HomeMy WebLinkAbout2013-10-07 Workshop Meeting Agenda and Reports.pdf
District of Maple Ridge
1. ADOPTION OF THE AGENDA
2. MINUTES – September 23, 2013
3. PRESENTATIONS AT THE REQUEST OF COUNCIL
3.1
4. UNFINISHED AND NEW BUSINESS
4.1 Discussion of UBCM Meetings with Ministers
• Minister of Health
• Minister of Agriculture
• Minister of Transportation & Infrastructure
• Minister of Advanced Education
• Minister of Education
COUNCIL WORKSHOP AGENDA
October 7, 2013
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
October 7, 2013
Closed Council 11:00 a.m.
Committee of the Whole Meeting 1:00 p.m.
October 8, 2013
Council Meeting 7:00 p.m.
Council Workshop
October 7, 2013
Page 2 of 3
4.2 Vibrant Downtown Update
Staff report dated October 7, 2013 recommending that the final report and
recommendations of the Vibrant Downtown Task Force be forwarded to staff for
consideration regarding items to be included in the 2014-2018 business plan.
4.3 Whonnock Lake Update on Capital Improvements
Staff report dated October 7, 2013 providing an update on the current capital plan
for Whonnock Lake Park.
For information only
No motion required
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
Recommendation:
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7. MATTERS DEEMED EXPEDIENT
8. ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
October 7, 2013
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 enforcement, if 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;
(j) 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;
(l) 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.
District of Maple Ridge
COUNCIL WORKSHOP
September 23, 2013
The Minutes of the Municipal Council Workshop held on September 23, 2013 at
9:00 a.m. in the Blaney Room of the Municipal Hall, 11995 Haney Place, Maple
Ridge, British Columbia for the purpose of transacting regular Municipal business.
PRESENT
Elected Officials Appointed Staff
Mayor E. Daykin P. Gill, Acting Chief Administrative Officer
Councillor C. Ashlie S. Wheeler, Acting General Manager of Community
Councillor C. Bell Development, Parks and Recreation Services
Councillor J. Dueck F. Quinn, General Manager Public Works and Development
Councillor A. Hogarth Services
Councillor B. Masse C. Marlo, Manager of Legislative Services
Councillor M. Morden A. Gaunt, Confidential Secretary
Other Staff as Required
C. Carter, Director of Planning
R. Stott, Environmental Planner
D. Hall, Planner
D. Pollock, Municipal Engineer
L. Holitzki, Director of Licences, Permits and Bylaws
S. Cote-Rolvink, Manager of Inspection Services
F. Armstrong, Manager of Corporate Communication
Note: These Minutes are posted on the Municipal Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
The agenda was adopted as circulated.
2.MINUTES
R/2013-386
Minutes It was moved and seconded
September 9, 2013
That the minutes of the Council Workshop Meeting of
September 9, 2013 be adopted as circulated.
CARRIED
2.0
Council Workshop Minutes
September 23, 2013
Page 2 of 8
3. PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4. UNFINISHED AND NEW BUSINESS
4.1 Environmental Management Strategy Update
Presentation by Catherine Berris, Catherine Berris Associates Inc.
The Environmental Planner provided a history and outlined the mandate of
the project.
Ms. Berris gave a PowerPoint presentation providing information on the
environment management strategy to date. She highlighted a timeline on the
work currently completed during in the process and provided feedback of the
results of an open house held on June 20, 2013.
It was the consensus of Council that further discussion pertaining to
information distributed at the meeting be held at a future Council Workshop
meeting.
R/2013-387
Environment It was moved and seconded
Management
Strategy update
That the presentation titled “Environment Management
Strategy Update” be received for information.
CARRIED
4.2 Secondary Suites Review – Policy and Bylaw Recommendations
Staff report dated September 23, 2013 recommending that
recommendations outlined in the report titled “Secondary Suites Review –
Policy and Bylaw Recommendations” be endorsed.
The Director of Planning reviewed the report.
The Planner gave a PowerPoint presentation providing a review of the
secondary suite project and outlining recommendations provided by District
staff.
Note: The recommendations were reviewed separately by Council.
Council Workshop Minutes
September 23, 2013
Page 3 of 8
i. Building Code Equivalencies:
R/2013-388
Building Code It was moved and seconded
Equivalencies
AMENDED
That Council endorse a policy for construction alternative
standards that defines acceptable risk for health and safety
and applies to the creation of secondary suites in structures
constructed prior to January 2004.
R/2013-389
Building Code It was moved and seconded
Equivalences
AMENDMENT
That the motion be amended to add the text “and be equipped
with the latest fire prevention technology” following the text
“2004.”
