlam.ca
James Andrusiw Information &
Communication
Technology
604-927-3602 jandrusiw@coquitlam.ca
Sonia Santarossa ! Corporate Planning
604-927-3531
ssantarossa@coquitlam.ca
File #: 01-0360-20/CBIORI/2010-1 Doc #: 962174.v2
Page 5
September 22, 2010
Attachment B
Game Plan
Staff Committee on Business Improvements & Outdated Rules
Tasks
Timing
1
E-Team discussion
July 21128
• Confirm Committee membership
• Provide input to guide committee
2
Committee meets to define a work plan
August / September
• Define what constitutes a business improvement,
outdated rules, or unnecessary red tape
(From regulations + rules to procedures + processes to
interpretations + attitudes to corporate culture)
• Identify ways of identifying issues / items
• Ensure input / participation from organization
• Input from Council ... how and when
• Allocate tasks and set out timing to complete work
3
Information / update report to Council
October 04
4
Identify / collect potential items
August to October
5
Analyze items to understand sensitivities / implications and
September / October
to determine actions needed to fix / solve problems where
applicable
6
Creation of and A, B, C list of action priorities
October /November
7
E-Team discussion of what has been done and proposed
November 10117
actions
8
Report to Council
December 06
• Overview of what has been done
• Cover off Winnipeg Red Tape Commission report
• Recommendations for immediate actions
• Next steps: phased outline for continuing work
File #: 01-0360-20/CBIOR1i2010-1 Doc #: 962174.v2