HomeMy WebLinkAbout2015-03-02 Workshop Meeting Agenda and Reports.pdfCity of Maple Ridge
1.ADOPTION OF THE AGENDA 10:00 a.m.
2.MINUTES – February 16, 2015
3.PRESENTATIONS AT THE REQUEST OF COUNCIL
4.UNFINISHED AND NEW BUSINESS
4.1 Hammond Area Plan Update and Consultation Summary 10:05-10:35
Staff report dated March 2, 2015 providing information on the Hammond Area
Plan Update and the Consultation Summary Report.
COUNCIL WORKSHOP AGENDA
March 2, 2015
10:00 a.m.
Blaney Room, 1st Floor, City 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. The meeting is live streamed and recorded and
by the City of Maple Ridge.
REMINDERS
March 2, 2015
Closed Council Cancelled
Committee of the Whole Meeting 1:00 p.m.
March 10, 2015
Council Meeting 7:00 p.m.
Council Workshop
March 2, 2015
Page 2 of 4
4.2 Workplan Overviews
4.2.1 Public Works & Development Services 10:35-11:35 a.m.
Staff report dated March 2, 2015 providing a work plan overview for the
Public Works & Development Services Division.
4.2.2 Community Development, Parks & Recreation
Services (“CDPR”) 11:35-12:35 p.m.
Staff report dated March 2, 2015 providing a work plan overview for the
Community Development & Recreation Services Division.
Note: Items 4.3 and 4.4 will be dealt with following Committee of the Whole
4.3 Pitt Meadows Airport Society
Staff report dated March 2, 2015 providing background information on the history
of the Pitt Meadows Regional Airport and the role that the cities of Pitt Meadows
and Maple Ridge play in its governance.
4.4 Albion Flats – History and Options Update
Staff report dated March 2, 2015 recommending that the report be received for
information and that the Planning Department prepare a detailed report on
options for the area planning process in the Albion Flats.
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 Event Invitations
Nil
Council Workshop
March 2, 2015
Page 3 of 4
6.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7.MATTERS DEEMED EXPEDIENT
8.ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
March 2, 2015
Page 4 of 4
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.
City of Maple Ridge
COUNCIL WORKSHOP MINUTES
February 16, 2015
The Minutes of the City Council Workshop held on February 16, 2015 at 10:00 a.m.
in the Blaney Room of City Hall, 11995 Haney Place, Maple Ridge, British Columbia
for the purpose of transacting regular City business.
PRESENT
Elected Officials Appointed Staff
Mayor N. Read J. Rule, Chief Administrative Officer
Councillor C. Bell K. Swift, General Manager of Community Development,
Councillor K. Duncan Parks and Recreation Services
Councillor B. Masse P. Gill, General Manager Corporate and Financial Services
Councillor G Robson D. Pollock, Acting General Manager Public Works and
Councillor T. Shymkiw Development
Councillor C. Speirs Services
C. Marlo, Manager of Legislative Services
A. Gaunt, Confidential Secretary
Other Staff as Required
D. Spence, Fire Chief
H. Exner, Deputy Fire Chief
L. Benson, Manager of Sustainability and Corporate
Planning
Note: These Minutes are posted on the City Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
The agenda was adopted with the addition of:
Item 4.3 Member for the Metro Vancouver Agricultural Committee
2.MINUTES
R/2015-067
It was moved and seconded
That the minutes of the Council Workshop Meeting of February 2, 2015 be
adopted as circulated..
CARRIED
2.0
Council Workshop Minutes
February 16, 2015
Page 2 of 3
3.PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4.UNFINISHED AND NEW BUSINESS
4.1.1 Joint Parks and Leisure Services Model Review Update
Presentation by the General Manager of Community Development, Parks and
Recreation Services
The General Manager of Community Development, Parks and Recreation
Services gave a power point presentation outlining the services provided by
the Parks and Leisure Services Commission and an overview of the review
conducted in 2014 of the joint operating model.
4.1.2 Fire Department
Staff report dated February 16, 2015 providing a work plan overview for the
Fire Department.
Chief Spence and Deputy Chief Exner spoke to the organization of the Fire
Department and the services provided.
Note: The meeting recessed at 12:06 p.m. and reconvened at 4:13 p.m. Councillor
Masse was not in attendance.
4.2 Lower Mainland Local Government Association Resolutions
Working Group 11:50 - noon
Discussion by Council
R/2015-068
It was moved and seconded
That Councillor Duncan, Councillor Speirs, Councillor Masse and Councillor
Bell form a working group to develop resolutions to be forwarded to the
Lower Mainland Local Government Association.
CARRIED
Council Workshop Minutes
February 16, 2015
Page 3 of 3
4.3 Member for Metro Vancouver Agricultural Committee
Correspondence from Metro Vancouver requesting nominations for
representation
Mayor Read indicated she would contact the Agricultural Advisory
Committee for recommendations.
5.CORRESPONDENCE – Nil
6.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7.MATTERS DEEMED EXPEDIENT
8.ADJOURNMENT – 4:30 p.m.
_______________________________
N. Read, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: March 2, 2015
and Members of Council FILE NO: 2014-009-CP
FROM: Chief Administrative Officer ATTN: Workshop
SUBJECT: Hammond Area Plan Update and Consultation Summary
EXECUTIVE SUMMARY:
The Hammond Area Plan process commenced on March 11, 2014 with Council’s endorsement of
the “Consultation & Communication” process outlined in the Hammond Area Plan Scoping Report,
dated March 3, 2014.
The Scoping Report identified the following five phases for the Hammond Area Plan process:
Phase I: Neighbourhood Context - complete
Phase II: Public Consultation - complete
Phase III: Draft Hammond Area Plan - current phase
Phase IV: Area Plan Endorsement
Phase V: Plan Approval
Phases I and II were completed at the end of 2014 and the process is currently in Phase III: Draft
Hammond Area Plan. The first two phases encompassed the majority of the public consultation
process, which included an initial public open house on June 5, 2014. This was followed by a series
of three online community consultation questionnaires, entitled #MyHammondTalks, between July
and November 2014. A second public open house was added to the process and held on November
26, 2014, along with an online questionnaire that closed on December 17, 2014 marking the
completion of Phase II.
The use of social media has figured prominently throughout the process so far, helping with the
overall engagement of the community, particularly through the summer of 2014. Both social media
and traditional methods of consultation are being utilized with the intent of providing a wide range of
methods for participation, to ensure the process is inclusive, engaging, and offers multiple
opportunities for input.
This report provides an overview of the Hammond Area Plan process to date as well as a summary of
the outcomes of the public consultation process.
RECOMMENDATION:
That the Hammond Area Plan Update and Consultation Summary Report, dated March 2, 2015 be
received for information.
4.1
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1.0 BACKGROUND:
The “Hammond Area Plan Scoping Report”, was presented at Council Workshop on March 3, 2014.
This report relayed the prioritization of the Hammond neighbourhood as the next area plan location
within the municipality and outlined the Hammond Area Plan process, involving the following five
phases:
Phase I: Neighbourhood Context - complete
Phase II: Public Consultation - complete
Phase III: Draft Hammond Area Plan - current phase
Phase IV: Area Plan Endorsement
Phase V: Plan Approval
The Scoping Report also includes a diagram of the process identifying the main components for each
of the phases, along with a general timeline for Council updates and preparation and adoption of the
Area Plan Bylaw. The report is available online through the following link:
http://www.mapleridge.ca/794/MyHammond-Hammond-Area-Plan-Process.
At the March 11, 2014 Council meeting, the following Resolution was passed:
1)Whereas Council has considered the requirements of Section 879 of the Local Government
Act that it provide, in respect of an amendment to an Official Community Plan, one or more
opportunities it considers appropriate for consultation with persons, organizations and
authorities it considers will be affected and has specifically considered the matters referred
to in Section 879(2) of the Act;
2)And whereas Council considers that the opportunities to consult, proposed to be provided by
the District in respect of an amendment to an Official Community Plan, constitute
appropriate consultation for the purposes of Section 879 of the Act;
3)And whereas, in respect of Section 879 of the Local Government Act, requirement for
consultation during the development or amendment of an Official Community Plan, Council
must consider whether consultation is required with specifically:
a.The board of the Regional District in which the area covered by the plan is located, in
the case of a Municipal Official Community Plan;
b.The Board of any Regional District that is adjacent to the area covered by the plan;
c.The Council of any municipality that is adjacent to the area covered by the plan;
d.First Nations;
e.School District Boards, greater boards and improvement district boards, and
f.The Provincial and federal governments and their agencies;
4)And that the only additional consultation to be required in respect of this matter beyond the
consultation program outlined in this report titled, “Hammond Area Plan Scoping Report”,
dated March 3, 2014, and the early posting of the proposed Maple Ridge Official Community
Plan Amending Bylaw on the District’s website, together with an invitation to the public to
comment, is referral to the Katzie First Nation, City of Pitt Meadows, and School District 42;
5)And that the “Consultation & Communication” section of the report titled “Hammond Area
Plan Scoping Report”, dated March 3, 2014 be endorsed.
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2.0 COMPONENTS OF PUBLIC CONSULTATION PROCESS
With Hammond’s long established history and distinctive character, community engagement in the
area planning process was felt to be essential. Planning in a historic community like Hammond
differs from planning in a newly emerging greenfield neighbourhood, as the focus is to consider how
much change is appropriate while minimizing negative impacts on the existing historic character.
Proposed developments within the Hammond community over the past few years initiated requests
from the local residents for a Hammond Area Plan. Regardless of the level of growth anticipated
within a neighbourhood, a detailed land use plan is essential to ensure that both new and existing
development are considered and directed where most appropriate and acceptable to the community.
Social media and traditional face-to-face methods of public consultation have been utilized for
community input throughout the process.
2.1 Engagement & Communication Tools
Social media was identified at the outset as an effective method for engaging the Hammond
community. Traditional methods were also used to ensure a wide range of engagement
opportunities were made available to the community.
Social media tools were used extensively through this process to enable a broad-reaching process
that could be accessed by participants at any time and from any place. Through this approach a
number of tools were utilized to engage the community, such as Facebook, Twitter, Instagram and
YouTube. As such, the tagline #MyHammond was created and well-used throughout the public
process to help the community easily identify the project and its various components.
Over the past couple of years, local Hammond residents have successfully capitalized on the
cohesive nature of the neighbourhood with the creation of a Hammond Neighbours Facebook page.
The Hammond Neighbours Facebook page has over 700 members to date and has been a helpful
communication conduit throughout the public consultation process.
The Planning Department collaborated considerably with the Communications Department on the
engagement and communication tools for this process and also received substantial support in
creating these tools and delivering these to the community.
2.1.1 #MyHammond Website
A #MyHammond webpage (http://www.mapleridge.ca/794/MyHammond-Hammond-Area-Plan-
Process) went live on March 14, 2014 and has been regularly updated with new information and
advertising for each event. Additionally, anyone wanting to stay informed on upcoming events can
select the “Notify Me” tab on the website and will be informed of upcoming open house events.
2.1.2 MyHammond Email
With the launch of the project website, a special MyHammond@mapleridge.ca email was created to
help the community identify the project and make it as easy as possible to email comments or
questions to the City. Email notifications and reminders have been sent out to those on the list for
every part of the process and whenever new information is posted to the webpage.
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2.1.3 #MyHammond Photo Project
The intent of this project was to help generate awareness and interest in the Hammond Area
Planning process. Members of the community were encouraged to take photos of Hammond and
attach one or two words stating what they felt their image captures. As an engagement tool, the
#MyHammond Photo Project has been very successful with over 300 photos submitted.
There were two components to the #MyHammond Photo Project: A) Community Character and B)
Summer Fun. Both components are discussed below.
A. Community Character Photo Project:
This component was launched at the same time the #MyHammond website went live in March.
Participants were encouraged to send their photos through email or Instagram by the end of May
2014 to be included in a display at the first open house.
B. Summer Fun Photo Project:
This second component was launched on July 1st and dubbed, “Hammond Summer Fun”. Photos
were encouraged over the summer months and into September.
The #MyHammond Photo Project may be viewed on the #MyHammond webpage and on the Maple
Ridge Facebook page.
https://www.facebook.com/media/set/?set=a.646704682062453.1073741882.1613352005
99406&type=3&uploaded=35
2.1.4 #MyHammond Stories Project
‘MyHammond Stories’ is a video project undertaken by the Planning and Communications
Departments, to provide an opportunity for area plan participants to hear the variety of experiences
and perspectives of other Hammond residents, past and present and also to generate awareness
and enthusiasm about the planning process. The videos show that there are similar perspectives on
what makes Hammond special and many similar opinions on ways in which Hammond may evolve in
the future.
A. Part I - “This is My Hammond”:
The focus of this initial part of the Hammond Stories is on interviews with people who grew up in
Hammond in the 1940’s and ‘50’s. This input has been very valuable to the process, enabling more
recent residents to hear these perspectives from Hammond’s elders.
A video was also made of students from Hammond Elementary School stating what they think is
special about living in Hammond. The combined presence of the elementary age children and the
elders in the videos serves as a reminder of Hammond’s longevity as a community and the
importance of its future as a desirable place to raise a family and continue to live out one’s senior
years.
The videos are posted on the #MyHammond website (http://www.mapleridge.ca/856/Hammond-
Stories) and were shown at the first open house event in June 2014.
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B. Part II – The Next Generation:
The second set of Hammond Stories are from the “Next Generation” of residents who were asked
questions about what they like about Hammond and what they would like to see for the
neighbourhood’s future. Interview topics include commercial revitalization, residential density and
neighbourhood character. An interesting outcome from all of the interviews is that what the elders
identified as being most special about Hammond in the past - the people, the friendliness, the
looking out for your neighbours – are generally the same as what the next generation also identified
as to why they choose to live in Hammond.
The Next Generation videos are posted on the #MyHammond website
(http://www.mapleridge.ca/947/The-Next-Generation) and were shown at the second open house
event.
2.1.5 #MyHammondTalks Online Questionnaires
The three #MyHammondTalks questionnaires were intended to continue the community dialogue
through the summer and fall of 2014. Three questionnaires were posted online between July 1st and
October 8th 2014. Each questionnaire was intended to build on the input received and each had a
question entitled “General Comments” to provide an opportunity for additional suggestions.
The responses to the #MyHammondTalks questionnaires were posted on the City’s webpage before
posting a subsequent questionnaire so that the community could see the responses to each and
consider what others had to say. The questions and responses for each questionnaire are available
on the #MyHammond webpage at:
http://www.mapleridge.ca/944/MyHammondTalks.
In addition to the responses received, two update bulletins were also prepared during the fall 2014.
The first was posted online in September, between the second and third questionnaires, as a
summary of “What We’ve Heard So Far” and the second was posted in early November as an
information primer on “Guiding Principles” to generate awareness and interest for the November 26,
2014 open house event.
2.1.6 Newspaper Advertisements
Two public open houses have been held to date. The first initial kick -off open house was held on
June 5, 2014 and a second open held on November 26, 2014. The outcomes of both of these
events are discussed later in this report.
For the first open house held on June 5th, notification methods included:
Newspaper advertisements in the Maple Ridge-Pitt Meadows Times on May 27 and 29 and
June 3 and the Maple Ridge-Pitt Meadows News on May 16, 28, 30, and June 4.
Posters placed in windows of local businesses, Hammond Community Centre, seniors centre,
library, and municipal hall;
Postcards distributed to local businesses and at community events, placed in book exchange
box on 205th Street near Westfield Avenue, and made available at the municipal hall.
The posters and postcards used to advertise the initial open house event were intended to generate
interest and create a #MyHammond brand for the project. Additional postcards were created and
handed out at each open house event to inform attendees of the next steps in the process.
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Traditional media notification for the second open house was through newspaper advertisements
placed in the Maple Ridge-Pitt Meadows News on November 7, 14, 19, and 21.
2.2 Public Open Houses
Two open house events have been held as part of the public consultation process. The first open
house was held on June 5, 2014 and the second on November 26, 2014. The Council approved
Area Plan process diagram showed only one open house in Phase II: Public Consultation and then a
subsequent open house for public comment on the draft Hammond Area Plan. However, it was
decided that a second open house would be beneficial in order to give the community more time to
digest information presented and respond to increasingly complex topics, such as various forms of
possible residential density increase and the potential for commercial revitalization.
The Departments that provided support to Planning for both open house events included
Communications, Engineering, Parks & Leisure Services, and Licences, Permits & Bylaws.
3.0 SUMMARY OF 2014 PUBLIC CONSULTATION ACTIVITIES
Public consultation came largely from the two open house events and the online #MyHammondTalks
questionnaires. Key messages were consistently heard throughout the public consultation process,
particularly about retaining heritage character and the friendly neighbourhood atmosphere. A table
showing the timeline of public consultation activities to date is attached as Appendix A.
3.1 Components of June 5, 2014 Open House
The focus of the first open house was to educate the community about the Area Plan process by
providing information and to request input on specific aspects of the neighbourhood. The materials
prepared for the open house event included display panels and four information primers on the
following topics:
No. 1: Early History of Hammond
No. 2: History of Community Spaces
No. 3: Transportation in Hammond
No. 4: Rainwater Management in Hammond
Also presented at the open house was a collage of the photos received through the #MyHammond
Community Character Photo Project and the Hammond Stories videos.
During the open house, public feedback was requested on:
What is special about Hammond?
What are your ideas for Hammond?
What travel modes do you take through Hammond?
Suggested boundaries for the Hammond Area Plan
The community was asked to provide their input on where they would locate the boundaries of the
Hammond Area Plan during this event. The outcomes of identifying the Hammond Area Plan
boundaries are discussed later in this report.
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The information primers and display panels were posted on the #MyHammond webpage after the
open house and can be viewed at http://www.mapleridge.ca/865/Public-Consultation-Process.
A summary of the June 5, 2014 open house event is attached as Appendix B.
3.2 Components of November 26, 2014 Open House
The second open house focused on obtaining public input on a number of key pieces for the draft
Hammond Area Plan including:
Draft Guiding Principles
Revitalization of Historic Commercial Node
Residential Density Discussion
Hammond Area Plan Precinct Areas
Parks & Trails
Eight draft Guiding Principles, listed below, were presented at the public open house and were
developed from input received at the June 5th open house, the #MyHammondTalks questionnaires
and throughout the process:
Retain small town charm and friendly atmosphere
New form fits with existing built form and heritage character
Revitalize historic commercial area
Utilize sustainable development practices
Enhance trail system and community gathering spaces
Establish measures for flood mitigation
Ensure transportation routes are safe and efficient
Promote a safe community
The following set of information primers were prepared along with display panels.
No. 5: Official Community Plan Land Use Policy
No. 6: Commercial Development
No. 7: Hammond Precincts
No. 8: Developing in the Flood Plain
The information primers and display panels were posted on the #MyHammond webpage after the
open house and can be viewed at http://www.mapleridge.ca/865/Public-Consultation-Process.