CARRIED
MOTION AS AMENDED CARRIED
ii. Zoning
R/2013-390
Zoning It was moved and seconded
Secondary Suites
a) That staff be directed to prepare Zoning Bylaw text
amendments to allow secondary suites in the following
zones:
- the CD-1-99 Comprehensive Development Zone;
- the R-1 Residential District Zone; and
- the CD-1-93 Amenity Residential District Zone
b) That staff be directed to prepare for consideration an
analysis report outlining the implications of a new zone for
triplex and fourplex housing developments, including
establishing minimum lot sizes, development permit area
guidelines and recommended bylaw amendments to:
- Official Community Plan
- zoning bylaw
- the off-street parking bylaw
- the subdivision and servicing bylaw
CARRIED
Council Workshop Minutes
September 23, 2013
Page 4 of 8
iii. Parking Requirements
R/2013-391
Parking It was moved and seconded
Requirements
That there be no change to the existing Off-Street Parking
Bylaw provisions for off-street parking.
CARRIED
Councillor Masse – OPPOSED
iv. Requirement of Owner Occupation
R/2013-392
Owner Occupation It was moved and seconded
Requirement
That owner occupation where secondary suites are present be
a continued requirement and that staff be directed to exercise
discretion when dealing with secondary suites where a family
member resides on the premises.
CARRIED
Councillor Hogarth – OPPOSED
v. Restrictive Covenants
R/2013-393
Restrictive Covenant It was moved and seconded
Implications
That staff bring back details on the implications of restrictive
covenants.
CARRIED
Councillor Ashlie - OPPOSED
Council Workshop Minutes
September 23, 2013
Page 5 of 8
vi. Design Review
R/2013-394
Design review It was moved and seconded
Rear basement
access
a) That rear basement access continue to be disallowed in
single family housing where secondary suites are not
permitted.
CARRIED
R/2013-395
Design review It was moved and seconded
Policy Statement
Housing Action Plan
b) That consideration be given to the inclusion of a policy
statement in the Housing Action Plan Study to support
suite ready provisions for building permit applications for
structures readily convertible to secondary suites.
CARRIED
vii Temporary Residential Uses (TRUs)
R/2013-396
Temporary It was moved and seconded
Residential Uses
That temporary residential uses in the R-3 Special Amenity
Residential District Zone be prohibited and that provisions be
made for a period of grace for unauthorized TRU’s to come into
compliance and be granted legal non-conforming status
CARRIED
Council Workshop Minutes
September 23, 2013
Page 6 of 8
Items for further discussion:
I. Pursuing Compliance:
R/2013-397
Pursuing Compliance It was moved and seconded
Continue current
practice
That staff be directed to continue their current practices of
pursuing compliance around suites.
CARRIED
Councillor Bell - OPPOSED
II. Annual Licensing Fee
R/2013-398
Annual Licensing It was moved and seconded
Fee
Provide report
That staff provide a report on licencing fees for the registration
of secondary suites
CARRIED
Note: The meeting was recessed at 12:35 p.m. and reconvened at 3:10 p.m.
4.3 Albion Flats Block Exclusion Application – Update on Agricultural Land
Commission Soil Reclamation Requirement
Staff report dated September 23, 2013 recommending that the report be
received for information.
The Director of Planning reviewed the report.
R/2013-399
Albion Flats Block It was moved and seconded
Exclusion Application
Receive
That the staff report dated September 23, 2013 titled “Albion
Flats Block Exclusion Application – Update on Agricultural Land
Commission Soil Reclamation Requirement” be received for
information.
CARRIED
Council Workshop Minutes
September 23, 2013
Page 7 of 8
4.4 Review of Bicycle Advisory Committee Structure
Staff report dated September 23, 2013 recommending that Terms of
Reference be developed for a Cycling and Pedestrian (CAP) Advisory
Committee.
The General Manager of Public Works and Development reviewed the report.
R/2013-400
Bicycle Advisory
Committee It was moved and seconded
Terms of Reference
That staff be directed to develop Terms of Reference for a
Cycling and Pedestrian (CAP) Advisory Committee for review
and consideration.
CARRIED
Note: Councillor Masse left the meeting at 3:46 p.m.
5. CORRESPONDENCE
5.1 Caledon Institute of Social Policy
Report dated May 2013 from the Caledon Institute of Social Policy speaking
to Federal Government’s decision to eliminate the long form census.
R/2013-401
Caledon Institute
of Social Policy It was moved and seconded
Receive
That the report dated May 2013 from the Caledon Institute of
Social Policy be received for information.
CARRIED
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil
7. MATTERS DEEMED EXPEDIENT - Nil
Council Workshop Minutes
September 23, 2013
Page 8 of 8
8. ADJOURNMENT – 3:46 p.m.
_______________________________
E. Daykin, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
Page 1 of 3
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin DATE: October 7, 2013
And Members of Council FILE NO: CDPR-0640-01
FROM: Chief Administrative Officer ATTN: Workshop
SUBJECT: Vibrant Downtown Task Force (VDTF)
EXECUTIVE SUMMARY:
The Vibrant Downtown Task Force (VDTF) is comprised of local businesses, social service
providers and community members. The Task Force was formed in response to a growing
need to address issues in the downtown core in a holistic and collaborative manner engaging a
broad variety of sectors including businesses and social services. One of the goals of the VDTF
was to create a report of recommended actions to be presented to the Social Planning Advisory
Committee.
As per their terms of reference, the Vibrant Downtown Task Force has assessed, identified and
implemented actions that build on the strengths of the downtown core through education,
information sharing, and community building in a manner that acknowledges prior work and
the existing vision for the core to create a more vibrant downtown that people are proud of.
Through a series of presentations, walkabouts and information sessions, the Task Force has
created a number of recommended actions including suggestions for lead organizations to
implement the actions. The Task Force recognizes that the actions are recommended and
must fall within the mandate and scope of the lead organization.
The recommendations have been divided into the following categories: Information;
Community Building; Environment (Physical/Built and Social/Cultural); and, Sustainability.
Some of the identified action items have been implemented including the creation of a
resource guide for local businesses and community members. The work of the Task Force has
provided a foundation for an ongoing and meaningful interaction between the business and
social service sectors. There is evidence that the success of the VDTF has led to a more
vibrant downtown and created a forum through which community issues or concerns related to
our downtown can be addressed.
RECOMMENDATION:
That the Vibrant Downtown Task Force final report and recommendations, attached to the
October 7, 2013 staff report, be endorsed.
DISCUSSION:
a)Background Context:
At a Committee of the Whole meeting on September 10, 2012, Council directed staff to
work with the Maple Ridge Social Planning Advisory Committee to gather input from a
broad sector of the community on the Maple Ridge downtown. A planning group
4.2
Page 2 of 3
representative of the business community, social service sector, RCMP, and staff came
together to discuss the most effective approach to ensure that the engagement was
meaningful and successful. On October 30, 2012 the planning group hosted a
workshop that was attended by 45 members of the business and social service sector.
There were several presentations outlining current initiatives and trends in the social
and economic realms as well as information regarding current statistics and
demographics. From this workshop, a number of recommendations were developed
including the formation of the “Vibrant Downtown Task Force”.
The attached report outlining a number of recommendations has been developed by
the Task Force over a period of several months. The report was informed through a
number of presentations and two walkabouts in the downtown core.
b) Desired Outcome:
The Social Planning Advisory Committee has endorsed the report and has
recommended that it be endorsed by Council. The Social Planning Advisory Committee
has recognized the need to continue to strengthen the link between business and
social service sector.
c) Strategic Alignment:
This initiative aligns with Council’s strategic direction of creating a safe and livable
community.
d) Citizen/Customer Implications:
The community has been engaged in a positive manner and has prepared the
foundation for an ongoing dialogue between business and the social service sector.
This foundation lends itself to the sustainability of the community as a whole.
e) Interdepartmental Implications:
The recommendations outlined in the report may have implications for other municipal
departments including Operations, Engineering, Parks, Strategic Economic Initiatives
and Police Services.
f) Business Plan/Financial Implications:
Individual departments will receive copies of the report and will be asked to consider
which recommendations are appropriate to include in their departmental business
plans that will come forward to Council through the annual business planning process.
Page 3 of 3
CONCLUSIONS:
The Vibrant Downtown Task Force was created to enhance and build on the vibrancy of the
downtown core. The downtown of any community is often reflective of the health of the
community. The engagement of the business and social sectors in this innovative way has
provided a foundation for growth that has, at its core, the potential for a healthy and
sustainable future for the downtown.