The “Guiding Principles” and “What We’ve Heard So Far” update bulletins f rom the
#MyHammondTalks outcomes were also made available at the open house event.
Also presented at the public open house was the “Next Generation” video as well as all photos
received to date from the community.
A summary of the November 26, 2014 open house is attached at Appendix C.
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3.3 Key Messages Heard
The community has consistently communicated a number of key messages throughout the public
consultation process. These were initially reported out through the “What We’ve Heard So Far”
information update from the #MyHammondTalks in September 2014 and little changed with the
information received from through the November 26, 2014 open house input.
Many residents see a need for some increase in residential density to retain and enhance the
vibrancy of the neighbourhood over time. With this view of new development, though, is the desire to
retain the historic character and neighbourly atmosphere of the neighbourhood by ensuring new
development incorporates green space for gardens and is sensitive to the modest design and height
of the existing housing form. Additionally, many would like to see revitalization of the historic
commercial area, located at Maple Crescent and 207th Street with small shops and services. Other
messages heard were enhance opportunities for walking/bicycling trails and the importance of safe
and well-planned transportation networks.
4.0 NEXT STEPS:
4.1 Phase III: Draft Hammond Area Plan
The Hammond Area Plan process has now moved into the preparation of the conceptual draft Area
Plan, which will be supported by the preparation of two additional studies:
1. Hammond Historic Character Area: Donald Luxton & Associates has been contracted to
identify and describe historic character areas within the plan boundaries (including features
such as built form, streetscape, lot pattern, landscape, land use, etc.) with the historic
boundaries from the 1882 Township plan. This information will be helpful in developing
development permit area guidelines for the final area plan.
2. Community Amenity Contributions: Review of options and opportunities for Community
Amenity Contributions in the Hammond area.
Upon completion of the conceptual draft Hammond Area Plan, design control options, such as
Development Permit Area Guidelines will be investigated.
It is anticipated that the conceptual draft Hammond Area Plan will be presented to Council for
discussion in the next phase of the project, followed by a third public open house.
5.0 INTERDEPARTMENTAL SUPPORT:
To date the Hammond Area Plan process has received significant support from a number of
municipal departments including Communications, Engineering, Parks & Leisure Services, and
Licences, Permits & Bylaws. Although the Planning Department is leading this process, it includes a
number of topics that require support from other municipal departments. This is essential to
ensuring that a full and in-depth discussion with the community is facilitated and the outcomes
reflected in the Area Plan.
It is anticipated that the next phases of the process will include Strategic Economic Initiatives and
Sustainability and Corporate Planning.
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6.0 FINANCIAL IMPLICATIONS:
The Hammond Area Plan process will be completed under existing funding that was approved as part
of the 2014 Planning Department Business Plan.
7.0 CONCLUSION:
Engagement and communication through the public consultation process has invol ved both a
traditional and social media approach. Because Hammond is already an engaged community, social
media was used extensively with a variety of tools, such as Facebook, Webpage, Twitter, Instagram,
and YouTube so that information could be retrieved and input provided at any time and from any
place.
The Hammond Area Plan consultation process has been well-received by the community with a
significant amount of public interest and participation. Both open house events were well attended
and the #MyHammondTalks online questionnaires, posted through the summer months, were all
successful with very thoughtful and informed responses.
With an engaged community like Hammond, the input received to date has been very valuable and
will contribute significantly in the preparation of the draft Hammond Area Plan. This outcome is a
testament to the unique quality and character of the neighbourhood.
Key messages have been consistently received throughout the public consultation process and are
reflected in the eight draft Guiding Principles presented in this report. The draft Guiding Principles
will lay the foundation for the creation of objectives and policies for the draft Hammond Area Plan.
The next steps for the Hammond Area Plan process are completion of the conceptual draft Area Plan
and presentation to Council, followed by a public open house for further community input.
“Original signed by Lisa Zosiak”
_______________________________________________
Prepared by: Lisa Zosiak, M.R.M., MCIP, RPP
Planner
“Original signed by Christine Carter”
___________________________________________
Approved by: Christine Carter M.PL., MCIP, RPP
Director of Planning
“Original signed by Frank Quinn”
_______________________________________________
Approved by: Frank Quinn, MBA. P.Eng
GM: Public Works & Development Services
“Original signed by J.L. (Jim) Rule”
_______________________________________________
Concurrence: J. L. (Jim) Rule
Chief Administrative Officer
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The following appendices are attached hereto:
Appendix A: Timeline of Hammond Area Plan Public Consultation Activities
Appendix B: Summary of June 5, 2014 open house event
Appendix C: Summary of November 26, 2014 open house event
The following is a list of additional links to information referenced in this report:
Link 1: Hammond Area Plan Scoping Report
Link 2: #MyHammondTalks – Questions & Responses
Link 3: #MyHammondTalks – “What We’ve Heard So Far” – Sept. 2014
Link 4: #MyHammondTalks – “Guiding Principles” – Nov. 2014
Link 5: “What is Special About Hammond” Word Cloud
Link 6: Questionnaire Responses from June 5, 2014 open house
Link 7: Community Comments recorded by City staff at June 5, 2014 open house
Link 8: Hammond Area Plan Boundaries Map
Link 9: Questionnaire Responses from Nov. 26, 2014 open house
Link 10: Hammond Area Plan Precincts Maps Received from Nov. 26, 2014 open house
Link 11: Community Comments recorded by City staff at Nov. 26, 2014 open house
Link 12: Official Community Plan Urban Residential Policies (S. 3.1.3 and 3.1.4)
Link 13: Major Corridor Residential Infill Scenarios presented at Nov. 2014 open house
Timeline of Hammond Area Plan Public Consultation Activities
Date Activity
Phase I: Neighbourhood Context
March 14, 2014 - launch of #MyHammond Area Plan website
- launch #MyHammond Community Character Photo Project
- MyHammond@mapleridge.ca email created
- begin preparatory work for the first Hammond Area Plan open house
Phase II: Public Consultation
June 5, 2014 - first Public Open House for Area Plan process held at Hammond Community
Centre
June 23, 2014 - June 5th open house online questionnaire closed
June 26, 2014 - #MyHammondTalks launched with first of three online questionnaires for
community input
- launch of #MyHammond Summer Fun Photo Project
July 8, 2014 - Council endorsement of proposed Hammond Area Plan boundaries
July 24, 2014 - responses from #MyHammondTalks Questionnaire #1 posted online for
viewing
- #MyHammondTalks Questionnaire #2 posted online for input
September 9, 2014 - responses from #MyHammondTalks Questionnaire#2 posted online for viewing
- Information sheet entitled “What We’ve Heard So Far” posted online for viewing
- #MyHammondTalks Questionnaire #3 posted online for input
October 10, 2014 - responses from #MyHammondTalks Questionnaire #3 posted online for
viewing
- preparatory work for second Hammond Area Plan open house underway
November 4, 2014 - “Guiding Principles and the Hammond Area Plan” information sheet is posted
online to help inform and prepare community for November 26 th open house
November 26, 2014 - second Public Open House event held at Hammond Elementary School
December 17, 2014 - November 26th open house online questionnaire closed
APPENDIX A
Summary of June 5, 2014 Open House 1
Summary of June 5, 2014 Hammond Area Plan Open House
The first open house on June 5, 2014 was well attended with over 120 people at the event. Input
was requested from participants on the following topics:
1.What is special about Hammond?
2.What are your ideas for Hammond?
3.What travel modes do you take through Hammond?
4.Suggesting where the boundaries of the Hammond Area Plan should be
Municipal staff recorded many comments from the June 5, 2014 open house event during
discussions with attendees, which form part of the record of information received.
What is Special About Hammond?
A total of 93 comments were received through this exercise and incorporated into a word cloud
containing the comments repeated most frequently from the community.
The intent of the word cloud exercise was to get the neighbourhood thinking about what they like
best about Hammond and what aspects they would like to maintain over the long term. The word
cloud is one of the components that went into creating the draft Guiding Principles.
What are Your Ideas for Hammond?
Through this exercise, the community was able to share their ideas, issues and concerns to identify
priority issues and desires they felt to be important. A total of 138 comments were received at the
open house. The question was also posted on the #MyHammond webpage after the open house
event for just over two weeks and 9 comments were received.
From the comments received, five key themes emerged and are listed below in order of prominence
within the community input:
1)Neighbourhood Character
2)Transportation Connectivity/Safety
3)Parks & Recreation
4)Drainage
5)Train Noise
Travel Modes Through Hammond
The intent of this exercise was to identify which type of travel modes were utilized within Hammond
and what routes people were taking, particularly with walking and bicycling, and whether there
appeared to be obstacles or pinch points preventing travel. Through analysis of the 51 maps
received, it is evident that people walk and cycle a wide variety of routes. No specific routes were
identified, except for the major driving routes for access and egress from Hammond.
APPENDIX B
Summary of June 5, 2014 Open House 2
Hammond Area Plan Boundaries
Open house attendees were provided with a map of the western portion of Maple Ridge and asked to
draw where they thought the boundaries of the Hammond Area Plan should be located. A total of 67
maps were received from the community and they helped guide the proposed boundaries, which
were presented to Council at the July 7, 2014 Workshop. Council directed a change to the proposed
eastern boundary and endorsed the boundaries maps on July 8, 2014. The Council reports and the
Council presentation are posted on the #MyHammond webpage for information (lower right hand
corner of webpage) http://www.mapleridge.ca/794/MyHammond-Hammond-Area-Plan-Process.
Summary of November 26, 2014 Open House 1
Summary of November 26, 2014 Hammond Area Plan Open House
Approximately 60 people attended the second public open house event. Information was presented
through display panels and handouts to assist the community in giving their feedback in the
following areas:
1.Draft Guiding Principles
2.Historic Commercial Node
3.Residential Density Discussion
4.Parks & Trails
5.General Comments
6.Hammond Area Plan Precincts
Items 1 through 5 above were compiled into a comprehensive four-page questionnaire distributed at
the open house event and also available online after the event until December 17, 2014. A total of
50 questionnaires were received: Six at the open house event and 43 online. For item 6 above,
Hammond Area Plan Precincts, maps were provided for community members to draw precinct
boundaries and provide precinct names at the open house event. This exercise was not made
available online, as it was not possible to re-create the mapping exercise electronically.
Consistent with the first open house, municipal staff recorded community comments during
discussions with open house attendees.
Draft Guiding Principles
Guiding Principles are a foundational component of developing a land use plan and are a
reflection of the community’s values and priorities for their neighbourhood. As such, Guiding
Principles are derived from community input received through a public consultation process.
Public input received from the June 5th open house and the #MyHammondTalks went into the
eight draft Guiding Principles presented at the November 26th public open house.
A total of 22 respondents commented on the draft Guiding Principles, from both the hand-written
and online responses. Where a suggestion has been made for an addition, change, or deletion, the
idea will be incorporated into the Guiding Principles if it:
Aligns with the majority of comments from the community;
Is not already addressed through the existing Guiding Principles; and
Is not too detailed or specific to be a Guiding Principle statement.
The Guiding Principles will set the foundation for development of the conceptual draft Hammond
Area Plan.
APPENDIX C
Summary of November 26, 2014 Open House 2
Historic Commercial Node
The commercial designated lands located on Maple Crescent, Dartford Street and Battle Avenue are
identified in the Official Community Plan as being one of seven Historic Commercial Nodes in Maple
Ridge. Generally, this means that under existing OCP Policy 6-38, “limited commercial development”
and “limited infill or expansion” could be supported if they are “compatible in use and form with the
surrounding area”. The map excerpt below is from the Official Community Plan, Schedule B,
Generalized Future Land Use, showing the commercially designated lands (identified in red) in
Hammond’s Historic Commercial Node.
Hammond Historic Commercial Node
Hammond’s commercial area was at one time a bustling hub of commercial activity up into the
1970’s, but started to decline with the expansion of the highway system and then experienced
further decline with the development of shopping options along the Lougheed Highway corridor in
west Maple Ridge. A few businesses still exist today in the Historic Commercial No de and a question
was put to the community regarding potential revitalization of this area. The community was asked if
they would support:
A. No increase in commercial activity?
B. An increase in commercial activity, but no increase in residential density?
C. An increase in commercial activity along with an increase in residential density?
Summary of November 26, 2014 Open House 3
Out of a total 98 responses* to the above questions the following results were tabulated based on
the agree/disagree check box for each question and presented in Table 1 below:
Table 1 – Historic Commercial Node Revitalization Question
Question Support Do Not Support
A) No increase in commercial
activity?
5 30
B) Increase commercial, but not
residential density?
5 24
C) Increase commercial and
increase residential density?
35 4
* Note that respondents were able to check more than one box in the questionnaire, which resulted in a
higher number of responses than questionnaires received.
Generally, the results in Table 1 show that the majority of respondents would support an increase in
commercial activity and residential density in Hammond’s Commercial Node area.
From all of the written comments received for questions A through C (a total of 73 received) most
responses indicate support for an increase in local commercial activity. Variations on the comments
received include:
Identifying a connection between commercial revitalization and a more walkable
neighbourhood;
Recognition that an increase in residential density is necessary to support an increase in
local business;
Questioning whether an increase in residential density would be sufficient to support
increased commercial activity; and
Concern that an increase in commercial and residential density will result in a loss of
Hammond’s historic charm.
OCP Policy Overview: Major Corridor Residential Infill
The Official Community Plan Major Corridor Residential Policies 3-18, 3-20 and 3-21, support an
increase in residential density along Major Corridors, within areas of Maple Ridge not covered by an
existing area plan, if the proposed development is compatible with the surrounding neighbourhood.
There are a number of roads designated in the OCP as Major Corridor in the residential areas of
Hammond, as follows:
● 207th Street ● Lorne Avenue
● Maple Crescent ● Thorne Avenue
● 203rd Street ● 118th Avenue
● Hammond Road ● West Street
Information on the Major Corridor Residential Infill policies was provided in handout No. 5, entitled
“Official Community Plan Land Use Policies” as well as on display panels presented at the open
house event (http://www.mapleridge.ca/794/MyHammond-Hammond-Area-Plan-Process).
Summary of November 26, 2014 Open House 4
A. Major Corridor Residential Infill Scenarios:
Three scenarios for residential density were presented at the open house with the intention of
generating discussion on which density would be acceptable over the long term. Two of the three
scenarios were designed in accordance with Official Community Plan’s Major Corridor Residential
Policies 3-18, 3-20, and 3-21 and one scenario showed “current neighbourhood density”.
The open house questionnaire presented two questions related to residential density along Major
Corridors, along with two questions related to residential density. The first question is as follows:
Of the three scenarios presented for Major Corridor roads, generally which level of density
would you support along Major Corridor roads in Hammond?
A. Retain Current Density
B. Medium Density – without lot consolidation (duplex, triplex, 4-plex and townhouse)
C. High Density – with lot consolidation (townhouse and 4-6 storey apartments)
Out of a total 76 responses (both hand-written and online) to the above questions the following
results were calculated in Table 2 below.
A total of 76 responses (both hand-written and online) were received on the check-box portion of
this question and a further 51 written comments were received. The outcomes show that the
majority of respondents support increased density along Major Corridors at a medium residential
density in a form such as duplex, triplex, 4-plex, or townhouse. There was not significant support
for a higher range of density between a townhouse and 4 -6 storey apartment form, based on the
responses received.
After asking the community about residential density along Major Corridors, a subsequent question
asked:
Are there roads in Hammond where you would prefer to see new development at a different
density than currently permitted in the Official Community Plan? If so, please tell us which
one(s).
A total of 16 comments were received on this question. There were a few comments in support of
higher density in the Historic Commercial Node area at Maple Crescent and Dartford Street and
along 207th Street, and 203rd Street. A couple of respondents expressed concern with the
designation of Lorne Avenue as Major Corridor and the impact that new development on this road
may have on the five existing heritage sites, between 207th Street and Maple Crescent.
Parks & Trails
The open house questionnaire included two questions from the Parks & Leisure Services
Department regarding trails and parks.
The first question discussed the new trail to be completed this summer that will link Hammond with
trails in Pitt Meadows and requested input on promoting the trails and increasing use. A total of 33
responses were received. The outcomes show that safety is the top priority, followed by multiple
access points/points of interest and trails that are dog friendly. Some comments were also received
Summary of November 26, 2014 Open House 5
from people who want more access to the Fraser River and its views, more benc hes along trails, and
trails that can be used by both cyclists and pedestrians.
The second question asked what recreational opportunities or amenities are desirable but not
currently available and a total of 27 responses were received. The most prominent theme from this
question is a desire for dog friendly spaces. Alternatively, a couple of comments received request
that park spaces be only for people.
General Comments
The most frequent comment from the 22 received, is a desire to retain the historic neighbourhood
character. The following is a sample of other general comments:
Train Horn noise is getting worse! Skip the horns and get proper fencing and crossing that
close when trains come through.
I do have significant concerns at the suggestion of turning Wharf Street in a significant
route…
As much as possible, municipal land should be kept natural and green spaces on even
the smallest scale should be encouraged. Rainwater should be allowed to return to the
earth wherever possible instead of being piped to the river.
The ditches in lower Hammond are an eye sore, they should be culverted…
…It would be lovely to see one of the historic mill houses...purchased & designated for an
Artist-in-Residence locale…
Hammond Precincts
Information on area plan “Precincts” was provided in handout No. 7, as well as on display panels
presented at the open house event (http://www.mapleridge.ca/794/MyHammond-Hammond-Area-
Plan-Process).
The following excerpt from the information handout discusses the purpose of defining precinct areas
for use in an area plan:
Defining areas within a neighbourhood that are distinguishable from each other is
common practice in area planning to help understand the character nuances within
a neighbourhood. These areas are often called precincts and they help to inform
policy development for the Area Plan, as well as form and character guidelines.
Specific precinct features may include the era of development, characteristics of the
built form including road patterns, historic and/or current land use, a prevailing
theme (such as heritage) or natural features.
Summary of November 26, 2014 Open House 6
The map below was presented at the public open house and participants were asked to change, add
or delete the draft boundaries and also to suggest names for each of the precincts.
A total of 17 maps were received at the open house. From all maps received, three had new lines
drawn. One showed the collapse of area #2 and most of area #3 together with the caption “where
the ‘old’ houses end”. Another showed the north boundaries of area #2 further north just beyond
the Hammond Stadium and Hammond Elementary School and the third map showed an extension of
area #2 further west to incorporate the Hammond Mill up to Charlton Street. As discussed earlier in
this report, this exercise was not made available online, as it was not possible to re-create the
mapping exercise electronically.