“Original Signed by Shawn Matthewson”
_______________________________________________
Prepared by: Shawn Matthewson, Recreation Coordinator, Social Planning
“Original Signed by Kelly Swift”
_______________________________________________
Approved by: Kelly Swift, General Manager
Community Development, Parks & Recreation Services
“Original Signed by Jim Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
SM:sw
Attachments:
VDTF Recommendations
VDTF Recommendations Appendix A
VDTF Recommendations Appendix B
2013
District of Maple Ridge
VIBRANT DOWNTOWN TASK FORCE
RECOMMENDATIONS
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Foreword:
At a Committee of the Whole Workshop on September 10, 2012, Council directed staff to work with the Maple Ridge Social Planning Advisory Committee to
gather input from a broad sector of the community on the Maple Ridge Downtown. A planning group representative of the business community, social service
sector, RCMP, and staff came together to discuss the most effective approach to ensure that the engagement was meaningful and successful. On Tuesday,
October 30, 2012 the planning group hosted a workshop that was attended by 45 members of the business and social service sector. There were several
presentations outlining current initiatives and trends in the social and economic realms as well as information regarding current statistics and demographics.
From this workshop, a number of recommendations were developed including the formation of the “Vibrant Downtown Task Force”.
The Vibrant Downtown Task Group began meeting in early spring of 2013. The group decided on a six month duration concentrating efforts on the completion
of a number of action items. These were amongst the top priorities:
• Create a “Cheat Sheet” for businesses within the Downtown core to identify what resources, services and supports are available
• CPTED Review
• Lighting Audit
• Signage Audit
Several presentations have been made to the task group:
• The Downtown Core Plan - Lisa Zosiak
• The Importance of Branding -- Rod Roodenburg
• Lighting - Russ Carmichael
• Signage - Michael Eng
• Traffic - Michael Eng
• The Lougheed Highway Upgrade - Darrell Denton
• CPTED Principles - Cpl. Alanna Dunlop
On April 23 and June 26, the task group went on a downtown “walkabout “process with a view to looking at challenges and opportunities. The task group
reviewed the downtown core within the realm of the following criteria: lighting, safety, assets/strengths and gaps. The outcomes of this review are the
recommendations contained in this report. The Vibrant Downtown Task Force acknowledges the tremendous amount of work that has created the downtown
core, building on this foundation; the recommendations will act as a catalyst to further enhance the vibrancy. The recommendations outlined in this report
will be forwarded to the DMR Social Planning Advisory Committee for approval with the view to a recommendation that the report be submitted to Council for
approval. The specific actions will become the responsibility of the identified lead organization.
1
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Members:
Co-Chair John Lyotier- Economic Advisory Committee
Co-Chair Jessie Sidhu, Chamber of Commerce
Ahmed Yousef-contractor
Darrell Pilgrim-Director Caring Place Director
Eileen Dwillies- Haney Farmers Market Manager
Arlana Kuzyck- Fraser Health
Jana Cranch- Fraser Health - Healthy Built Environments Public Health
Phillip Hartwick – Downtown Maple Ridge Business Improvement Association
Vicki Kipps- Executive Director of Community Services
Candace Gordon- Past Chair of Community Network
Ineke Boekhorst- Executive Director Downtown Maple Ridge Business Improvement Association
Sheila McLaughlin-Social Planning Advisory Committee Representative
Sandy Blue- Manager Strategic Economic Initiatives
Kelly Swift- General Manager Community Development Parks and Recreation
Shawn Matthewson – Coordinator DMR Social Planning
With Contributions From:
Youth Representatives: Rachel Kipps, Carter Kipps, Dakota Aeichele, Ynev Hillel
Westridge Security: Martin Garner
RCMP: Special Constable Paul Jeffries , Corporal Alanna Dunlop
District of Maple Ridge Staff: Russ Carmichael, Michael Eng
2
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Legend
DMR- District of Maple Ridge
DMRBIA-Downtown Maple Ridge Business Improvement Association
DMR-IT- District of Maple Ridge Information Technology
EAC-Economic Advisory Committee
SEI- Strategic Economic Initiatives
SPAC- Social Planning Advisory Committee
VDTF- Vibrant Downtown Task Force
CPTED- Crime Prevention through Environmental Design
*Geocaching is an outdoor recreational activity, in which the participants use a GPS receiver or mobile device and other navigational techniques
to hide and seek containers, called "geocaches" or "caches", anywhere in the world.
** Zip-Its are plastic protectors for large posters or notices. They are weather resistant and allow for information to be changed.
3
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
It has been said before and you hear it everywhere: Information is power. The importance of information to individuals and
organizations, and therefore the need to manage it well, is growing rapidly. Now more than ever, we need to understand the
critical role information plays in so many aspects of business and life. It drives our communication, our decision making, and
our reactions to the entire environment.
RECOMMENDATION RECOMMENDED ACTIONS SUGGESTED LEAD
Improve information sharing
across sectors
Creation of a “Resource Guide” listing resources available in
the community
DMRBIA
Digitizing the “Resource Guide”
DMRBIA
Provide accessible wireless service. Compare and contrast
the use of Freetown versus DMR Wifi
DMR-IT
Explore Use of Technological applications to improve the
Heritage Walk
DMR-IT
Examine Increased use of current technology like mobile
apps, QR codes, Layar
DMR IT
4
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
RECOMMENDATION RECOMMENDED ACTIONS SUGGESTED LEAD
Provide educational Workshops like CPTED to businesses
DMRBIA
CN/SPAC/
Chamber/
Explore providing educational opportunities for small
business on new applications of technology like social
media, Yelp, Foursquare
EAC
5
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
6
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Building a sense of community is an essential component of a vibrant downtown. Providing authentic opportunities for people to
engage and connect enhances a sense of community. Responsive and novel ways of engagement like geocache* create opportunities
for engagement. The greater number of people living, working and playing in the downtown core helps create a lively environment
where people feel safe, welcome and secure.
RECOMMENDATION RECOMMENDED ACTIONS SUGGESTED
LEAD
Engagement
Provide opportunities for people to engage Explore the possibility of a Night Market in the 227th area Chamber/
DMRBIA
Expand Geo cache opportunities- “Geocache Capital of
the World” potential
DMRBIA
Explore the possibility of a dog park in the downtown to
provide opportunities for engagement
Parks
Increase number of physical places to engage Explore increased number of benches, tables in the Park Parks
Provide encouragement to businesses who set up
outdoor seating
DMRBIA
Provide children with opportunities to play Examine the possibility of more play facilities in the
Memorial Peace Park
DMR-Parks
7
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Perception of Safety
Examine ways to increase the positive
perception of the downtown in local media
A campaign to use invitations to the community from
the VDTF to enjoy the downtown ( Appendix A)
SEI
Ongoing Public Relations campaign SEI
Crime prevention and perception of safety
viewed through a community building lens
Research strategies to increase perception of safety
through promotion and marketing- “Good News”
campaign
SPAC
Lighting Audit Explore Improved lighting of the park particularly
pedestrian
DMR-Parks
/RCMP
Expand opportunities for RCMP to input into lighting
strategy
DMR-Operations/
RCMP
Support Individual Businesses to improve lighting
through incentives or resources- “Light Bulb” campaign
DMRBIA
Explore the opportunity of creating an Ongoing
Lighting Committee
DMR
Signage Audit
Explore using “ZIP its”** to post schedule of events in
buildings
DMR-Engineering/
Parks
Discuss improving directional signage in the parking
garage and the Memorial Peace Park
DMR-Engineering
Improve site lines to increase signage visibility DMR-Engineering/
8
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Work with local restaurants to encourage posting
menus outside of business
Explore the possibility of additional signage at the
Haney Bypass, Abernethy Way, Golden Ears to remind
visitors of the historic downtown
Parks
DMRBIA
DMR-Engineering
Acknowledgement/Incentive
Award for businesses that create vibrancy in the
downtown core- Vibrant Downtown award through
SPAC
SPAC
Reward businesses that make a special effort to be
attractive and
welcoming through incentives or identification
DMRBIA
Explore incentives to promote attendance at
educational workshops – discount on insurance or
business licence
DMR-Bylaws
9
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Interesting
Colourful
Cluttered
10
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
RECOMMENDATION RECOMMENDED ACTIONS
SUGGESTED LEAD
Physical/Built
Keeping areas clean and safe
Dedicated resources to keep the downtown clean
– Friday morning cleaning crew
DMR/Caring Place
Share information about vacant buildings/unsafe
areas with Bylaws
VDTF-Completed
Street Furniture Provide opportunities for input to future design/
encourage sidewalk furniture
DMRBIA/DMR- Planning
11
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
RECOMMENDATION RECOMMENDED ACTIONS SUGGESTED LEAD
Beautification Programs Businesses supported to beautify through
recognition-vibrant downtown stickers
Window painting project (Appendix B)
Continue to support façade improvement project
Create a promotional campaign for the Façade
Improvement projects- “Before and After”
DMRBIA
DMRBIA
DMRBIA
DMRBIA
Increase Walkability Examine pedestrian routes especially with Target
opening in November
DMR- Engineering
Standardize street features with a chosen
theme or format
Explore working with businesses to develop a
standard approach to create consistency , for
example, overhead signs
EAC/DMRBIA
Explore use of iconic symbols representing
businesses like the ice cream cone for the Gelato
business, use of metal fabricator to create signage
or images
EAC
Social/Cultural
Creating a welcoming and culturally relevant
downtown core
Creating a “Brand” or image for the downtown
core through consistent signage and street
identification
DMR-SEI
Research the Compassionate Cities project to
explore the potential for the District of Maple
Ridge to sign onto the Compassion Charter
SPAC/CN
Support the Welcoming Communities Project that
supports diversity and inclusion in the downtown
by engaging multi-sectors
CN/SPAC
12
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Explore the potential of creating an Ongoing
Vibrant Downtown Committee focusing on a semi-
annual walkabout in the summer and winter
inviting participation from the larger community
All
Explore the possibility of a community
consultation about the downtown in terms of
what types of businesses, events etc., citizens
would like to see in the downtown- focus groups,
pop-up surveys etc.