In part of this exercise respondents were asked to suggest names for all four precincts. Qualities or
characteristics are often ascribed by local residents to specific areas within a neighbourhood through
an informal label and the intent of this exercise was to see how the community identifies different
character areas within Hammond. The most frequent names received for each of the four areas are
as follows:
Area 1: North Hammond
Area 2: Upper Hammond
Area 3: Lower Hammond
Area 4: Hammond Industrial Park
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: March 2, 2015
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: 2015 Work Plan - Public Works and Development Services
EXECUTIVE SUMMARY:
The purpose of this report is to introduce the work plan overview for the Public Works and
Development Services Division. Any Council comments requiring further discussion or follow-up will
be captured throughout the presentation of this item for consideration as part of setting the strategic
direction.
The Public Works & Development Services Division consists of four inter-related departments
working closely together. They include: Engineering, Planning, Operations, and Licences Permits and
Bylaws. The Ridge Meadows Recycling Society also liaises with Council through this Division.
A summary of the work plan overview for the Division is attached (Appendix 1).
Through the Mayor’s inaugural address, along with resolutions passed by Council over the past few
weeks, and also the recently published Citizen’s Survey, a number of immediate focus areas have
been emphasized. These include:
1.The creation of a Responsible Development Charter
2.Report on options for Albion Flats
3.A report on restrictions for pay-day loan companies
4.Report on municipal garbage/organics pick-up
5.Report on derelict buildings as they relate to development applications
6.Walkability – the provision of greater pedestrian connectivity throughout the Municipality
7.A report on the Adjudication Process
These items have all been added to the work plan for 2015 (see Appendix 1).
In addition to the above, this report provides information on two areas that were identified for further
discussion:
•Community Standards – a discussion on the appropriate level of bylaw services to
comply with Council’s adopted bylaws
•Development Process – building bridges between the public and the development
community
This report provides some background information to facilitate that discussion.
RECOMMENDATION:
This report is submitted for information only.
1 4.2.1
DISCUSSION:
a)Background Context:
The Public Works & Development Services Division consists of four departments: Engineering,
Planning, Operations, and Licences, Permits and Bylaws. The Ridge Meadows Recycling Society
liaises with Council through this Division. The people in the Division strive to provide excellent
customer service and present a business friendly “How Can I Help” approach.
The 2015 work plan overview for the Division is attached. Along with a discussion on the work plan
for the Division, two specific areas were identified, namely:
•Community Standards – Bylaw services
•Development Process – Building trust among the public, the development community
and the City
COMMUNITY STANDARDS – BYLAW SERVICES
The Community Standards that Council desires are set out in the City’s bylaws adopted by Council.
Compliance with these standards most often rests with Bylaw Services. The role of the Bylaw Officer
is one of the most challenging in municipal government. A significant part of that challenge is
balancing the maintenance of Community Standards with the individualism of each situation.
The chart below shows the number of requests for bylaw enforcement over the past five years.
Year Number of Requests for
Enforcement Received
2010 4,013
2011 3,667
2012 2,524
2013 3,489
2014 3,328
Total 17,021
The chart shows that over the past five years over 17,000 requests have been made for municipal
bylaws to be enforced. There is divergence among citizens on how the City’s adopted bylaws should
be enforced. The people requesting enforcement generally expect that the bylaw will be strictly
enforced. On the other hand the person who has been complained about will nearly always feel
aggrieved, preferring that Bylaw Officers stay away. It is this dichotomy that is typically at the root of
most bylaw issues.
Council were recently presented with the results of the Citizens’ Survey. When asked to rate Bylaw
Services the survey provided the following feedback:
o Very good/Good 38%
o Poor/Very poor 16%
o Don’t know/No opinion 46%
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It is encouraging that a much greater percentage of citizens see the City’s response to bylaw issues
as very good/good than citizen’s that view it as poor/very poor. It is also evident that many simply
don’t know or have no opinion (46%) suggesting perhaps that almost half of those surveyed may
never have had reason to contact Bylaw Services.
Some citizens suggest that the City’s bylaws are rarely enforced and that bylaw enforcement should
be done on a more proactive basis throughout the City to ensure that the Community Standards
adopted by Council are maintained. At the same time, other citizens suggest that the City’s bylaws
are over-enforced and should only be enforced on a limited basis.
The current practice is to enforce by complaint only with the exception of untidy/unsightly premises
in the downtown which is proactively enforced. This practice of proactive enforcement in the
downtown was initiated by Council resolution in 2006.
More recently in 2011, staff informed Council that enforcement practices needed to be reviewed.
Council requested that in undertaking this review the practices of neighbouring municipalities be
researched. At that time Council also directed that a comprehensive public process be undertaken.
A very well attended Open House was held on June 29, 2011. At that meeting each attendee was
provided with a detailed workbook and asked to provide feedback through completion of the
workbook. Workbooks were requested to be returned on or before July 6, 2011. The workbooks
were also posted online and made available at the front counter. Based on that feedback the
following criteria were proposed:
•A reaffirmation that outside of the downtown, bylaws be enforced on a complaint basis only
•A limit of 3 non-recurring complaints per complainant property per calendar year
•A geographic limit of 100 meters in the Urban Area
•A geographic limit of 400 meters in the Rural Area
These criteria were discussed by Council through a number of Workshops. Ultimately the
geographical limits were not adopted. The other criteria were adopted and remain in place today.
On February 24, 2015 Council directed staff to bring back a report on the adjudication process and
how it compares with the current municipal ticketing information system. The intent being to explore
a potentially less cumbersome process for citizens.
Another example of practices that Council may wish to discuss is the process around pursuing
delinquent dog licences. The City issues approximately 7,000 dog licences annually. In 2004 the
Municipality commenced a practice of pursuing dog licence renewals that are in arrears, first by
follow-up mail and then by house call if the licence still remained in arrears. This practice was put in
place at the time because of the significant volume of licences that were not being paid. In
canvasing other local municipalities, of the 16 that responded, 12 make house calls to follow-up on
dog licence renewals that are in arrears. Council may wish to provide direction on this issue.
Over the past five years many of the City’s bylaws have been overhauled and updated. All involved
public consultation in an effort to arrive at the Community Standards desired by the public. The
following bylaws have been reviewed, updated and/or amended:
•Municipal Ticketing Bylaw
•Smoking Bylaw
•Business Licence & Regulation Bylaw
•Unsightly and Untidy Premises Bylaw
•Taxi Bylaw
•Animal Control & Licencing Bylaw
3
•New Inter-Municipal Business Licence Bylaw
•Scrap Metal Dealer Regulation Bylaw
Once bylaws are adopted by Council there are expectations from citizens that they will be complied
with. The question then is how best to find the most appropriate balance between achieving the
Community Standards and being perceived as over officious. To get to that balance there are a
number of key questions that need to be discussed by Council. They include:
•To what extent should the Community Standards identified in the bylaws be enforced?
•Should Bylaw Services continue to be enforced on a complaint basis only?
•Should the criteria established in 2011 be reviewed?
Answers to these questions will assist staff in understanding Council philosophy with regard to bylaw
enforcement and assist in understanding Council’s views on how best to achieve the desired
Community Standards.
Business Licences
The Permits and Licences Department has issued on average 4,000 business licences per year over
the past five years.
With support and advocacy from the local Chamber of Commerce the department played a
leadership role regionally in implementing the Inter-Municipal Licencing process. Through this
process a single transferable business licence is issued to businesses that operate across multiple
municipalities. The revenue from the licences is shared among the participating municipalities. The
program appears to be working well.
Thousands of business licences are issued annually, seamlessly and without issue. There is
recognition that there is a need to continuously reach out and understand the changing needs of
business. A series of meetings are planned with working groups from the Business Improvement
Area for the downtown and the local Chamber of Commerce. The intent of these meetings is to have
open dialogue around business needs and at the same time communicate the needs of the
Municipality in order to implement improvements whenever possible.
Protocol, practice and/or process improvements that result from these meetings will be reported
back to Council.
DEVELOPMENT PROCESS
Council has also expressed a desire to discuss the development process. Like Bylaw Services, there
is a wide divergence of opinions on how development is perceived.
Mayor Read’s inaugural address spoke to building bridges between residents and the City’s partners
in the development and building communities.
It has been noted that some citizens, through the recent election and other forums such as Public
Hearings perceive the City as having few controls over the development community and that this has
resulted in rapid development, at times going against the OCP. The First Reading report process,
directed by Council resolution, where a developer can get First Reading with minimal information is
seen, by some citizens in the community, as an example of the development community having few
obligations for receipt of Council support. Frustration has also been noted by Members of Council
about the lack of information available at First Reading.
4
On the other hand, segments of the development community have suggested that there is too much
red tape, that the City is exerting too much control, and over-regulates. The development community
have stated that they support the First Reading report process as it gets them to Council faster
without a lot of costs and provides an early indication of Council support.
These two opposing perceptions are at odds with each other. On the one hand some citizens
perceive developers having a relatively free reign, while segments of the development community
see themselves as being over regulated.
The 2015 work program identifies the following to bridge the gap between the public and the
development community perceptions:
1.Responsible Development Charter
2.Liaison Committee between the City, the Urban Development Institute (UDI)
and the Greater Vancouver Home Builders Association (GVHBA)
3.Implementation of the Ten Best Practices
1.Responsible Development Charter
Mayor Read’s inaugural address spoke to the establishment of a Responsible Development Charter
containing guiding principles on which to base future development decisions. The premise of this
Charter would be to ensure alignment between development decisions and community values. At
the same time there is a desire to implement best practices in the development process.
Staff is preparing a discussion paper for Council’s consideration which is being provided under a
separate report. A global wide review has produced some examples which along with principles
already established in the OCP may form the basis for the Charter. The Charter Discussion Paper is
scheduled for review with Council in March 2015.
Additionally the 2015 work program includes a review of the protocols around the Development
Information Meetings between applicants and the public as well as the notification requirements.
2.Liaison Committee between the City, the Urban Development Institute (UDI) and the Greater
Vancouver Home Builders Association (GVHBA)
Over the past number of years a significant number of development related process improvements
have been implemented by the City of Maple Ridge. These include:
•Detailed Comprehensive Application Checklists
•Getting the Applicant to First Reading faster (Council may wish to discuss this)
•Planner of the Day (Planner assigned each day to address front counter inquiries)
•Internal Application Review Committee (All staff involved in an application)
•Detailed Pre-application Meetings
•Elimination of Secondary Suite Permit Referrals to Planning Department
•Elimination of Referrals to Operations Department
•Reduced Number of Plan Check Iterations
•Master Plan Reviews for Building Permits
•Pre-application Reviews on Building Permits
•Block Building Permit Reviews for Subdivisions with Repeating House Model
•Single File Manager System
5
It is important that we strive for continuous improvement and continued open dialogue with the
development and building community. Discussions with UDI and GVHBA have been initiated with the
intent to establish a Liaison Committee among UDI, GVHBA and the City.
UDI is a national non-profit association (with international affiliations) of the development industry
and its related professions that is non-partisan in its activities. UDI Pacific represents thousands of
individuals involved in all facets of land development and planning, including: developers, property
managers, financial lenders, lawyers, engineers, planners, architects, appraisers, real estate
professionals, local governments and government agencies. UDI concentrates its activities in three
primary areas: government relations, professional development and education, and research.
GVHBA is described as the voice of the residential construction industry in Metro Vancouver. A not-
for-profit society, the GVHBA has more than 800 members and is affiliated with the provincial and
national Canadian Home Builders' Associations.
This type of Liaison Committee was in place in Maple Ridge with UDI through the early 2000’s but
was discontinued due to UDI members changing locations, jobs etc. Such committees are in place in
some other municipalities and their purpose is to work through issues related to the development
and building practices.
3.Ten Best Practices (developed by GVHBA and local municipalities)
In 2014 the Greater Vancouver Home Builders Association completed a review of the development
process from start to completion in conjunction with most of the Greater Vancouver municipalities
including Maple Ridge. This review established that the actual development process itself is
essentially the same in all municipalities, having been extensively refined through the years. The
review identified the 10 Best Practices on how to implement the process. The following are the 10
Best Practices:
1.Pre-application meetings
2.Predictable costs and charges
3.Applicants submitting complete applications
4.Concurrent processing
5.File champions and coordinated teams
6.Better public engagement
7.Municipal staff empowerment
8.Effective partnership
9.Policy clarity
10.Accessible and complete information online
A first priority for the Liaison Committee would be to work through these best practices and discuss
where both the City and development community are doing a good job and where improvements can
be made. On an ongoing basis the Liaison Committee would also act as a bridge between UDI and
GVHBA members working in Maple Ridge and serve as a voice for those with specific concerns and
how best to work through those concerns. The Liaison Committee would also afford the City the
opportunity to have UDI and GVHBA report back to its members on how they could make
improvements to assist in the process.
The introductory meeting of the Liaison Committee is scheduled for March 2015. Changes to
practices, protocols and/or process resulting from these meetings will be reported back to Council.
6
CONCLUSION
The purpose of this report is to introduce the work plan overview for the Public Works and
Development Services Division. Any Council comments requesting further discussion or follow-up
will be captured throughout the presentation of this report for consideration as part of setting the
strategic direction.
In addition to the above, this report provides information on two areas that were identified for
discussion:
•Community Standards – a discussion on the appropriate level of bylaw service to comply
with Council’s adopted bylaws
•Development process – building trust among the public, the development community
and the City
This report provides some background information to facilitate that discussion.
_______________________________________________
Prepared by: Frank Quinn, MBA, P. Eng
GM: Public Works & Development Services
_______________________________________________
Concurrence: J. L. (Jim) Rule
Chief Administrative Officer
7
"Original signed by Frank Quinn"
"Original signed by J.L. (Jim) Rule"
City of Maple Ridge – Public Works and Development Services Division
2015 Work Plan Overview
Division Overview
The Public Works & Development Services Division is responsible for carrying out corporate
initiatives as directed by Council. The Division manages the City’s activities with respect to the
administration and implementation of municipal policies, bylaws, and services. These services
include development processing, the issuance of building permits and business licences, and the
construction, operation and maintenance of municipal infrastructure. In addition, the Division
attends to enquiries and requests for assistance from the general public.
The following summarizes the work of each department:
Planning Department
The Planning Department supports Council’s indicatives through the creation and application of a
number of policies, regulations and bylaws. These documents are not only used as a guide for
decision making, but also establish the procedures under which development applications are
processed, and how information is disseminated within the community. The desired manner in which
development applications are to be processed is reflected in the Official Community Plan (OCP) and
are summarized in Policy 1-1 of the OCP as “The District will strive to protect it’s Community values
into the future, as it becomes more vibrant and prosperous, offering residents a strong local
economy, stable and special neighbourhoods, thoughtful development, a diversity of agriculture, and
respect for the built and natural environment”.
Engineering Department
This Department provides Professional Engineering services to oversee the provision of the
fundamental municipal services of water, sanitary sewage disposal, drainage, and roads. These
fundamental services are some of the most important to residents, yet these same services often go
unnoticed because they are provided on a daily basis in a safe, efficient, cost-effective, and timely
manner. The department undertakes long range master planning initiatives for water, sewer,
drainage and transportation. These plans inform the capital budget.
Licences, Permits and Bylaws Department
The Licences, Permits & Bylaws Department provides business licencing services, issues building
permits in accordance with the BC Building Code and the Maple Ridge Building Bylaw. The
department also seeks to maintain the Community Standards sought by Council through adopted
bylaws. All departmental work aligns with the corporate Customer Experience Initiative.
Operations Department
Once the infrastructure is built it is turned over to the Operations Department to operate and
maintain. This includes ensuring that when a tap is turned on, high quality potable water comes out
of the faucet. Similarly when a toilet is flushed it’s important that the sewers dispose of the effluent
safely and efficiently. The department also manages the corporate fleet, provides procurement
services and is responsible from snow and ice removal on municipal roads.
1
Our People
WHAT THE DIVISION DELIVERED (2013-2014) HIGHLIGHTS
The Division delivers on Council’s direction through the following types of work:
1.Policy Creation as Directed by Council
2.Capital Projects Approved by Council
3.Ongoing Commitments Day to Day Operations
1.Policy Creation and Changes
Through 2013 and 2014 the following policy related work at the direction of Council has been
completed:
•Commercial/Industrial Strategy Adoption
•Strategic Transportation Plan Adoption
•Amenity Zoning Adoption
•North Albion Density Review
•North Albion Servicing Review
•Area Planning Report – Hammond
•Medical Marihuana Bylaw Adoption
•Regional Context Statement Adoption
•Wildfire Protection Development Permit Adoption
•Secondary Suites Review
•Albion Flats Negotiations
•Multi-Material BC (MMBC) Reports
•Downtown Incentive Program Implementation
•Building Bylaw Amendments
•Noise Bylaw Review and Adoption
•Untidy Unsightly Premises Bylaw Review and Adoption
•Inter-Municipal Licence Bylaw Adoption
•Smoking Bylaw Review and Adoption
•Tandem Garages Review
•Pedestrian Connectivity Report
Mayor
2
•Housing Action Plan
•Heritage Strategy
•Overhead Wiring Policy Review
•Environment Management Strategy Review and Reports
•Adopt-A-Block Amalgamation with Alouette River Management Society Agreement
•BC Hydro Fish Ladder Review
•Water Act Review
•Emergency Preparedness Planning
•Heritage Procedures Bylaw
•LED Streetlights Report
•Annual Water System Report
•Water Meter Report
•Resident Only Parking Policy
•Cottonwood Landfill Closure Plan
2.Capital Projects
The following capital projects approved by Council have been completed over the period 2013-2014.
Bridge Replacement – Construction of new bridge at 232 Street and Fern Crescent
Walkability – improvements to streets that increase the walkability in the municipality.
•Improvements to Seniors Area on 224 Street including:
Pedestrian Activated Signal
Modifications to Landscaping
Sidewalk Improvements
New Cross Walks
4-Way Stop Installation
Total Repave and Relining of Street
Improved Signage
•Lougheed Highway Improvements - Streetscape between 226 Street and 228 Street
including:
Wider and Safer Sidewalks
Improved Street Lighting
Safer Crosswalks
•122 Avenue – Phases 1 & 2 (216 Street to 221 Street):
Multi-use Pathways
Safer Crosswalks
Traffic Calming Button
•240 Street – 102 Avenue to Hill Street:
New Sidewalks
New Pedestrian Activated Signal at Albion School
Upgrade Marked Crosswalk
LED Street Name Signs
Tactile Warning Strips at Curb Let Downs
3
•Lorne Avenue – New Sidewalk
•Lougheed Highway Multi-Use Path (216 Street to Laity Street)
Traffic Calming
Kanaka Way at Kanaka School
River Road
124 Avenue
132 Avenue (Corridor Review
122 Avenue (216 Street to 221 Street)
132 Ave
Green Fleet – replacing retired vehicles with Green Fleet including:
Three Nissan Leaf Electric Vehicles
Eight Charging Stations at Four Locations
Three Ford C-Max Hybrid Vehicles
Storm Water Culvert Replacements:
North Millionaire Creek (130 Avenue)
108 Avenue at 286 Street
284 Street at 117 Avenue
208 Street at 120 Avenue
Seigel Creek (110 Avenue)
Culvert Relining at Dunlop Creek
Bulk Fill Water Station - Lilley Drive
Sanitary Sewer – Ansell Street
Hampton Street LAS Construction
Pavement Rehabilitation:
216 Street - 128 Avenue to South Alouette Bridge
Telep Avenue – 20172 Telep Avenue to Makinson Street
113B Avenue – Stewart Crescent to Railway Tracks
119 Avenue – 224 Street to 223 Street
Selkirk Avenue – 224 Street to 223 Street
Lougheed Highway – Haney Bypass to 116 Avenue
Dewdney Trunk Road – 216 Street to Laity Street
Wicklow Street – Dewdney Trunk Road to 220 Street
287 Street – Dewdney Trunk Road to 123 Avenue
Dewdney Trunk Road – 264 Street to 269 Street
264 Street – 100 Avenue to 98 Avenue
118 Avenue – 238B Street to 23893 118 Avenue
Lougheed Highway – 228 Street to 226 Street
Railway replacement on 113B Avenue and Maple Crescent
225 Street – Lougheed to North Avenue
McIntosh Ave 224 to 223
112th Avenue – 272 to 276
Stonehouse Avenue – 210th to 21101 Stonehouse
228A Street – Top Lift 12700 Block to 128th Ave
256th Street north of 128 Avenue to gravel pit
Creekside top lift north of Kanaka Way to 11201
124th Ave Laity to 216th – traffic calming speed humps
264th St 96 Ave to 98th Ave
DTR & 272ND Intersection
4
3.On-Going Commitments Day to Day Operations
The day to day ongoing tasks and work activities consume the majority of the Divisions time. The
following data provides a snapshot of those activities.
The Engineering and Operations Department manages, operates and maintains the following
Infrastructure:
Water Utility
•390 Kilometers of watermains
•1925 fire hydrants
•18,000 service connections
•5 re-chlorination Stations
•5848 pressure reducing valves
•8 reservoirs
•8 water pump stations
•1700 Water meters
•21 weekly water samples which are independently tested by the Greater Vancouver Water
District. The results of these tests are forwarded to the Fraser Health Authority.
Sewer Utility
•275 Kilometers of gravity sewer lines
•15 Kilometers of forcemans
•16,500 service connections
•31 sewer pump stations
Roads
•483 kilometers of Road
•4065 street lights
•44 traffic signals
•19 illuminated crosswalks
•289 kilometers sidewalks
•23 kilometers lanes
Storm Sewer
•290 kilometers of storm sewer
•13 kilometres of Road culverts
•6,300 catch basins
•25 detention ponds
•13,500 storm sewer connections
5
The following table illustrates the ongoing level of effort in development, building and licences:
2010 2011 2012 2013 2014 Totals
Development
Reports to Council
170 192 161 155 186 864
Building Related
Permits Issued
3,950 3,400 2906 3020 3515 16,791
Building Related
Inspections
16,343 15,962 15,208 16,319 16,538 80,370
Business Licences 4,340 4,199 4,273 4,277 4,271 21,360
Intermunicipal
Business Licence
60 127 187
Based on the above there is
•an average of 8 to 9 Planning reports to Council every two weeks
•an average of 65 building related permits issued weekly every week of the year
The following table shows the number of requests by citizens for bylaw enforcement
Year Number of Requests for
Enforcement Received
2010 4,013
2011 3,667
2012 2,524
2013 3,489
2014 3,328
Total 17,021
Efficiencies and Effectiveness Highlights:
•Full implementation of Inter-Municipal Business Licence Program. Maple Ridge Licencing
Department took a leadership role working with the Chamber of Commerce in the
implementation of a system were a business only needs to obtain one business licence to
operate across participating municipalities instead of having to obtain a business licence in
each municipality. This has saved business operators both time and money.
•The use of innovative technologies continues to be actively pursued. For example –
directional drilling (trenchless) has been used in lieu of open trench, allowing roads to remain
open to traffic and preventing road closures and other technologies to minimize impacts and
reduce carbon emissions.
•The use of alternative funding to municipal taxes including external funding sources through
grant programs, TransLink programs, gravel revenues, amenity funding and ICBC.
•Multiple uses of equipment – for example a piece of machinery is used in the summer as a
dump truck and in the winter it is transformed into a snow plough.
6
•Over the past 3 years multiple bylaws were revised and amended to provide currency and
eliminate outdated requirements. These include:
o Building Bylaw Amendments
o Noise Bylaw Review and Adoption
o Untidy Unsightly Premises Bylaw Review and Adoption
o Inter-Municipal Licence Bylaw Adoption
o Smoking Bylaw Review and Adoption
•Upgrading the efficiency of the fleet through the purchase of Hybrid and Electric vehicles over
the past 8 years has reduced gasoline consumption. Life cycle has been better than
predicted and replacement costs have reduced.
•The use of laptops in vehicles and mobile printers – allows for prompt delivery of inspection
and other notices. There have been a significant number of process improvements for
development applications. Process improvements initiated include:
•Detailed Comprehensive Application Checklists
•Getting the Applicant to First Reading faster (Council may wish to discuss this)
•Planner of the Day (Planner assigned each day to address front counter inquiries)
•Internal Application Review Committee (All staff involved in an application)
•Detailed Pre-application Meetings
•Elimination of Secondary Suite Permit Referrals to Planning Department
•Elimination of Referrals to Operations Department
•Reduced Number of Plan Check Iterations
•Master Plan Reviews for Building Permits
•Pre-application Reviews on Building Permits
•Block Building Permit Reviews for Subdivisions with Repeating House Model
7
2015 DELIVERABLES HIGHLIGHTS
WHAT WHEN
•Responsible Development Charter – Discussion Paper Q1
•Pay- Loan Businesses – Review of zoning Q1
•Review of derelict buildings associated with development applications Q1/Q2
•Tree Bylaw – review and adoption Q1/Q2
•Albion Flats Options Report Q1
•Zoning Bylaw Review Q2
•Establish a Development Liaison Committee with UDI and GVHBA (Review
of Best Practices)
Q1
•Report on municipal garbage/organics pick up Q1
•Review Regulations for Home Occupations Q2
•Sign Bylaw – review and adoption Q1/Q2
•Commercial Industrial Strategy – Implementation Plan Q1/Q2
•Transportation Plan – Implementation Plan Q2
•Assist with formation of Environmental Sustainability Advisory Committee Q2
•Assist in formation of Transportation Advisory Committee Q2
•Environmental Management Strategy Plan – Completion of Plan with
Environmental Advisory Committee
Q2/Q3
•Hammond Area Plan Q1/Q2/Q3/Q4
•Tandem Parking Review & Parking Standards Review Q2
•Triplex, four-plex zone creation Q3
•Evaluate Overhead wiring option for cash-in-lieu Q3
•Undertake annual intersection performance review Q3
•Partner with ICBC on pedestrian safety awareness- emphasis on engaging
youth
Ongoing
•Abernethy Way/128 Avenue – (Phase 1 construction of section between
2010 and 2016 to 4 lanes)
Q1/Q4
•203 Street – Lougheed Highway to Golden Ears Way Q1/Q4
•2015 Paving Program Q2/Q3
•Fern Crescent Improvements – preliminary design Q2/Q3/Q4
•240 Street – 102 Avenue to 104 Avenue Q2/Q3
•Prepare Annual water report for submission to the Ministry of Health Q3
•Cottonwood landfill – commence the closure plan as required by Ministry
of Health
Q2/Q3
•Continue Lighting Enhancements as per the BIA security Task Force Q1/Q2
•Development Information Meeting Policy and Notification Review Q2
•Housing Action Plan Implementation Q2/Q4
•Bylaw adjudication Process Q2
•Initiate dialogue meetings with BIA and Chamber of Commerce regarding
Business Licences Process and Permits
Q1/Q2
•Business Licences - review & amend the existing Policy and Procedure
document
Q2
•Implementation of recommendations from Mayor’s Task Forces Q2/Q4
•Status reports on Silver Valley and Albion Q2/Q3
8
OPERATING BUDGETS
Operating Budget
Proposed Financial Plan 2015 – 2019
Public Works & Development Services – Administration
Proposed Changes or Remarks:
Salaries: In the event that the growth in property taxes due to new construction does
not meet the budgeted amounts, funding provided to cover costs associated
with growth will be reduced by up to $65,000 per year. Prior years approved
growth costs ($89,000) are committed to fund the new positions in Public
Works & Development Services.
Incremental Packages – None
Capital Budget – None
Information Technology Update – None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Expenditures
Conferences & Meetings 29 29 - 0% 29 29 29 29
Memberships 25 25 - 0% 25 25 25 25
Salaries 369 292 (77) (21%) 364 372 445 518
Supplies 4 4 - 0%4 4 4 4
427 350 (77) (18%) 422 430 503 576
Internal Transfers
Salaries Recovery (79) (80) (1) 1% (82) (84) (86) (88)
(79) (80) (1) 1% (82) (84) (86) (88)
Totals 348 270 (78) (22%) 340 346 417 488
Proposed Changes Proposed
9
Operating Budget
Proposed Financial Plan 2015 – 2019
Public Works & Development Services– Planning Department
Proposed Changes or Remarks:
Revenues: Starting in 2017, fees are shown to increase 3% annually to assist with
covering the cost of increased staff. This change is for financial planning
purposes only. A detailed analysis of fees will be done and Council approval
will be required, before any changes are made.
Contract: 2014 included a one-time increase to Alouette River Management Society
(ARMS) of $30,000 for project specific work.
Salaries: 2015 and 2016 include the new positons to assist in development process
timing. These positions are funded from reserves in 2015 and 2016 and
partially through previously approved growth funding. The balance of the
increase is in line with the corporate wide increases to wage costs for existing
staff.
Incremental Packages - None
Capital Budget - None
Information Technology Update – None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Applic Fees - ALR 6 6 - 0%6 6 6 6
Applic Fees - Dev & Dev Var Permit 161 161 - 0%161 165 170 176
Applic Fees - OCP 7 7 - 0%7 7 7 7
Applic Fees - Subdivision 116 116 - 0%116 119 123 126
Application Fees 115 115 - 0%115 119 123 126
Fees 5 5 - 0%5 5 5 5
Program Fees 1 1 - 0%1 1 1 1
Sales 7 7 - 0%7 7 8 8
User Fees 3 3 - 0%3 3 3 3
421 421 - 0%421 432 446 458
Expenditures
Committee Costs 22 22 - 0%22 22 22 22
Consulting 19 19 - 0%19 19 19 19
Contract 70 40 (30)(43%)40 40 40 40
Legal 38 38 - 0%38 38 38 38
Publications 2 2 - 0%2 2 2 2
Salaries 1,751 1,997 246 14%2,160 2,219 2,274 2,330
Supplies 31 31 - 0%31 31 31 31
Travel 10 10 - 0%10 11 11 11
1,943 2,159 216 11%2,322 2,382 2,437 2,493
Totals 1,522 1,738 216 14%1,901 1,950 1,991 2,035
Proposed Changes Proposed
10
Operating Budget
Proposed Financial Plan 2015 – 2019
Public Works & Development Services – Engineering
Proposed Changes or Remarks:
Fees: Starting in 2017, fees are shown to increase 3% annually. This change is for
financial planning purposes only. A detailed analysis of fees will be done and
Council approval will be required, before any changes are made.
Salaries: The increase is larger than typical due to relocation of an existing Engineer
Inspector 3 from Operations to Engineering. A reduction in costs of $25,000
due to a readjustment in roles has been reallocated to assist in funding of
new positions with the division.
Special Projects: Projects planned and funded through the capital funding allotment but that
do not result in an asset have been moved to the operating budget. For 2015
–2019 it includes: Audible Signals for $5,000 a year, Cycling Transportation
Signage for $20,000 every other year, traffic divider change-out program for
$50,000 a year, the Safer School Travel Program for $50,000 a year and
$65,000 a year for video and spot repair for our drainage system.
Salary Recoveries: Salary recoveries include the water and sewer utilities funding a portion of
the new positions in Planning.
Incremental Packages – None
Capital Budget – None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Fees 335 335 - 0% 335 344 354 364
Permits 10 10 - 0% 10 10 10 10
Sales 25 25 - 0% 25 25 25 25
370 370 - 0% 370 379 389 399
Expenditures
Consulting 86 86 - 0% 86 86 86 86
Eviromental Monitoring 20 20 - 0% 20 20 20 20
Miscellaneous 12 12 - 0% 12 12 12 12
Other Outside Services 10 10 - 0% 10 10 10 10
Salaries 2,646 2,791 145 5% 2,857 2,934 3,006 3,079
Special Projects 474 170 (304) (64%) 190 170 190 170
Supplies 26 26 - 0% 26 26 26 26
Utilities - Telephone 12 12 - 0% 12 12 12 12
Vehicle Charges 68 70 2 3% 72 74 76 79
3,354 3,197 (157) (5%) 3,285 3,344 3,438 3,494
Internal Transfers
Contribution to own Reserves - - - - - - -
Contributions from own Reserves (12) (12)- 0% (12) (12) (12) (12)
Salaries Recovery (917) (984) (67) 7% (1,007) (1,033) (1,059) (1,084)
Transfers from Reserve Funds (65) (67) (2) 3% (69) (70) (72) (74)
(994) (1,063) (69) 7% (1,088) (1,115) (1,143) (1,170)
Totals 1,990 1,764 (226) (11%) 1,827 1,850 1,906 1,925
Proposed Changes Proposed
11
Operating Budget
Proposed Financial Plan 2015 – 2019
Public Works & Development Services – Licences, Permits and Bylaws
Proposed Changes or Remarks:
Permits: Starting in 2017, fees are shown to increase 3% annually. This change is for
financial planning purposes only. A detailed analysis of fees will be done and
Council approval will be required, before any changes are made.
Contract: This is the SPCA contract and it is increasing 3% annually.
Salaries: There is an additional Plan Checker 2 in 2015 to address development
processing times. The cost increase for this position is funded through
reserves in 2015 and 2016 and through a reallocation of funds from
Engineering. The balance of the increase is in line with the corporate wide
increases to wage costs for existing staff.
Incremental Packages – None
Capital Budget – None
Information Technology Update – The department requires IT resourcing to support existing services.
In addition:
Capital: The following capital projects, and the timing and resourcing commitments are
represented in the IT business plan:
1) Review the feasibility of providing on-line permit acceptance and issuance.
2) Purchase of the Tempest Ticketing module along with an IT commitment towards installation,
data alignment, online integration, testing and training. The Tempest module provides
automated capabilities for the issuance, tracking and payment of tickets which delivers
improved operational efficiencies. Additional benefits include; an improved customer service
experience due to the capacity for real-time uploading and improved reporting and tracking.
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Administration Fee 13 13 - 0%13 13 13 13
Business Licences 610 610 - 0%610 610 610 610
Cost Recovery 6 6 - 0%6 6 6 6
Fees 56 56 - 0%56 56 56 56
Fines 63 63 - 0%63 63 63 63
Licences 270 270 - 0%270 270 270 270
Permits 1,734 1,734 - 0%1,734 1,786 1,840 1,895
2,752 2,752 - 0%2,752 2,804 2,858 2,913
Expenditures
Advertising 6 6 - 0%6 6 6 6
Contract 379 389 10 3%400 411 423 435
Miscellaneous 3 3 - 0%3 3 3 3
Salaries 2,627 2,778 151 6%2,845 2,923 2,997 3,071
Supplies 76 76 - 0%76 76 76 76
Utilities - Telephone 13 13 - 0%13 13 13 13
Vehicle Charges 98 101 3 3%104 107 110 113
3,202 3,366 164 5%3,447 3,539 3,628 3,717
Totals 450 614 164 36%695 735 770 804
Proposed Changes Proposed
12
Operating Budget
Proposed Financial Plan 2015 – 2019
Public Works & Development Services – Operations Centre
Proposed Changes or Remarks:
Municipal Roads – Gen Maint: Similar to previous years, in the event that the growth in property
taxes due to new construction does not meet the budgeted amounts,
funding provided to cover costs associated with infrastructure growth
will be reduced by up to $65,000 per year. The 2015 allocation for
growth costs have been removed.
Operations Management: An existing position, Engineer Inspector 3, was relocated to
Engineering resulting in a decrease here and an offsetting increase in
Engineering. The balance of the change is due to wage cost increases
for existing positions.
Street Lighting: The cost of electricity increases in 2014 by 9%, 2015 by 6%, 2017 by
4%, 2018 by 3.5% and in 2019 by 3%.
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Fuel Sales 117 120 3 3% 123 127 130 133
Private Services - GR 108 109 1 1% 110 112 112 112
Storm Drainage 26 26 - 0% 26 26 26 26
Traffic Control 10 10 - 0% 10 10 10 10
261 265 4 2% 269 275 278 281
Expenditures
Brushing 469 474 5 1% 479 485 491 497
Ditching 320 326 6 2% 332 339 346 353
Gravel Roads - Maint 59 60 1 2% 61 62 63 64
Internal Equipment 1,773 1,813 40 2% 1,854 1,895 1,936 1,978
Litter Bins and Sweeping 279 286 7 3% 293 301 309 317
Materials Management 460 471 11 2% 482 495 507 519
Municipal Roads - Gen Maint 623 631 8 1% 705 780 855 930
Municipal Roads - Patching 485 492 7 1% 500 507 515 524
Operations Management 983 900 (83) (8%) 915 932 948 965
Shouldering 169 172 3 2% 175 179 183 186
Snow and Ice Control 273 278 5 2% 284 290 296 302
Storm Drainage 370 376 6 2% 384 391 399 407
Street Lighting 501 531 30 6% 556 574 590 604
Traffic Control 302 306 4 1% 310 314 319 323
Works Yard 239 242 3 1% 245 247 250 252
7,305 7,358 53 1% 7,575 7,791 8,007 8,221
Internal Transfers
Internal Equipment (1,656) (1,693) (37) 2% (1,730) (1,768) (1,806) (1,845)
Operations Management (182) (187) (5) 3% (191) (197) (202) (207)
(1,838) (1,880) (42) 2% (1,921) (1,965) (2,008) (2,052)
Totals 5,205 5,212 7 0% 5,384 5,550 5,720 5,887
Proposed Changes Proposed
13
Proposed Financial Plan 2015 – 2019
Public Works & Development Services – Sewer & Water Utilities
Proposed Changes or Remarks:
Revenue: The rate increase for water and sewer are 5.5% and 4.6% respectively with
additional housing units accounting for the balance of the increase.