All
13
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Environment
Unwelcoming
Unsafe
Unattractive
14
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Environment
Interesting
Welcoming
Unusual
Warm
15
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Sustainability is an economic, social, cultural and environmental concept that involves meeting the needs of the present without
compromising the ability of future generations to meet their own needs. Downtowns are often seen as the heart of communities. As
such, the vibrancy of a downtown core is reflective of the health of the entire community. Sustainability is a process and a way of
life allowing communities to evolve and change to meet the needs of all citizens. The attention afforded this effort will create a
community that is healthier, safer, greener, more liveable, and more prosperous.
RECOMMENDATION RECOMMENDED ACTIONS
SUGGESTED LEAD
Develop community indicators to evaluate
progress
Social sustainability strategic planning across a broad
sector of the community
SPAC, EAC
Build upon success of the framework through
continuing to engage the business and social
service sector
Report back to the larger group that came together
in October 2012
SPAC
16
September 17, 2013 [VIBRANT DOWNTOWN TASK FORCE RECOMMENDATIONS]
Afterward:
The trend across Canada is that cities and communities are working together to develop strategies that encourage
sustainability and enhance quality of life for all citizens. Many cities are paying attention to their downtowns because
downtowns are considered the heart of a city, and everyone wants a healthy heart. The most sustainable and healthy
communities are those that acknowledge the equal importance of the social, economic, cultural and environmental realms.
Within this framework, the process also includes:
broad and diverse involvement of citizens
the creation of a collective vision for the future
the development of principles of sustainability
an inventory of existing assets and resources and additional assets that would benefit the community
clear, measurable goals
the development of community indicators to evaluate progress
early, visible results
celebration of success
The work of the Vibrant Downtown Task Force has edified the connection between the four realms of sustainability. Downtowns
are often seen as the heart of communities. As such, the vibrancy of a downtown core is reflective of the health of the entire
community. Sustainability is a process and a way of life allowing communities to evolve and change to meet the needs of all
citizens. The attention afforded this effort will create a community that is healthier, safer, greener, more livable, and more
prosperous.
17
Interoffice
Memorandum
DATE: J AUGUST 9, 2013
EKE BOEKHORST, JOHN LYOTIER, SHAWN MATHEWSONI VICKI KIPPS
cNDY BLUE sblue@mapleridge.ca 604467-7319
KELLY SWIFT, ERIN CHADWICK, JESSE SIDHU
ECT: VIBRANT DOWNTOWN TASK FORCE
With your feedback from the last Vibrant Downtown Task Force meeting the marketing concept I
shared has been revised to include a couple of versions for your review and additional feedback.
These concepts will adapt well for use as newspaper ads, posters in shop windows or by realtors and
others in their information packages.
If I could hear back from you by 4:00 PM August 14 that would be great as it would allow time to
incorporate any final edits so we're ready to begin using the concepts by the end of the month.
As you'll recall I mentioned this was designed as both an awareness -builder for the work and
outcomes from the task force, as well as an invitation to readers to 'treat yourself' to all our
downtown has to offer. We had anticipated 4 versions in total - generic, food, family and fun. Two
versions are attached for your reference - I will have the others developed once these are finalized:
• The `orange' TREAT YOURSELF version is the generic -outlining the range of options available
from more than 750 shops and services in Downtown Maple Ridge
• While the 'green' GREAT TASTE version is for the food category. (We may want to adapt the copy
and images to include FOOD items, but keep the `Treat yourself' line the same across all
versions - let me know what you think??) 11
Within the blue banner at the bottom the text is hard to read on a colour copy at this small size, so
I've retyped it here for your ease of viewing - 'To learn more and to plan your day visit ....' Note: the URL will go to
a specific new page that will be created within the Tourism Maple Ridge Pitt Meadows site www.mapleridge-
pittmeadows.com where the visitor will also be able to view all the other information about things to do and see in our
region. The current Explore our Backyard campaign is a great example of itineraries and options that can include the
Downtown.