Capital: The planned capital will fluctuate year to year. 2019 capital is yet to be
scheduled so 2018 figures are budgeted as an indicative amount. This will be
updated when the Financial Plan Bylaw is brought to Council in April of 2015.
Debt – Water: This is the anticipated debt associated with the regional water capital
improvements works, for a new water main and pump station, which is currently
underway. It is expected that borrowing will not be sought until the work is
complete to ensure the costs are known. Principle payments will be funded
through Development Cost Charges and the interest has to be covered through
the Water Utility.
Special Projects: The Sewer Special project in 2015-2019 is for pump station electrical upgrades.
Water Special projects in 2014 include the regional water projects. Any portion of the budget remaining
will be carried forward to 2015 to line up with when the work is completed and
the municipality is billed for our portion. Currently this is being funded through
Development Cost Charges but external borrowing will likely be sought.
Incremental Packages – None
Capital Budget - See Capital Budget Listing
Information Technology Update
Tablets have been successfully deployed in garage for use during equipment repair and maintenance.
Maintenance Software has been implemented in garage for work orders and maintenance history,
fuel consumption and other related data
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Sewer Utility
_Revenue (9,134) (9,681) (547) 6% (10,682) (11,302) (11,960) (12,661)
Capital 770 657 (113) (15%) 1,315 627 1,223 1,224
Expense 1,123 1,155 32 3% 1,188 1,223 1,257 1,293
Special Projects 661 125 (536) (81%)- 125 125 125
GVS&DD 5,830 5,506 (324) (6%) 5,753 6,012 6,283 6,566
Internal 182 754 572 314% 767 783 798 813
(568) (1,484) (916) 161% (1,659) (2,532) (2,274) (2,640)
Appropriation from Surplus - - - - - -
Transfer to Surplus 568 1,484 1,659 2,532 2,274 2,640
- - - - - -
Water Utility
_Revenue (13,722) (14,541) (819) 6% (15,411) (16,335) (17,302) (18,330)
Capital 1,670 1,429 (241) (14%) 1,340 1,270 2,422 2,423
Debt 68 843 775 1140% 843 843 843 843
Expense 2,120 2,170 50 2% 2,223 2,278 2,334 2,390
Special Projects 6,967 - (6,967) (100%)- - - -
GVWD 8,254 9,056 802 10% 9,918 10,933 11,641 11,641
Internal (5,321) 460 5,781 (109%) 481 504 526 549
36 (583) (619) (1719%) (606) (507) 464 (484)
Appropriation from Surplus (36)- - - (464)-
Transfer to Surplus - 583 606 507 - 484
- - - - - -
Proposed Changes Proposed
14
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: March 2, 2015
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Work Plan Overview – Community Development, Parks & Recreation Services (CDPR)
EXECUTIVE SUMMARY:
As Council embarks on a four-year mandate, it is important that they set the strategic direction for the term. An
approach to establishing this direction was discussed with Council, and key information items were scheduled,
leading up to Council setting the strategic direction.
The purpose of this report is to introduce one of those items: the work plan overview for the CDPR which includes
the Administration, Community Services, Parks, Facilities & Open Space and Recreation departments. Any Council
comments requiring further discussion or follow-up will be captured throughout the presentation of this item for
discussion at the upcoming strategic planning session.
RECOMMENDATION:
This report is submitted for information only. No resolution is required.
“Original signed by Kelly Swift” “Original signed by Paul Gill”
Prepared by: Kelly Swift
General Manager,
Community Development,
Parks & Recreation
Services
Approved
by:
Paul Gill, B.B.A, C.G.A, F.R.M
General Manager: Corporate &
Financial Services
“Original signed by Kelly Swift” “Original signed by Jim Rule”
Concurrence
by:
J.L. (Jim) Rule
Chief Administrative Officer
Concurrence
by:
J.L. (Jim) Rule
Chief Administrative Officer
Attachment:
Appendix 1 - Work Plan Overview – Community Development, Parks & Recreation Services
4.2.2
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: March 2, 2015
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Work Plan Overview – Community Development, Parks & Recreation Services (CDPR)
EXECUTIVE SUMMARY:
As Council embarks on a four-year mandate, it is important that they set the strategic direction for the term. An
approach to establishing this direction was discussed with Council, and key information items were scheduled,
leading up to Council setting the strategic direction.
The purpose of this report is to introduce one of those items: the work plan overview for the CDPR which includes
the Administration, Community Services, Parks, Facilities & Open Space and Recreation departments. Any Council
comments requiring further discussion or follow-up will be captured throughout the presentation of this item for
discussion at the upcoming strategic planning session.
RECOMMENDATION:
This report is submitted for information only. No resolution is required.
“Original signed by Kelly Swift” “Original signed by Paul Gill”
Prepared by: Kelly Swift
General Manager,
Community Development,
Parks & Recreation
Services
Approved
by:
Paul Gill, B.B.A, C.G.A, F.R.M
General Manager: Corporate &
Financial Services
“Original signed by Kelly Swift” “Original signed by Jim Rule”
Concurrence
by:
J.L. (Jim) Rule
Chief Administrative Officer
Concurrence
by:
J.L. (Jim) Rule
Chief Administrative Officer
Attachment:
Appendix 1 - Work Plan Overview – Community Development, Parks & Recreation Services
City of Maple Ridge –Community Development, Parks & Recreation Services
Administration
Work Plan Overview -2015
Department Overview
The Administration section of Community Development, Parks and Recreation (CDPR)oversees the provision of a
diverse range of community services in a manner that aligns with Council’s strategic direction and responds to
community needs. More specifically, CDPR provides facilities and services that engage citizens as active
participants in the community in sport, recreation, arts and cultural opportunities. CDPR also supports the
development of planning tables and networks for community members with common interests such as festivals,
volunteerism and neighbourhood engagement.This approach creates a vibrant community that is collaborative,
connected,and engaged. Extra effort is made to include participants from vulnerable or at-risk populations in
community activities for their benefit and for the benefit that accrues to the whole community when all segments are
engaged in positive activities.The operating approach maximizes the range and quality of service through citizen
engagement, partnerships and the efficient management of resources.
Our People
What Did We Deliver? (2014 Highlights)
Conducted a review and update of all Commission policies.
Coordinated planning for twelve grand opening ceremonies and celebrations including Emmeline Mohun
Park, Albion Mountain Bike Skills Park, Albion Sports Complex Water Play Park and others.
Measured citizen’s level of satisfaction and use of parks, recreation and cultural services.
Conducted a review of the Joint Leisure Services Agreement between Maple Ridge and Pitt Meadows.
Efficiency & Effectiveness Highlights
Conducted a process improvement review for CDPR purchasing systems.
Conducted a process improvement review of the annual fees and charges review process.
How are we doing?
Citizens Who are Satisfied with Parks and Leisure Services
Overview –Parks & Leisure Services (PLS) include a broad range of opportunities for citizens to participate in active
and social activities designed for children, youth, adults, families and senior citizens. This includes group and
individual fitness, aquatic, skating, outdoor and social programs as well as sport fields, parks, trails and dyke trails.
Target –Ensure appropriate services are available for present and future customers and citizens to live healthy
lifestyles.
Status –The 2014 survey measured the percentage of citizens who are satisfied (rated as excellent or good) with
Parks & Leisure Services. Survey conducted by Sentis Market Research Inc, the next survey will be in 2017.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2002 2005 2008 2011 2014
www1.mapleridge.ca/ScoreCardUI/Scorecards/SL_Citizens_Satisfied_PLS.pdf
70%
72%
74%
76%
78%
80%
82%
84%
2002 2005 2008 2011 2014
Overall Satisfaction with Quality of Services
2002
2005
2008
2011
2014
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2002 2005 2008 2011 2014
Household Usage of Parks & Leisure
Services
2002
2005
2008
2011
2014
What Will We Be Doing? (2015 Deliverables)
What When
Divisional Operations
Complete SPAC mandate review process.Q1
Develop an improved system for the management of contracts and legal documents.Q2
Strategic Partnerships
Update agreements between School District and Commission for the joint operation of park/school
sites.
Q2
Joint Delivery Model
Host a joint Council orientation and workshop on the Joint Leisure Services Agreement (JLSA).Q1
Establish a Pitt Meadows Staff Liaison responsible for oversight of the JLSA on behalf of Pitt
Meadows.
Q1
Develop performance measures for the JLSA that are supported by both municipalities.Q2
Host a Senior Management Workshop on the JLSA.Q3
Liaise with Finance representatives in both municipalities to increase clarity on the magnitude and
flow of financial benefits from the JLSA.
Q3
Customer Experience Management
Conduct an assessment of CDPR service quality tools and identify priority focus areas to continue
to improve service quality.
Q3
Review and improve facility exit survey research tool.Q3
Strategic Planning
Identify priorities within the Parks, Recreation and Culture Master Plan regarding assigned funding.Q1
Explore options for a new Albion Community Hall and a financing mechanism.Q2
Follow-up on acquisition of strategic properties identified for park purposes.Q4
Ongoing Deliverables
Liaison with Metro Vancouver Parks related to Experience the Fraser, Pitt River Greenway, Kanaka Creek
Greenway, joint acquisitions and other opportunities to enhance community sustainability through the protection
of open space resources
Meet regularly with Master Agreement Steering Committee with School District No. 42 to :
-ensure the efficient planning and function of park/school sites,
-seek long range opportunities to integrate park and school planning,
-increase access to school gyms or after school recreation programs.
Monitor implementation of 2010 Maple Ridge and Pitt Meadows Parks and Leisure Services Master Plan.
Monitor and guide progress of department work plans for: Parks and Facilities, Recreation, Community Servic es,
and Committees of Council.
Ensure support and alignment of advisory committees to Council. This includes the Maple Ridge Public Art
Committee,the Municipal Advisory Committee on Accessibility,and the Maple Ridge Social Planning Advisory
Committee.
Oversee implementation of the Corporate Customer Service Strategy in collaboration with all Departments.
Plan and prepare Commission agenda reports and packages and, coordinate reports from Commission to
Councils.
Ensure the effective function of fee for service agreements, business operating agreements and Committees of
Council within the CDPR portfolio.
Operating Budget
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Administration
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
CDPR Admin
Conferences & Meetings 13 13 - 0% 13 13 13 13
Other Outside Services 35 5 (30) (86%)5 35 5 5
PM - Cost Recovery (80) (75) 5 (6%) (76) (82) (79) (80)
Salaries 301 309 8 3% 316 325 333 341
Studies & Projects 120 120 - 0% 120 120 120 70
Supplies 1 1 - 0%1 1 1 1
390 373 (17) (4%) 379 412 393 350
CDPR Support
Bank Charges 40 40 - 0% 40 40 40 40
Memberships 8 8 - 0%8 8 8 8
Miscellaneous 12 12 - 0% 12 12 12 12
Salaries 2,684 2,731 47 2% 2,796 2,870 2,939 3,009
Supplies 29 29 - 0% 29 29 29 29
Supplies - Software 59 59 - 0% 59 59 59 59
Vehicle Costs 37 38 1 3% 39 40 41 42
2,869 2,917 48 2% 2,983 3,058 3,128 3,199
CDPR Packages
Divisional Growth Costs 65 65 - 0% 130 195 260 325
P&R Master Plan Implementation 161 328 167 104% 503 688 883 1,089
226 393 167 74% 633 883 1,143 1,414
Internal Transfers
SS Allocation (2,868) (2,917) (49) 2% (2,982) (3,057) (3,128) (3,198)
(2,868) (2,917) (49) 2% (2,982) (3,057) (3,128) (3,198)
Totals 617 766 149 24% 1,013 1,296 1,536 1,765
ProposedProposed Changes
Proposed Changes or Remarks:
CDPR Admin
Other Outside Services:A citizen satisfaction survey is carried out every three years.One was just completed in
2014.
PM –Cost Recovery:This is the amount of Pitt Meadows cost share attributed to this area.The percentage
change is different from the total budget change in this area because Studies and Projects
items (see below) are non-shareable.
Studies & Projects:Budget includes public art ($70,000) and treating noxious weeds on municipal property
($50,000).
CDPR Support This contains divisional costs shared between areas, and they are allocated by the amount
of support needed. This is seen in each area as SS Allocation.
Salaries:The increase is less than the corporate-wide wage increase assumptions for existing staff
because half of a Research Technician was moved to Administration in mid -2014. See
Salaries in Administration for additional details.
CDPR Packages
Divisional Growth Costs:The budget in this area typically includes $65,000 a year to address the division’s cost
associated with growth however, this was removed in 2015.
Parks and Recreation Master Plan Implementation:
A dedicated property tax increase of 0.25% a year is included in the Financial Plan to fund
the implementation of the Parks and Recreation Master Plan.The scheduling and
sequencing of this plan is now underway.
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Maple Ridge Cost Share
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
CDPR Admin
CDPR Admin 390 372 (18) (5%) 378 410 392 349
CDPR Pkgs 226 393 167 74% 633 883 1,143 1,414
CDPR Support 2,868 2,917 49 2% 2,982 3,057 3,128 3,198
SS Allocation (2,868) (2,917) (49) 2% (2,982) (3,057) (3,128) (3,198)
616 765 149 24% 1,011 1,293 1,535 1,763
Community Development
Arts 584 591 7 1% 603 615 627 640
Neighbourhood Dev 147 149 2 1% 151 153 155 157
Seniors 280 285 5 2% 291 298 304 311
Social Planning 151 154 3 2% 158 161 165 169
Special Events 285 291 6 2% 298 305 313 320
Special Services 177 183 6 3% 189 194 199 203
Youth 582 608 26 4% 634 653 669 685
2,206 2,261 55 2% 2,324 2,379 2,432 2,485
Parks & Facilities
Cemetery -- -----
Fairgrounds 69 71 2 3% 72 74 76 77
GGP - Facilities 1,248 1,262 14 1% 1,301 1,341 1,355 1,368
GGP - Infrastructure 1,450 1,150 (300) (21%) 1,150 1,150 1,150 1,150
Golf Course (146) (146) - 0% (145) (144) (144) (143)
Greenbelts 46 47 1 2% 48 49 50 51
Parks, Community 672 683 11 2% 697 712 726 741
Parks, Municipal 1,586 1,573 (13) (1%) 1,672 1,715 1,819 1,863
Parks, Neighbourhood 322 327 5 2% 334 341 348 355
Trails 211 215 4 2% 219 224 228 233
5,458 5,182 (276) (5%) 5,348 5,462 5,608 5,695
Recreation
Arenas 729 728 (1) 0% 727 728 730 804
Children 195 222 27 14% 246 263 275 287
Curling Rink 16 16 - 0% 16 16 16 16
Historic Sites 226 230 4 2% 234 238 243 247
Leisure Centre 1,507 1,542 35 2% 1,585 1,641 1,697 1,751
Library 2,634 2,661 27 1% 2,740 2,822 2,906 2,993
Outdoor Pools 91 93 2 2% 95 97 100 102
PM Heritage Hall 125 128 3 2% 131 134 137 140
PMFRC 561 574 13 2% 588 604 620 635
South Bonson Amenity 131 133 2 2% 135 137 138 139
Whonnock Comm Centre 15 15 - 0% 15 15 15 15
6,230 6,342 112 2% 6,512 6,695 6,877 7,129
Totals 14,510 14,550 40 0% 15,195 15,829 16,452 17,072
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks &Recreation Services –Pitt Meadows Cost Share
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
CDPR Admin
CDPR Admin 80 75 (5) (6%) 76 82 79 80
80 75 (5) (6%) 76 82 79 80
Community Development
Arts 133 141 8 6% 143 147 150 153
Neighbourhood Dev 18 19 1 6% 19 20 20 21
Seniors 70 71 1 1% 73 75 76 78
Special Events 69 70 1 1% 72 74 76 78
Special Srvcs 44 46 2 5% 47 49 50 51
Youth 146 152 6 4% 159 164 168 172
480 499 19 4% 513 529 540 553
Parks & Facilities
Fairgrounds 17 18 1 6% 18 19 19 19
Greenbelts 12 12 - 0% 12 12 13 13
Parks, Community 168 171 3 2% 175 178 182 186
Parks, Municipal 388 392 4 1% 410 429 447 466
Parks, Neighbourhood 81 82 1 1% 84 85 87 89
Trails 53 54 1 2% 55 56 57 58
719 729 10 1% 754 779 805 831
Recreation
Arenas 183 182 (1) (1%) 182 182 183 201
Children 49 56 7 14% 62 66 69 72
Curling Rink 4 4 - 0%4 4 4 4
Historic Sites 57 58 1 2% 59 60 61 62
Leisure Centre 384 392 8 2% 403 417 431 445
Outdoor Pools 23 23 - 0% 24 24 25 26
PM Heritage Hall 31 32 1 3% 33 34 34 35
PMFRC 141 144 3 2% 147 151 155 159
South Bonson Amenity 33 33 - 0% 34 34 35 35
Whonnock Comm Centre 4 4 - 0%4 4 4 4
909 928 19 2% 952 976 1,001 1,043
Totals 2,188 2,231 43 2% 2,295 2,366 2,425 2,507
Proposed Changes Proposed
City of Maple Ridge – Community Services
Work Plan Overview – 2015
Department Overview
The Community Services Department delivers services that promote citizen engagement and community health
through a community development model. This approach supports working with partners to ensure an abundance
of opportunities are available for citizens, community organizations, and networks to connect, engage, and
contribute to building a healthy, vibrant community. This grassroots approach promotes: leadership development,
sharing information and resources, networking, and collaboration. Community-based groups are supported to
contribute to positive community change by mobilizing their passions, knowledge, assets, skills and relationships.
The Department is comprised of: Youth Services, Neighbourhood Development, Arts, Culture and Heritage, Festivals,
Volunteer Services, Seniors Services, and Social Planning. Support is provided to the Arts Council, Ridge Meadows
Seniors Society, Maple Ridge Historical Society, and Pitt Meadows Heritage and Museum Society through Operating
Agreements related to the operation of facilities, programs and services at the ACT, Ridge Meadows Seniors Centre,
museums and historic sites, and the Pitt Meadows Seniors Centre. Public art programs are supported through
Maple Ridge Public Art Advisory Committee, and through project task groups in Pitt Meadows.
Social Planning provides support to the Social Planning Advisory Committee (SPAC) that advises Council on policies
and strategies related to the goal of creating a socially healthy and sustainable community. Social Planning provides
leadership by: supporting strong connected networks to work collectively and collaboratively on community-wide
solutions; informing Council of opportunities to leverage senior government funding; and identifying opportunities to
advocate for social policy change and service enhancement to address community social needs.
Our People
Director of
Community
Services
Administrative
Assistant
0.5 FTE
Recreation Manager
Youth, Seniors &
Neighbourhood
Services
Recreation
Coordinator
(Neighbourhood Dev)
Recreation
Coordinator
(Core Area)
Youth Programmer
2 FT
Program Assistant 1
(Youth)
1 FT
+0.5 FTE
Youth Workers
38 PT
Recreation
Manager
Arts and Community
Connections
Recreation Coord.
Volunteer/
Special Events
Recreation
Programmer
Program Assistant
Special Events
0.5 FTE
Recreation
Coordinator
Social Planning
What Did We Deliver? (2014 Highlights)
Community Services Department Highlights:
Community development approach effective in supporting groups to connect and share knowledge and
resources, to network, and collaborate creating a ‘culture of practice’ where groups seek to work together.
Provided opportunities for community groups from a variety of sectors to connect through: leadership
development, community education workshops, joint projects, and networking opportunities.
Pilot event hosted creating connections between networks: festivals and neighbourhood champions.
Youth Services Highlights:
Implemented Youth Engagement processes at all high schools, with intent to conduct processes annually.
Worked with partners to address challenges presented by new trend of scooter use at Action Parks: 3 Scooter
safety events with RCMP and Youth Mentors developed etiquette guide and social media promotional materials.
Increased profile and attendance at Youth Week through enhanced partnerships, activities, and use of social
media promotion including expanding the Youth Talent show audience through livestreaming.
Neighbourhood Development Highlights:
Supported Neighbourhood Champions program growth with increase in number of Neighbourhoods represented.
Hosted three Neighbourhood Champions Speakers Series Events, supported over 50 Neighbourhood Block
Parties through Seed Grants (highest number in program history), and successfully implemented the Matching
Fund Grant pilot program awarding six grants.
Supported growing interest in Gardening /Eating Local by linking groups, initiatives, and resources including:
support of Haney Farmers Market sustainability planning, and support of the Intergenerational Garden project.
Arts, Culture, and Heritage Highlights:
Restructured Arts Council’s Operating Agreements reflecting current practice and performance measures.
Implemented new Artist in Residence (AIR) program and supported the AIR Committee in Artist selection for
three new programs: Osprey Village, Port Haney, and Fern Crescent.
Maple Ridge Public Art Committee highlights include: development of a 5 year public art strategic work plan, and
development and implementation of a community public art grant program.
Festivals and Volunteers Highlights:
Continued to support the growing number of new local festivals emerging:
o Supported Inter-municipal Events Approval Committee to process over 100 event applications,
o Provided in-kind or staff support to a total of 83 events, supported festival funding agreements with 34
festival and event groups, and supported the introduction of 15 new and/or enhanced events.
Provided workshops and speaker series focused on education, professional development, and networking.
Increased promotions to build awareness of the diversity of volunteer opportunities available.
Seniors Services Highlights:
Restructured RMSS’s Operating Agreements reflecting current practice and performance measures.
Supported RMSS to continue to implement their Strategic Plan’s six focus area Action Plan.
Supported RMSS to increase hours of operation at Pitt Meadows Seniors Centre.
Social Planning Highlights:
Supported SPAC in review of Committee mandate and preparation of recommendation to Council.
Supported SPAC in recommendation to Council of four resolutions that were forwarded to the annual UBCM
conference and were all endorsed.
Supported the completion of the 2014 Housing Action Plan which was endorsed by Council.
Efficiency & Effectiveness Highlights
Youth Services - focused on development of Social Media promotional materials (YouTube, livestreaming) to
promote participation to an expanded audience through a low cost environmentally friendly approach.
Neighbourhood Development - established a partnership with Cooperators Insurance to improve accessibility
resulting in growth in number of block parties.
Arts - implemented joint Maple Ridge and Pitt Meadows Artist in Residence Committee to oversee the program.
Festivals - focused on streamlining approval processes to ensure efficiencies in accommodating the growing
complexity of festival requirements related to public safety as community festivals grow in size and complexity:
o Develop new online application tools for the public and partners.
o Operationalized and streamlined the inter-municipal events approval committee for both communities.
How are we doing?
Youth Services Measures
2013 2014 2015 (target)
# of annual youth visits to the GMYC 9,111 8,200 8,500
# of user visits to TH Youth Action Park during supervised mentorship program hours 1,587 930* 1,600
# of user visits at Harris Road Youth Action Park during mentorship program hours 2,070 2,294 2,150
* THSS Action Park down due to Teachers Strike, Harris Park required more mentorship hours due to Scooter Use safety concerns.
Neighbourhood Development Measures
2012 2013 2014 2015 (target)
# Seed Grants 15 40 53 60
#Matching Grants N/A N/A 6 7
Parks and Leisure Services Community Groups Survey Measures
2008 2011 2014 2017 (target)
% Population
Surveyed Reported
Volunteering
33% 40% 29% 30%
Note: Community Group Survey conducted every 3 years.
Community Group Measures – Percentage of Groups that feel well served by Parks and Leisure Services
2008 2010 2013 2016 (target)
% Community
Groups 72% 84% 86% 86%
Note: Community Group Survey conducted every 3 years.
Arts Measures: The ACT Centre , Theatre, and Program Statistics provided by Arts Council Society
2012-13 2013-14 2014-15
(est.)
# MRPM Arts Council Presentations 42 29 27
# MRPM Arts Council Presentation Attendance(* higher # due to
special school grant)
13,931* 7,561 7,500
# MRPM Arts Council Outreach/Partnership/Workshops/ Free Events 79 80 82
# MRPM Arts Council Outreach/Partnership/Workshops/ Free Event
Attendance
14,758 5,655 5,800
# Arts Programs Offered 454 411 416
# Arts Programs Participation 2,152 2,359 2,424
# Gallery and Shop Visits 7,692 7,780 7,900
# Art Gallery Exhibits 7 6 6
Heritage Measures: Maple Ridge Museum &Haney House Measures provided by Maple Ridge Historical Society
2012 2013 2014
(est.)
2015
(target)
Total Admissions 2,006 2,025 1,390 1,850
Off-site Events Attendance 637 640 2,385 2,000
Volunteer Hours 1,112 1,120 1,130 1,130
*Museum: child admissions dropped due to teachers’ strike; off-site events attendance increased due to attendance at
community events.
Public Art Measures
2012 201
3
2014 2015 (target)
# Of Public Art installations
commissioned by MRPASC.
1 1
1 large
initiated
3 community
art
1 large complete,1
large initiated
Estimated 4
community art
Seniors Services Measures
Note: Statistics provided by the RMSS 2013 2014 2015 (target)
# RMSS memberships 1,452 1,653 1,700
# Maple Ridge resident members 1,149
(79%)
1,332
(81%)
1,400
# Pitt Meadows resident members 300 (21%) 321
(19%)
350
# RMSS members volunteering 245 260 260
# Customer satisfaction surveys n/a 4 4
What Will We Be Doing? (2015 Deliverables)
What When
Youth Services Deliverables:
Install interactive self-service kiosks to survey customer feedback at Youth Centres and special events.
Respond to interests gathered during 2014 Youth Engagement Process:
o Partner with Intergenerational Garden to implement a Youth Community garden bed.
o Create Leadership Development continuum by introducing Peer to Peer program.
o Conduct an engagement process with young women to increase healthy lifestyle education and
leadership development opportunities.
Support Mentorship participants to plan community celebration event for the unveiling of public art
project at the ‘Pitt’ Action Park.
Q1
Q2
Q4
Q4
Q3
Neighbourhood Development Deliverables:
Explore entering into an operating agreement with the Haney Farmers Market.
Finalize partnership with the Vancouver Foundation for small neighbourhood grants – first municipal
pilot.
Conduct an evaluation of Matching Grant program with recommendations related to the continuation
for Commission’s consideration.
Q2
Q2
Q1
Arts, Culture and Heritage Deliverables:
Implement new Operating agreement with Arts Council - develop a framework for annual reporting in
performance focus areas.
Work with Economic Development to capitalize on opportunities for arts and culture to contribute to
promoting community vibrancy.
Support Maple Ridge Public Art Committee to complete phase one of implementation five year public
art plan.
Work with Museum Societies to build profile in the community and connect them with potential
partners/sponsors/event opportunities.
Q4
Q4
Q1-4
Q1-4
Festivals and Volunteers Deliverables:
Work with the Festivals Network to enhance vibrancy through an “Ideas Expo”.
Implement reallocation of existing department resources to increase support to events focusing on
improving efficiencies and customer services.
Explore entering into an operating agreement with the Country Fair, Agricultural Association.
Rebrand volunteer promotion “message” from information gathered through engagement process.
Q4
Q1-2
Q2
Q2-3
Seniors Services Deliverables:
Support RMSS to develop a Sustainability Strategy for the Seniors Network.
Support RMSS to continue to implement their Action Plan including focusing on developing new
partnerships and funding opportunities.
Support RMSS to host Educational Speaker Series that 55+ Engagement process identified as priority.
Q3
Q4
Q4
Social Planning Deliverables:
Work with Planning Department to propose an Implementation Strategy for the Housing Action Plan for
Council’s consideration.
Social Sustainability Strategic Plan - Facilitate processes to develop the first chapter: Youth Strategy.
Provide support as required to the Mayor’s Task Force on Homelessness Solutions.
Q2
Q3
Q1/2
Operating Budget
Proposed Financial Plan 2015 – 2019
Community Development, Parks & Recreation Services – Community Services
Arts
Proposed Changes or Remarks:
PM – Cost Recovery: Cost sharing of the Art Gallery is included.
Proposed Financial Plan 2015 – 2019
Community Development, Parks & Recreation Services – Community Services
Neighbourhood Development
Proposed Changes or Remarks: None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Lease - - - - - - -
PM - Cost Recovery 133 141 8 6% 143 147 150 153
133 141 8 6% 143 147 150 153
Expenditures
Contract 614 627 13 2% 639 652 665 678
Maintenance - Buildings 10 10 - 0% 10 10 10 10
SS Allocation 93 95 2 2% 97 99 102 104
717 732 15 2% 746 761 777 792
Totals 584 591 7 1% 603 614 627 639
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
PM - Cost Recovery 18 19 1 6% 19 20 20 21
18 19 1 6% 19 20 20 21
Expenditures
Grants & Donations 75 75 - 0% 75 75 75 75
Salaries 91 93 2 2% 95 98 100 103
166 168 2 1% 170 173 175 178
Totals 148 149 1 1% 151 153 155 157
Proposed Changes Proposed
Proposed Financial Plan 2015 – 2019
Community Development, Parks & Recreation Services – Community Services
Seniors
Proposed Changes or Remarks: None
Proposed Financial Plan 2015 – 2019
Community Development, Parks & Recreation Services – Community Services
Social Planning
Proposed Changes or Remarks: None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Lease 20 20 - 0% 20 20 20 20
PM - Cost Recovery 70 71 1 1% 73 75 76 78
90 91 1 1% 93 95 96 98
Expenditures
Contract 305 311 6 2% 317 324 330 337
SS Allocation 65 66 1 2% 67 69 70 72
370 377 7 2% 384 393 400 409
Totals 280 286 6 2% 291 298 304 311
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Expenditures
Salaries 91 93 2 2% 95 98 100 103
SS Allocation 50 51 1 2% 52 54 55 56
Studies & Projects 10 10 - 0% 10 10 10 10
151 154 3 2% 157 162 165 169
Totals 151 154 3 2% 157 162 165 169
Proposed Changes Proposed
Proposed Financial Plan 2015 – 2019
Community Development, Parks & Recreation Services – Community Services
Special Events
Proposed Changes or Remarks: None
Proposed Financial Plan 2015 – 2019
Community Development, Parks & Recreation Services – Community Services
Youth Services
Proposed Changes or Remarks:
Salaries: The Letter of Understanding for Workers in Special Services, Children’s Services and Youth Services and other identified
positions in recreation has been updated to include percentage in lieu of benefits. This has increased the budget in this
area in 2015 and 2016 over the regular wage increase contingencies.
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Miscellaneous Income 1 1 - 0%1 1 1 1
PM - Cost Recovery 69 70 1 1% 72 74 76 78
Program Fees 1 1 - 0%1 1 1 1
Prov. Grant (Conditional)2 2 - 0%2 2 2 2
73 74 1 1% 76 78 80 82
Expenditures
Salaries 203 207 4 2% 212 218 223 229
Special Events 61 63 2 3% 64 66 67 69
SS Allocation 93 95 2 2% 97 99 102 104
357 365 8 2% 373 383 392 402
Totals 284 291 7 2% 297 305 312 320
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $% 2016 2017 2018 2019
Revenues
Lease 5 5 - 0%5 5 5 5
Lessons / Program Fees 28 28 - 0% 28 28 28 28
Other Grant (Conditional)46 46 - 0% 46 46 46 46
PM - Cost Recovery 146 152 6 4% 159 164 168 172
Prov. Grant (Unconditional)5 5 - 0%5 5 5 5
Rentals 1 1 - 0%1 1 1 1
231 237 6 3% 244 249 253 257
Expenditures
Maintenance - Buildings 25 25 - 0% 25 25 25 25
Program Costs 228 233 5 2% 238 244 249 254
Salaries 446 472 26 6% 496 512 524 536
SS Allocation 93 95 2 2% 97 99 102 104
Supplies 4 4 - 0%4 4 4 4
Travel 15 15 - 0% 16 16 17 17
Vehicle Charges 3 3 - 0%3 3 3 3
814 847 33 4% 879 903 924 943
Totals 583 610 27 5% 635 654 671 686
Proposed Changes Proposed
Incremental Packages – 3
Incremental Package Report
2015 Proposed Budget
Division: CDPR Date: 2014-10-21
Department: Community Services Submitted By: Sue Wheeler
Decision Unit: Cultural Facilities Rental Grant Program
Package: 1 of 3
Activities/Purpose:
The process to update the Arts Council’s operating and lease agreements and the Cultural Mapping project
conducted in 2010 highlighted a challenge related to financial barriers that local arts groups face in
accessing the ACT facility to host their performances and programs. Rising production costs and rental fees
together with a very competitive fundraising environment is the reality for many of these grassroots arts and
culture groups. Therefore an investment in the form of cultural rental grant would support these emerging
and established local grassroots groups to access the ACT to produce their events and ultimately contribute
to cultural vibrancy, quality of life and economic prosperity. A rental grant program will ensure affordable
access by local groups to this local resource and will support their effort to focus on artistic development,
community outreach, promotions and partnerships.
Functions Performed/Degree of Service:
Currently local groups access the ACT but there are many who cannot afford the non profit theatre rental
rates and technical support. The Arts Council does provide member groups with grants to offset rental
charges but that is still not adequate to ensure access to this venue by local non-profit art organizations.
Rising productions costs and other economic challenges make it difficult for emerging and established arts
organizations to present their events and programs in well equipped, professional venues.
The production costs create a challenge for many community-based arts groups to break even. The proposed
program is intended to assist with artistic development, increasing profile and expanding audiences for
community-based organizations by providing access to a well-equipped and centrally-located professional
venue. The program will cover rental charges at the non-profit rate along with technical days and rehearsal
uses, where resources permit. It would help provide seed funding to these local groups to maximize
affordability of professional cultural spaces. Should this proposed cultural facilities rental grant program be
forwarded to and approved by the two respective Councils then staff will work with the Arts Council to
develop program guidelines and parameters.
Alternatives Considered/Reasons for Not Recommending:
The local groups are currently going to other municipalities to use older and smaller facilities to accommodate their
budget, level of facility needs, and access to rental subsidy grants. The Arts Council recently completed a review of
their rental fee structure and as a result has aligned their rates to market value for similar facilities and services.
Although the facility rental grant would allow our local arts groups to grow and create partnerships and maximize
audiences which will contribute to their sustainability and success, if not funded the alternative would be that the
groups will continue to not have access to local facilities.
Staff Position:
N/A
Performance Measure:
Arts and Culture activities enhance citizens’ quality of life and are an important element in creating complete
communities. The experiences and benefits derived from connections and collaborations of the arts and culture
sectors have significant value to citizens and visitors and are an important ingredient in the on-going development
as active and vibrant cities. Arts and culture events attract tourism and local business, build volunteer capacity,
build strong community networks, and add a sense of vibrancy and excitement to local gathering places. According
to research, thriving cultural, vibrant communities are healthier with citizens having a stronger sense of belonging.
Parks and Leisure staff works alongside the community arts and culture networks to leverage off the successes of
arts activities and to maximize on social, economic and cultural benefits. The increase to the grant funding will
assist in providing a stronger base level of support for these creative and engaged citizens and will support the
communities’ arts events to be exciting, fun, economical and accessible for many to enjoy in the years ahead.
Package:
2015
Budget
$12,000 (City of Maple Ridge)
$3,000 (City of Pitt Meadows)
Incremental Package Report
2015 Proposed Budget
Division: CDPR Date: 2014-10-21
Department: Community Services Submitted By: Sue Wheeler
Decision Unit: Festival Fund Proposal
Package: 2 of 3
Activities/Purpose:
The Parks and Leisure Services Commission supports special event activities designed to benefit the citizens of Maple
Ridge and Pitt Meadows by fostering community spirit and vibrancy, encouraging active citizen engagement and
providing opportunities for social, economic and cultural development (aligns with the Commission’s Asset Based
Community Development Policy P092, Festivals Support Policy P100 and Volunteer Policy P127). Under the Festivals
Support Policy, two funding intake processes are available through which special event organizers are eligible to apply
for grants by demonstrating that their festivals or events meet the benefit criteria outlined in the Policy. The festivals
support funding envelope is $49,000 annually excluding in-kind allocations of staff time and resources.
Functions Performed/Degree of Service:
Through the 2014 adjudication process, it became evident that the quality, complexity, and number of festivals in the
two communities have grown dramatically and existing funding and resources are at capacity and unable to meet the
growing demand. As a result, the task of distributing the existing dollars has become increasingly difficult as the
requests extend far beyond the capacity of the 2014 Festival Support Funding of $49,000. The total amount
requested was over $69,000 and this amount has been rising every year. The requested amounts have increased to
reflect the rising hard costs associated with producing community special events, primarily related to increasing safety
and legal requirements.
Currently there are over 100 special event applications processed, of which 32 are eligible applicants that apply for
and receive festivals grant support. Local festivals and special events are attracting approximately 200,000
participants from local and out of town visitors as they continue to be very popular. Thousands of volunteer hours go
into planning and implementing events, engaging citizens in active community participation and our staff work
alongside citizens to help support safety, fund development, marketing, logistics and other aspects of event
planning. An estimated 3,000 volunteers will contribute to the success of community events this year and over
$629,000 (total budgets of hard costs received from applicants for funding support in 2014) will be contributed to
the community through these events.
Alternatives Considered/Reasons for Not Recommending:
The public interest and appetite for bigger, new and grassroots events indicate that the pressure for funding will
continue. The Commission’s Sub-Committee referred a recommendation to increase the size of the festival grant
program to the 2015 business planning process for consideration. The Sub-Committee noted that every festival
conducts their own fundraising initiatives to cover the majority of their costs however, the festivals support grant
provides seed funding that helps to leverage additional dollars by demonstrating municipal support.