'Our vibrant downtown Task Force* has been hard at work doing their part to make our beautiful, historic, revitalized
downtown event better.' *Proudly brought to you by the Vibrant Downtown Task Force partners -the Downtown Maple
Ridge Business Improvement Association DMR BIA, Tourism Maple Ridge Pitt Meadows, Chamber of Commerce
Community Network, The ACT, Social Planning Advisory Committee, Economic Advisory Commission to Council and District
of Maple Ridge staff - working together to help ensure our downtown is the very best it can be.
If you have other great images for any of the categories that you'd like us to consider for any of the
ads please send them along. And please double check the numbers ie `68 food options' for
accuracy. These numbers and descriptors are simply placeholders to help tell the story, but I need
your input to make sure it's telling the RIGHT story!
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin MEETING DATE: October 7, 2013
and Members of Council FILE NO: CDPR-0640-01
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: WHONNOCK LAKE PARK - CAPITAL PLAN
EXECUTIVE SUMMARY:
A park master planning process was conducted in 2000 for Whonnock Lake Park which was
intended as an update to a previous master plan for the park that had been conducted in 1978. The
2000 process resulted in the development of a multi-year capital plan which reflected the existing
uses of the park at that time, as well as the desired components that would enhance the site in
future years to provide family oriented opportunities such as swimming, boating, picnics/barbecues
and also identified new buildings and infrastructure to support theses activities.
RECOMMENDATION:
No resolution required.
DISCUSSION:
a)Background Context:
A park master planning process was conducted in 1978 for Whonnock Lake Park prior to the
construction of the Whonnock Lake Center. It would appear however that a capital funding
program may not have been developed for the park components at that time, as many of the
proposed amenities identified on the 1978 proposed plans were not implemented.
A subsequent master plan process was initiated in 2000 and resulted in the adoption of a new
Whonnock Lake Park Master Plan, which also identified a long term capital plan for the
implementation of the various aspects of the proposed park improvements. The plan was broken
down into six separate components with the intention of implementing the plan over a period of
several years. Phase 6 of the plan was to be funded by others and included a boat house and
dedicated boat launch for Ridge Canoe & Kayak Club (RCKC).
Each of these components have been listed in the five year capital plan since that time, however
none of the them have been initiated, as staff had been working closely with the RCKC to support
their endeavor to apply for Federal and Provincial grants to build the proposed new boathouse/
community center. This was a strategic decision intended to assist RCKC to acquire a significant
grant from other levels of government based on a three way funding split by leveraging the
funding identified in the long term capital plan. Unfortunately RCKC have not been successful in
obtaining a grant for this purpose, although they were successful in obtaining commitments from
the Whonnock Association and the Rotary Club for the proposed building. RCKC have been asked
to confirm if these funding pledges would still be available to them if the building plan is revised
to be much smaller than what they had previously discussed with their sponsors. If the funding is
still available to them, the club still intends to propose the construction of a boathouse to store
their boats and equipment.
4.3
Several of these capital projects were identified in the 2013 capital plan once it became
apparent that a significant grant was unlikely to become available to fund the boathouse
construction project, and it was considered unfair to the community to hold off any longer with
the proposed capital works. RCKC have recently advised staff in writing, that they are no longer
pursuing their plans for a large boat house/community center building and will now focus on a
plan for a smaller basic storage building for the Club’s canoes and kayaks.
The current capital plan lists five park improvement projects that were identified through the
parks master planning process in 2000 and they are as follows:
Phase One: (Estimated cost $234,000)
Proposed bypass roadway to divert traffic from entering and using the community center parking
lot. Parking is very limited at the community hall, particularly when wedding or other larger
events are booked at the hall. Signage has been posted indicating that parking is reserved for
hall patrons, however this is largely ignored and parks patrons routinely use this parking area,
which results in wedding party attendees (in wedding attire) having to park elsewhere in the park
and making their way back to the hall on poorly lit gravel roads and depending on the time of
year, during wet weather conditions.
This phase also includes the installation of a boat launch area to provide park patrons with
vehicle access to an area where they can launch their own boat in a safe manner. The area
currently used for this function provides vehicle access; however it does not provide a boat
launch or pier to safely place boats in the lake or safely enter/egress the boat while in the water.
Phase Two: (Estimated cost $281,000)
An expansion of the existing parking was proposed for the community hall to be used primarily by
community hall patrons. This area would also be used by RCKC for pick up and drop off of RCKC
members for training programs and regattas. The proposed parking on the East side of the park
was intended for all other park patrons visiting the park for picnics, swimming or to park cars
with boat trailers. It is important to note that a great deal of the existing areas used for parking
would be re-vegetated to help protect existing very large trees in the park.