Without the increase in the festival grant program, the number and quality of special events may be affected and we
will not be able to accommodate the future growth, scale and complexity of special events in the community. It will
have some impact on quality of life, level of citizen engagement and tourism.
Staff Position:
There is no staff position within the funding envelope.
Performance Measure:
Festivals and events enhance citizens’ quality of life and are an important element in creating complete
communities. The experiences and benefits derived from festivals and events have significant value to citizens and
visitors and are an important ingredient in the on-going development as active and vibrant cities. Events build
volunteer capacity, attract tourism and local business, build strong community networks, and add a sense of
vibrancy and excitement to local public gathering places. According to research, thriving cultural, vibrant town
centres have lower rates of crime.
Parks and Leisure staff works alongside the community festival network to leverage off the successes of events and
to maximize on social, economic and cultural benefits. The increase to the grant funding will assist in providing a
stronger base level of support for festival organizers and the communities’ special events to be exciting, fun,
economical and accessible for many to enjoy in the years ahead.
Package:
2015
Budget
$20,000 (City of Maple Ridge)
$5,000 (City of Pitt Meadows)
Incremental Package Report
2015 Proposed Budget
Division: CDPR Date: 2014-10-01
Department: Community Services Submitted By: Sue Wheeler
Decision Unit: Cultural Plan Proposal
Package: 3 of 3
Activities/Purpose:
Cultural planning offers an opportunity for local government and cultural groups to work together to develop a
strategic plan to integrate arts and culture more fully into the community and more specifically, to identify how
cultural resources can support a range of community priorities and contribute to civic goals.
While the 1996 Ridge Meadows Arts and Culture Plan is now outdated the cultural community has continued to
develop and is at a point where a strategic plan is the next step to move the cultural development of the community
forward. Recent projects such as the Cultural Mapping project have prepared a good foundation for this work.
In recent years both cities and our community volunteers have made significant investments in the development of
our cultural sector which has resulted in significant strength and assets. The recent investment in both public art
and the newly expanded Artist in Residence program have been instrumental in inspiring the cultural and artistic
community. However as the cultural sector has grown in strength, it is also demonstrating a restlessness about
potentially missed opportunities and barriers to success due to a lack of vision and direction for this sector.
Functions Performed/Degree of Service:
Developing a cultural plan provides an opportunity to identify all aspects of a community’s cultural life as community
assets and consider the increased and diversified benefits these assets can bring to the community in the future, if
planned for in a strategic manner. It provides a new or different lens for looking at the community, its issues and
concerns. It is a community engagement process that provides a fresh perspective in developing a “road map” to
guide the development of the cultural community and to find new and innovative ways to:
Encourage community empowerment through community involvement and ownership of local community
initiatives;
Provide guidance for the development of cultural policy based on a solid research foundation;
Focus on improving the access and use of existing arts and cultural facilities and programs, and on
guiding the development of facilities, programs, and services in response to identified current and future
community needs;
Promote improved communication, collaboration, and cooperation among arts, culture and heritage
groups in order to strengthen the capacity of the groups to meet the needs of the community;
Focus on recommendations to integrate culture into the larger community more effectively, increasing
awareness of the potential of arts and cultural activity to contribute to community and economic
development;
Provide guidance to support the development of potential partnerships, public and private.
Alternatives Considered/Reasons for Not Recommending:
Alternatives to the proposed package may include deferring the plan development for another year or more.
However, it is important to recognize that updating the current plan is long overdue and this type of delay will
continue to be a barrier to the development of the cultural sector of our communities, as well as the fact that
opportunities will continue to be missed.
Another alternative may be that one or the other community may chose not to participate in a cultural planning
process. If this is the case, the plan could proceed for the community that wishes to proceed.
Staff Position:
N/A
Performance Measure:
Embarking on the development of a cultural plan at this time will preserve and enhance the strengths that have
been developed, and retain and grow this valuable cultural sector to ensure a creative culture that delivers
maximum benefits to the community in the future. Communities that pursue cultural planning recognize the
contribution that the creative community brings to the vitality and livability of a community, and actively work to
cultivate creativity and attract individuals that contribute to these goals.
Package:
2015
Budget
$ 20,000 (City of Maple Ridge)
$5,000 (City of Pitt Meadows)
City of Maple Ridge –Parks, Facilities & Open Space
Work Plan Overview -2015
Department Overview
Parks, Facilities and Open Space (PFOS) provides and maintains a wide variety of parks and recreation facilities and
services that contribute to healthy lifestyles in this rapidly growing community, serving a diverse range of
opportunities where our residents can participate at all levels of fitness from a leisurely walk to more structured
sport programs.
PFOS is responsible for the day to day maintenance operations of the municipal,community and neighborhood
parks system in both Maple Ridge and Pitt Meadows. This includes actively used parkland, sport fields, a substantial
number of green-belt areas and trail networks, children’s playgrounds, sport courts and water play parks. This
department also administers and maintains two municipal cemeteries.
In cooperation with the Recreation Department, PFOS provides maintenance services for a number of recreations
facilities and government buildings,including the Leisure Centre, Greg Moore Youth Centre, Pitt Meadows Family
Recreation Centre, South Bonson Community Centre, two outdoor pools, several community Halls as well as
municipal Hall, Fire Halls,RCMP facilities and the Maple Ridge Library.
Our People
What Did We Deliver? (2014 Highlights)
Highlights
Albion Sports Complex Water Play Park was completed and opened in May 2014.
The renovation of the Hammond Stadium was completed in 2014 and will be opened for play in April 2015.
Coordinated the installation of security cameras at the RCMP buildings.
Six equestrian trail bridge replacements (Mill, Street, Hermit and three other unnamed trail bridges).Grant
funding of $75,000 was used to help fund this project.
Retained a consultant to develop an invasive plant management strategy and embarked on the
implementation of the spray and injection portion of this project. (5 year program).
Formalize and updated the Parks Gift Program into Policy to reflect current standards, practices and suitable
park locations.
Coordinated the conceptual plan for the Leisure Centre Chlorine Gas/Mechanical and pool systems upgrade.
Installed ten new bear resistant garbage cans in parks wildlife interface areas.
Efficiency & Effectiveness Highlights
Parks Planning Staff have implemented a more environmentally friendly design for trail bridge foundations,
through the use of gabion baskets vs cast in place concrete, with a result in ease of construction and
transport of materials on trails thereby reducing costs. In addition, by not using ready mix concrete there is a
reduction in potential environmental damage through spillage and equipment clean up.
Parks planning staff continue to look for opportunities to reuse materials, in particular to reutilize soil burden
in park construction, reducing costs to export materials off site. This approach was used at the Pitt Meadows
Athletic Park parking lot expansion, Cliff Park parking lot and was proposed for the expansion of the Pitt
Meadows Community Garden expansion.
Facilities staff installed automated low flow washroom devices at various locations to reduce the water
consumption.
Park Operations staff utilized the spoil materials from ball diamond grooming and mainten ance to expand
the BMX track work in Westview Park and to resurface designated dog off-leash areas.
The installation of a centralized computerized irrigation system allows for more efficient watering and
reduces staff time required to adjust watering schedules at each individual park site during variable weather
conditions.
How are we doing?
Overview –The Municipal Parks system includes neighbourhood parks in residential areas, larger municipal parks
that offer areas for a specific activity or protect a natural feature, and community parks that provide large open
spaces for sports activities and to meet overall community needs. Regional and Provincial parks add to the list of
available outdoor recreation venues.
Target –Provide new park areas in consultation with residents to determine needs and ensure maximum use of the
facilities.
The City of Maple Ridge was awarded 5 Blooms (which is the highest award) in the British Columbia edition of
Communities in Bloom and,has now been invited to participate at the National level in competition with other
similar sized communities across Canada.
0
10
20
30
40
50
60
70
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013# of Park Areas2008 2009 2010 2011 2012 2013
Actual
54 55 55 58 61 62Number of Municipal Parks
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Parks Trails/Dyke Trails Sports Fields
Household Usage of Specific Parks & Leisure
Services Facilities
What Will We Be Doing? (2015 Deliverables)
What When
Service Process Review:City’s Facility Work order System.March
Construct Albion Sport Complex Washroom Facilities.May
Boundary Park Acquisition 20178 Chatwin.April
223 St./St. Anne Park acquisition.Sept
Utilize GPS technology to map and inventory maintained trails system for updating trails mapping .June
Work with Communities in Bloom (CIB) Committee on the 2015 national level judging tour planning.March
Resurface asphalt playing surface and replace court boards at Thomas Haney Lacrosse Box.March
Develop communication and education program to coincide with the Implementation of revised parks
bylaws.
March
Replacement of the poorly functioning sanitary and storm lines at Hammond Park.Oct
Work with integrated response team on implementation of recommendations to assist with homeless
population initiatives.
Mar
Work with SD42 to install a change room facility at Pitt Meadows Senior Secondary.June
Painting the exterior of the Maple Ridge RCMP building.Sept
Remove and replace all supply/return lines for Hammond pool including deck and tank .Mar
Operating Budget
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Parks, Facilities & Open Space
Cemetery
Proposed Changes or Remarks:
Debt –Principal:Loan payments were increased to repay debt to fund the Cemetery expansion.One of the
three lots remains to be purchased.
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $%2016 2017 2018 2019
Revenues
Fees 192 192 -0%192 192 192 192
Plots 279 279 -0%279 279 279 279
Recovery - Other 9 27 18 200%28 29 30 31
480 498 18 4%499 500 501 502
Debt
Debt - Interest 102 100 (2)(2%)98 95 95 95
Debt - Principal 55 113 58 105%115 117 117 117
157 213 56 36%213 212 212 212
Expenditures
Maintenance - General 205 209 4 2%214 219 225 230
Purchases 10 10 -0%10 10 10 10
SS Allocation 65 66 1 2%67 69 70 72
280 285 5 2%291 298 305 312
Totals (43)-43 (100%)5 10 16 22
Internal Transfers ----
Contribution to/(from) Reserves 43 -5 10 16 22
Total after Transfer:------
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Parks, Facilities & Open Space
Facilities
Proposed Changes or Remarks:
Maintenance:Includes costs for Fire Hall #4 construction starting in mid -2015; this is likely overly
conservative.
Lifecycle:The budget for park and facility lifecycle has been reduced to repay the funds needed to
update the Leisure Centre infrastructure.The repayment is expected to take five years.
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
General Gov Properties
Lease (34) (34) - 0% (34) (34) (34) (34)
Insurance 24 24 - 0% 24 24 24 24
Maintenance 719 725 6 1% 755 784 788 791
Other Outside Services 117 117 - 0% 117 117 117 117
Salaries 66 67 1 2% 69 71 73 74
SS Allocation 330 335 5 2% 343 352 360 368
Taxes 26 27 1 4% 28 28 28 28
1,282 1,295 13 1% 1,336 1,376 1,390 1,402
Infrastructure (GGP)
Lifecycle 1,450 1,150 (300) (21%) 1,150 1,150 1,150 1,150
1,450 1,150 (300) (21%) 1,150 1,150 1,150 1,150
Totals 2,698 2,411 (287) (11%) 2,452 2,492 2,506 2,518
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Parks, Facilities & Open Space
Parks & Open Space
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $%2016 2017 2018 2019
Fairgrounds
User Fees (6)(7)(1)17%(7)(7)(7)(7)
PM - Cost Recovery (17)(18)(1)6%(18)(19)(19)(19)
Maintenance - General 65 66 1 2%67 68 70 71
SS Allocation 29 29 -0%30 31 31 32
71 70 (1)(1%)72 73 75 77
Golf Course
Lease (175)(175)-0%(175)(175)(175)(175)
SS Allocation 29 29 -0%30 31 31 32
(146)(146)-0%(145)(144)(144)(143)
Greenbelts
PM - Cost Recovery (12)(12)-0%(12)(12)(13)(13)
Maintenance - General 29 30 1 3%30 31 31 32
SS Allocation 29 29 -0%30 31 31 32
46 47 1 2%48 50 49 51
Parks, Community
User Fees (43)(43)-0%(43)(43)(43)(43)
PM - Cost Recovery (168)(171)(3)2%(175)(178)(182)(186)
Contract 8 8 -0%8 8 8 8
Maintenance - Buildings 9 9 -0%9 9 9 9
Maintenance - General 687 699 12 2%712 725 739 753
SS Allocation 179 182 3 2%186 191 196 200
672 684 12 2%697 712 727 741
Parks, Municipal
User Fees (2)(2)-0%(2)(2)(2)(2)
Lease (42)(42)-0%(46)(46)(46)(46)
PM - Cost Recovery (388)(392)(4)1%(410)(429)(447)(466)
Insurance 135 135 -0%135 135 135 135
Maintenance - Buildings 53 54 1 2%55 56 57 58
Maintenance - General 1,288 1,299 11 1%1,377 1,455 1,534 1,614
Maintenance - Grounds 118 120 2 2%123 125 128 130
SS Allocation 394 401 7 2%410 420 430 440
1,556 1,573 17 1%1,642 1,714 1,789 1,863
Parks, Neighbourhood
PM - Cost Recovery (81)(82)(1)1%(84)(85)(87)(89)
Maintenance - General 323 329 6 2%336 342 349 356
SS Allocation 79 80 1 1%82 84 86 88
321 327 6 2%334 341 348 355
Trails
PM - Cost Recovery (53)(54)(1)2%(55)(56)(57)(58)
Maintenance - General 265 240 (25)(9%)274 249 284 259
SS Allocation 29 29 -0%30 31 31 32
241 215 (26)(11%)249 224 258 233
Totals 2,761 2,770 9 0%2,897 2,970 3,102 3,177
Proposed Changes Proposed
Proposed Changes or Remarks:
Fairgrounds
User Fees:Budget increase from $6,400 to $6,500 is actually 1.7%; reported percentage increase is
much larger because of rounding to the nearest thousand
Parks Municipal
Maintenance –General:The budget in this area typically includes $65,000 a year to address the division’s cost
associated with growth however, this was removed in 2015.
.
Trails
Maintenance –General:Trail improvements of $30,000 are included every other year.
City of Maple Ridge –Recreation
Work Plan Overview -2015
Department Overview
The Recreation Department recognizes that active living and engagement in community activities are essential to
personal health and quality of life and provides opportunities for positive inclusive activities that help build strong
families and healthy communities.
The Recreation Department operates public facilities and offers a broad range of recreation, sport and arts and
cultural programs and services in collaboration with community organizations, agencies and the private sector.
Facilities include multi-use centres such as fitness, aquatics, gymnasiums, ice arenas, the library, community halls
and the curling club.
Programs in areas such as health and wellness, sport and fitness, aquatic, skating and others are offered in a
variety of formats and with flexible payment options so that they are accessible to all residents .In addition, public
recreation facilities place a special emphasis on planning designs that are inclusive to all people in our community.
Our People
What Did We Deliver? (2014 Highlights)
Developed and implemented a membership retention program.
Implemented the One Pass which provides expanded service to patrons.
Worked with the sport community to create a Sport Policy.
Supported the Pitt Meadows Family Recreation Centre (PMFRC) renovations; workshops for customer input,
managed impact on users.
Finalized LEED certification for South Bonson Community Centre.
Developed and implemented the operation plan for the Golden Ears Winter Club off season operations.
Evaluated and renewed the Active Kids Club agreement with School District No.42.
Developed and implemented promotional strategy; established energetic visual branding across all Parks
and Leisure Services platforms.
Conducted a refresh and redesign of RecReg4U.
Launched the Parks and Leisure website.
Efficiency & Effectiveness Highlights
Developed marketing templates resulting in self-service options for staff/partners.
Implemented online membership renewals that patrons can do from home.
Introduced online subscription opportunities to provide residents with updates:schedule changes,facility
closures, special events, etc.
Introduced a self-service option for member entrance at the Pitt Meadows Family Recreation Centre.
Streamlined a variety of application processes.
How Are We Doing?
Bookings Measures
2013 2014
(est)
2015
(target)
# of Bookings at Recreation Facilities 3,026 2,629 3,230
# of Bookings at Community Halls 1,272 1,544 1,600
# of Bookings at Arenas 1,428 1,540 1,550
# of Hours booked at Recreation Facilities 6,342 5,519 5,600
# of Hours booked at Community Halls 5,160 6,077 6,130
#of Subsidized Hours booked at Arenas 3,527 4,659 4,659
# of Attendance for private bookings at Recreation
Facilities
88,892 83,754 84,800
# of Attendance for private bookings at Community
Halls
56,188 69,167 71,000
# of Attendance for private bookings at Arenas 83,691 120,997 121,000
Participation Measures
2012 2013 2014
(est.)
2015
(target)
# of Participation Program members
2,604 2,376 2,156 2,200
# subsidized program registrants through the
Participation Program 974 781 623 650
Amount of funding distributed through Jumpstart
program $19,900 $31,000 $50,000 $31,000
# of participants attending low cost drop-in
programming 49,809 53,340 47,660 4,9000
Recreation Facilities
2012 2013 2014
(est.)
2015
(target)
# outdoor pool Attendance 12,741 12,263 13,313 13,500
# Leisure Centre Attendance 448,351 384,903 351,925 360,000
# PMFRC Attendance*103,487 111,821 100,430 120,000
# of low cost opportunities 444 444 732 740
Adults with Very Good/Good Fitness Levels
Children Who Regularly Meet Daily Physical Activity Guidelines
PLS Registration Comparison
Overview –Parks & Leisure Services offers community recreation programming in a number of areas including, arts,
fitness, skating, swimming and wellness.Recreation programs provide a number of benefits to our communities.
These benefits help to strengthen families, build healthy community, improve the quality of life for our Maple Ridge
and Pitt Meadows residents, provide healthy development of our children and provide leaders in our communities.
www1.mapleridge.ca/ScoreCardUI/Scorecards/SL_Low_Income_Citizens_Access_REC.pdf
18,000
19,500
21,000
22,500
24,000
Participants per Year 2012 2013 2014
What Will We Be Doing?(2015 Deliverables)
What When
Develop a tool for compiling and analyzing customer feedback.Q1
Partner with service agencies to develop and provide two diversity programs.Q2
Develop a trails promotional page insert in the Arts & Recreation Guide.Q2
Review the ice subsidy program and explore the option of an Arena Amenity User Fee Levy.Q2
Implement Maple Ridge Leisure Centre retro-fit project.Q3
Develop the Community Sport Strategy.Q3
Participate in a joint municipal RFP for recreation software.Q4
Develop a sustainable long-term operating plan with the Golden Ears Winter Club Board of Directors.Q3
Develop two promotional videos focusing on outdoor recreation linked to social media that give the
customer a sense of the lived experience.
Q4
Operating Budget
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Arena
Proposed Changes or Remarks:
Program Costs:The contract includes a CPI-based adjustment every five years; the next adjustment is in
2019.