Phase Three: (Estimated at $230,000)
This phase includes the installation of safe walking trails through the park away from the
travelled roadway areas, as well as the installation of pedestrian level lighting. Whonnock Lake
Park’s distance from lit areas makes it very difficult, if not impossible, to navigate through the
park during the winter (reduced daylight) days when the park could still be used by local
residents. Additional parking was also identified at the West side of the community for the
caretakers and members of the wedding party, which has already been partially completed by
the Whonnock Lake Association.
Phase Four: (Estimated at $314,000)
An overflow gravel parking lot was proposed in anticipation that the previously proposed boat
house would be built at the East side of the park, and would likely need additional parking for
special events, weddings or other community or private rentals being held at this building.
A second component of this phase was to re-plant (re-vegetate) areas throughout the park that
were formerly used as a campground. Many of the camping sites are quite visible and are
generally used by park patrons who prefer to park their cars in the shade when visiting the park.
This practice however is not in the best interest of the larger trees on the site, as these root
zones have become quite compacted and should be protected moving forward.
Capital funding was also identified in this time-frame to improve/clean up the beach area. The
improvements to the beach area have already been completed over the years with the addition
of clean sand to provide a safe walking/sun bathing area for park patrons, and no additional
work is anticipated on this aspect of the plan.
Phase Five: (Estimated at $624,220)
A caretaker residence with public washrooms and a concession were proposed in this phase of
the park development. The current caretakers (for the last 25 years) have lived in their mobile
home at the site, and provide garbage patrol, washroom cleaning and general customer service
in the park. The Caretakers have advised staff that they intend to retire within the next two years,
which means they will remove their mobile home as well as the existing concession stand which
is also owned and operated by them.
Maintaining a caretaker presence at the park is very valuable from a risk management and asset
protection perspective as well as the ability to provide snacks, drinks and prepared foods. It is
also important to note that there is a strong desire for healthy choices to be made available at
the park for athletes attending regattas or iron man athletic events at this location. Although the
current mobile home and concession stand appear to meet the needs of the current caretakers
it is unlikely that this type of arrangement will be available or desirable in the future.
b) Desired Outcome:
As the capital plan for Whonnock Lake has been on hold for such a lengthy period of time, and
the community still feel that the individual projects are as relevant today as they were when the
plan was developed, it is desirable to move forward with at least some of the components of the
plan, to address some of the shortcomings (i.e. lack of washroom facilities , parking and lighting)
in the park from a customer service and park safety/enjoyment perspective.
c) Strategic Alignment
Implementation of park improvements identified in the 2000 Whonnock Lake Park Master Plan
was also supported in the 2010 Parks, Recreation and Culture Master Plan.
d) Citizen/Customer Implications:
Implementation of some or all of the proposed improvements will certainly enhance the
experience of park visitors through the provision of what are largely considered typical park
amenities in a community level park.
e) Interdepartmental Implications:
The assistance of the Planning Department (environment section) regarding the placement of
structures or buildings in proximity to the lake or other environmentally sensitive lands would be
sought.
f) Business Plan/Financial Implications:
Please note that although the budget numbers for each of the phases was revised a few years
ago, and that some of the minor aspects of the plan have already been implemented or are no
longer required, it is anticipated that the remaining phases likely cannot be completed for a
budget that is less than has been identified above.
g)Alternatives:
An alternative could be to not proceed with the proposed park development plan, however this is
not recommended as it is anticipated that there are expectations from the Whonnock area
residents and others that some if not all aspects of the plan would eventually be implemented.
A second alternative may be to reschedule some of the components through the five year long
term capital plan with a view to completing the desired phases over a longer period of time.
CONCLUSIONS:
Other park sites on the Eastern side of our community such as Ruskin Park and Selvey Park have not
had any significant capital improvements proposed although they are quite well used for sport
activities. It is likely prudent to wait until there is a more significant demand or larger population in
those areas to justify the capital expenditures; whereas Whonnock Lake Park is a well established
destination “community level park” that serves Maple Ridge and Pitt Meadows as well as visitors
from outside the community and some of the amenities such as parking and washroom facilities are
not adequate considering how popular this site is with the families and clubs who use this park.
“Original signed by David Boag”
_______________________________________________
Prepared by: David Boag
Director, Parks and Facilities
“Original signed by Kelly Swift”
_______________________________________________
Approved by: Kelly Swift
General Manager, Community Development,
Parks and Recreation Services
“Original signed by Jim Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
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