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
Admissions 29 30 1 3% 30 30 30 30
Lessons / Program Fees 58 58 - 0% 58 58 58 58
PM - Cost Recovery 183 182 (1) (1%) 182 182 183 201
Rentals 184 187 3 2% 190 190 190 190
454 457 3 1% 460 460 461 479
Expenditures
Contract 100 100 - 0% 100 100 100 100
Program Costs 982 982 - 0% 982 982 982 1,072
SS Allocation 93 95 2 2% 97 99 102 104
Supplies 7 7 - 0%7 7 7 7
1,182 1,184 2 0% 1,186 1,188 1,191 1,283
Totals 728 727 (1) 0% 726 728 730 804
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Children Services
Proposed Changes or Remarks:
Program Costs/Salaries :The Letter of Understanding for Workers in Special Services, Children’s Services and Youth
Services and other identified positions in recreation has been updated to include percentage
in lieu of benefits.This has increased the budget in this area in 2015 and 2016 over the
regular wage increase contingencies.
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Curling Rink
Proposed Changes or Remarks:None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
Lessons / Program Fees 93 93 - 0% 93 93 93 93
PM - Cost Recovery 49 56 7 14% 62 66 69 72
Program Fees 258 258 - 0% 258 258 258 258
93 93 - 0% 93 93 93 93
Expenditures
Program Costs 74 79 5 7% 82 84 86 87
Salaries 435 463 28 6% 488 504 516 528
SS Allocation 86 87 1 1% 89 92 94 96
595 629 34 6% 659 680 696 711
Totals 195 222 27 14% 246 263 276 288
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
PM - Cost Recovery 4 4 - 0%4 4 4 4
4 4 - 0%4 4 4 4
Expenditures
Utilities - Gas & Hydro 20 20 - 0% 20 20 20 20
20 20 - 0% 20 20 20 20
Totals 16 16 - 0% 16 16 16 16
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Historic Sites
Proposed Changes or Remarks:None
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Leisure Centre
Proposed Changes or Remarks:None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
PM - Cost Recovery 57 58 1 2% 59 60 61 62
57 58 1 2% 59 60 61 62
Expenditures
Contract 219 223 4 2% 228 232 237 241
Maintenance - General 8 8 - 0%8 8 8 8
Maintenance - Grounds 26 27 1 4% 27 27 27 28
SS Allocation 29 29 - 0% 30 31 31 32
282 287 5 2% 293 298 303 309
Totals 225 229 4 2% 234 238 242 247
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
Admissions 902 918 16 2% 931 931 931 931
Lease 64 65 1 2% 65 65 65 65
Lesson / Program Fees 360 360 - 0% 360 360 360 360
Miscellaneous Income 14 14 - 0% 14 14 14 14
PM - Cost Recovery 384 392 8 2% 403 417 431 445
Program Fees 257 257 - 0% 257 257 257 257
Rentals 102 102 - 0% 102 102 102 102
2,083 2,108 25 1% 2,132 2,146 2,160 2,174
Expenditures
Advertising 63 63 - 0% 63 63 63 63
Cost of Goods Sold 6 6 - 0%6 6 6 6
Equipment 5 5 - 0%5 5 5 5
Maintenance - General 402 409 7 2% 415 419 423 427
Program Costs 474 477 3 1% 481 485 489 490
Program Fees 16 16 - 0% 16 16 16 16
Salaries 2,024 2,065 41 2% 2,111 2,160 2,210 2,261
SS Allocation 495 503 8 2% 514 527 540 552
Supplies 87 87 - 0% 87 87 87 87
Taxes 13 14 1 8% 14 14 14 14
Utilities - Gas & Hydro 5 5 - 0%5 5 5 5
3,590 3,650 60 2% 3,717 3,787 3,858 3,926
Totals 1,507 1,542 35 2% 1,585 1,641 1,698 1,752
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks &Recreation Services –Recreation
Library
Proposed Changes or Remarks:
Contract:Library services are provided through the Fraser Valley Regional Library.The cost allocation
model was recently updated with a two year phase-in over 2014 and 2015.The FVRL Board
has given preliminary approval to an overall library budget increase of 3.45%, though the
change in the funding formula will help mitigate the impact to us.
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Outdoor Pools
Proposed Changes or Remarks:None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Expenditures
Contract 2,619 2,646 27 1% 2,726 2,807 2,892 2,978
Lease 14 14 - 0% 14 14 14 14
2,633 2,660 27 1% 2,740 2,821 2,906 2,992
Totals 2,633 2,660 27 1% 2,740 2,821 2,906 2,992
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
Admissions 33 33 - 0% 33 33 33 33
PM - Cost Recovery 23 23 - 0% 24 24 25 26
56 56 - 0% 57 57 58 59
Expenditures
Maintenance - General 41 41 - 0% 42 42 42 43
Program Costs 26 26 - 0% 27 27 28 29
Salaries 29 29 - 0% 30 31 31 32
SS Allocation 50 51 1 2% 52 54 55 56
Utilities 1 1 - 0%1 1 1 1
147 148 1 1% 152 155 157 161
Totals 91 92 1 1% 95 98 99 102
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Pitt Meadows Heritage Hall
Proposed Changes or Remarks:None
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Pitt Meadows Family Recreation Centre
Proposed Changes or Remarks:None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $%2016 2017 2018 2019
Revenues
Admissions 31 31 -0%31 31 31 31
PM - Cost Recovery 31 32 1 3%33 34 34 35
62 63 1 2%64 65 65 66
Expenditures
Maintenance - Buildings 129 132 3 2%134 137 139 142
SS Allocation 57 58 1 2%60 61 63 64
Utilities 1 1 -0%1 1 1 1
187 191 4 2%195 199 203 207
Totals 125 128 3 2%131 134 138 141
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $%2016 2017 2018 2019
Revenues
Fees 2 2 -0%2 2 2 2
Lease 26 26 -0%26 26 26 26
PM - Cost Recovery 141 144 3 2%147 151 155 159
Program Fees 136 138 2 1%139 139 139 139
Rentals 54 54 -0%54 54 54 54
Rentals - Meeting Rooms 29 29 -0%30 30 30 30
388 393 5 1%398 402 406 410
Expenditures
Contract 15 15 -0%15 15 15 15
Maintenance - General 227 231 4 2%236 240 244 248
Program Costs 108 108 -0%108 108 108 108
Salaries 201 208 7 3%214 221 226 232
SS Allocation 380 386 6 2%395 405 414 424
Supplies 18 18 -0%18 18 18 18
949 966 17 2%986 1,007 1,025 1,045
Totals 561 573 12 2%588 605 619 635
Proposed Changes Proposed
Proposed Financial Plan 2015 –2019
Community Development, Parks &Recreation Services –Recreation
South Bonson Amenity
Proposed Changes or Remarks:None
Proposed Financial Plan 2015 –2019
Community Development, Parks & Recreation Services –Recreation
Whonnock Community Centre
Proposed Changes or Remarks –None
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
PM - Cost Recovery 33 33 - 0% 34 34 35 35
Program Fees 10 10 - 0% 10 10 10 10
Rentals 64 64 - 0% 64 64 64 64
107 107 - 0% 108 108 109 109
Expenditures
Maintenance - Buildings 112 113 1 1% 115 115 115 115
Program Costs 62 62 - 0% 62 62 62 62
Salaries 35 36 1 3% 36 37 38 39
SS Allocation 29 29 - 0% 30 31 31 32
238 240 2 1% 243 245 246 248
Totals 131 133 2 2% 135 137 137 139
Proposed Changes Proposed
Adopted Proposed
All $ values in 000's (thousands)2014 2015 $ % 2016 2017 2018 2019
Revenues
Lease 6 6 - 0%6 6 6 6
PM - Cost Recovery 4 4 - 0%4 4 4 4
Program Fees 3 3 - 0%3 3 3 3
Rentals 73 73 - 0% 73 73 73 73
86 86 - 0% 86 86 86 86
Expenditures
Maintenance - General 84 84 - 0% 84 84 84 84
Utilities - Gas & Hydro 16 16 - 0% 16 16 16 16
100 100 - 0% 100 100 100 100
Totals 14 14 - 0% 14 14 14 14
Proposed Changes Proposed
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: March 2, 2015
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Pitt Meadows Airport Society
EXECUTIVE SUMMARY:
The Pitt Meadows Airport was commissioned in 1963. In the late 1990’s Transport Canada began
divesting itself of airports and commenced negotiations with the City of Pitt Meadows to take over
ownership of the airport. Hesitant to take on sole ownership of the airport, Pitt Meadows
approached Maple Ridge to participate with them in ownership. The City of Maple Ridge became
involved in the Pitt Meadows Airport due to its regional benefits. It was a way of helping shape the
future of the airport and to protect the municipality from negative impacts. Also, the airport lands
represent a significant asset, and involvement in the airport allows Maple Ridge to share in this
asset. In the event of a disaster having unfettered access to this asset may be critical to community
recovery. Attached as Appendix A is the Constitution and Bylaws of the Society and to aid in
understanding the governance of the Society a flow chart is attached as Appendix B.
In 1997 the Pitt Meadows Airport was devolved to the Pitt Meadows Airport Society (“the Society”).
The Society entered into an Agreement to Transfer with her Majesty the Queen in Right of Canada (as
represented by Transport Canada). The agreement outlined the terms of the transfer and included
11 appendices. One of the appendices is an Option to Purchase that was granted to Transport
Canada to reacquire the land if it is not continuously, actively and diligently managed, operated and
maintained as a certified airport open to the public. The option is valid until January 30, 2077. The
Society cannot transfer, lease or otherwise dispose of the airport without the consent of the Minister.
This report provides background information on the history of the Pitt Meadows Regional Airport and
the role that the two cities play in its governance. The governance of the Airport has been the subject
of much discussion between the two cities in recent years with Pitt Meadows frequently suggesting
that the City of Maple Ridge divest itself from this asset. This has hindered the ability of the Society
to move forward with its strategic planning and to report on a regular basis to the members.
RECOMMENDATION:
This report is provided for information only. No resolution is required.
DISCUSSION:
a)Background Context:
Pitt Meadows Regional Airport is located in the City of Pitt Meadows, north of the Fraser River and
serves the Lower Mainland and Fraser Valley regions. It is 2.5 km east of the junction of the Pitt and
Fraser Rivers and is only a 45-minute drive east from downtown Vancouver. It is comprised of three
1 4.3
paved runways, a water runway, and a float plane dock, a staffed control tower, terminal building
and restaurant. The airport offers a full range of aircraft storage, fuel and maintenance facilities,
agricultural lands and commercial development areas. It was listed as the fifteenth busiest airport in
Canada in 2011 and is the third busiest in the Lower Mainland.
HISTORY
Pitt Meadows was first established as a flying field in 1916. It is home to the Aero Club of BC, oldest
flying club in Canada and the oldest in the British Empire. In May 1961 the Department of Transport
announced its decision to build a new airport at Pitt Meadows that would serve as a satellite to
Vancouver International Airport. The airport opened on July 20, 1963. In 1979, it was one of the
busiest airports in the country recording 287,000 aircraft movements that year. The development of
the Boundary Bay Airport resulted in a sharp decrease in traffic and this trend continued through the
1980’s and 1990’s.
In 1997, as part of the National Airports Policy, the Pitt Meadows Airport was devolved to the Pitt
Meadows Airport Society (“the Society”). This governance model was chosen to facilitate the
inclusion of Maple Ridge due to the hesitation on the part of the City of Pitt Meadows to sole
ownership of the Pitt Meadows Airport. The City of Maple Ridge chose to become involved in the Pitt
Meadows Airport due to its regional benefits. It was a way of helping shape the future of the airport
and to protect the municipality from negative impacts. Also, the airport lands could represent a
significant asset, and involvement in the airport allows Maple Ridge to share in this asset. The City of
Maple Ridge took the lead in forming the Society and incurred all the legal costs which were
subsequently shared equally with the City of Pitt Meadows. Our portion of those costs was just over
$82,000.00. In addition, considerable staff time was expended on this issue which is not reflected in
that sum.
The Society entered into an Agreement to Transfer with her Majesty the Queen in Right of Canada (as
represented by Transport Canada). The agreement outlined the terms of the transfer and included
11 appendices. One of the appendices is an Option to Purchase that was granted to Transport
Canada to reacquire the land if it is not continuously, actively and diligently managed, operated and
maintained as a certified airport open to the public. The option is valid until January 30, 2077. The
Society cannot transfer, lease or otherwise dispose of the airport without the consent of the Minister.
GOVERNANCE STRUCTURE
The Society was created by the City of Maple Ridge and the City Pitt Meadows of at the time of the
transfer of the airport in 1997 and is the owner of the Pitt Meadows Regional Airport. The Society is
validly incorporated under the Society Act. There are two members of the Society:
•City of Maple Ridge, represented at the Annual General Meeting and meetings of the Board
of Directors by a Council liaison;
•City of Pitt Meadows, represented at the Annual General Meeting and meetings of the Board
of Directors by a Council liaison
The liaisons are appointed by resolution of their respective Council and at the time of appointment
can be authorized to vote on behalf of the members at the Annual General Meeting. This
authorization can also be resolved separately once the agenda of the meeting is published.
Initially, the Mayors of Maple Ridge and Pitt Meadows were also members of the Society. In 2012
the bylaws of the Society were amended to remove the Mayors as members and include them on the
2
Board of Directors as non-voting members. In 2014 the bylaws were further amended to remove the
Mayors from the Board of Directors.
The members appoint the directors, consent to the issuance of debentures and may restrict the
borrowing powers of the directors. Decisions of the members of the Society are made by resolutions
of Mayor and Council of each City. Matching resolutions are prepared for each City to consider.
There are nine directors who have the collective responsibility to manage or supervise the
management of the affairs of the Society in accordance with the constitution and bylaws and to act
in the best interests of the Society and exercise the care, diligence and skill of a reasonably prudent
person. The directors are appointed by the members for a three year term with the ability to be
appointed for a further three year term. Directors may not hold office for more than two consecutive
terms. The directors elect a president, vice-president and secretary-treasurer annually at the annual
general meeting. The president is the chief executive officer of the Society and supervises the other
officers in the execution of their duties which are detailed in the constitution. At this time there are
eight directors and one vacancy remaining to be filled by the Members.
The Board hires a General Manager of the airport as an employee of the Society to manage the day-
to-day operation of the airport. The General Manager hires staff to assist with the operation of the
airport.
The directors meet as they think fit to dispatch business. Quorum is five directors. An annual general
meeting must be held at least once in every calendar year. The directors may call an extraordinary
general meeting when they think fit. The proceedings of general meetings are identified in Part 4 of
the bylaws.
PURPOSE OF THE SOCIETY
The constitution defines the purposes of the Society as:
(a) To develop, maintain and operate the Airport
(b) To provide an efficient and well-maintained airport facility and service for the residents of
and visitors to Pitt Meadows and Maple Ridge and surrounding areas
(c) To acquire, hold, lease, manage, rent or sell any real property or personal property for the
furtherance of the society’s purposes.
(d) To apply for and hold any required licence, permit or operating authority
(e) To enter into contracts
(f) To promote aviation and aeronautics
(g) To promote or oppose legislation or legislative changes
(h) To solicit, receive, acquire and hold donations, gifts and legacies and to collect and receive
rents, profits and other revenue, grants, appropriations and subsidies
(i) To sell or convert any property into money from time to time. To invest or re-invest any
principal
(j) To market, promote, coordinate and manage all services and facilities
(k) To seek funding and financial assistance
(l) To manage and co-ordinate the development of short, medium and long term plans to
develop the land as a public airport
(m) To actively promote the airport to private and commercial aircraft operators
(n) To do all things as are incidental or conducive to the attainment of the purposes of the
Society
3
POWERS OF THE DIRECTORS
Under the bylaws of the Society, the directors may exercise all the powers and do all the acts and
things that the Society may exercise unless otherwise indicated in the bylaws or restricted by statute.
The bylaws require that the directors obtain the consent of the members, by special resolution, to
issue a debenture. Directors may delegate any, but not all of their powers to committees consisting
of directors. The directors elect from amongst themselves a president, vice-president and secretary-
treasurer. Directors do not receive any remuneration. They are reimbursed for expenses incurred
while engaged in the affairs of the Society.
POWERS OF THE MEMBERS
The members of the Society appoint the directors. The bylaws set out the procedure for selecting
and appointing directors. A nominating committee comprised of the Pitt Meadows and Maple Ridge
Chief Administrative Officers, or designates, and the Society President, or designate, form a
Nominating Committee. The Nominating Committee establishes the specific skill set required for the
vacancy, advertises the positions, review the applications, interview candidates and make
recommendations to the members on the appointment of directors.
The members may, by special resolution, restrict the borrowing powers of the directors, but the
restriction expires at the next annual general meeting.
On reasonable notice to the Society, a member may inspect the documents, including the accounting
records. A copy of the financial statement and report of the auditor must be provided at least 10
days before the date of its annual general meeting a copy of the financial statement. At the annual
general meeting, which normally takes place in June, the members appoint an auditor and may
require the attendance of the auditor at a meeting where the financial statements are to be
considered or the auditor is to be appointed or removed.
PROTOCOL AGREEMENT
Attached to this report as Appendix A is a copy of the November 2013 YPK Protocol Agreement
between the members and the Society. The purpose of the protocol was to further the collaborative
relationship between the parties and to clarify expectations. As indicated in the Executive Summary,
the continued discussion of whether Maple Ridge should be a member of the Society has hindered
the ability of the Society to meet the obligations of this agreement.
DISSOLUTION OF THE SOCIETY
If the Society is to be dissolved the assets remaining after the payment of all salaries, debts and
costs, charges, and expenses incurred in the wind-up are to be distributed equally between the City
of Pitt Meadows and the City of Maple Ridge.
b)Financial Implications:
In the past, we have provided grants totaling $18,500 to the airport. As well, we provided loans
totaling $55,000 which were repaid without interest.
In 2009 a portion of the airport lands were deemed surplus to the airport’s needs and sold for
$18,250,000. A Financial Accountability Framework was developed by the members to ensure that
the proceeds of the sale were used to further the long term viability of the Airport. An initial down
payment of $4,000,000 was used to pay debts and enable some improvements at the airport. The
balance was paid in installments with the final payment being made in 2014.
4
The main cost to the City is staff time. From time to time, we also seek legal advice, the costs of
which are normally shared equally by the two Cities.
c)Conclusion:
The governance model for the Pitt Meadows Airport is unique in British Columbia. However, there is
no standard model in BC for airport governance. Each airport is unique.
The Pitt Meadows Regional Airport represents a valuable asset and involvement in the airport allows
Maple Ridge to share in this asset. While, the City of Pitt Meadows has some additional
responsibilities as host city of the Airport, they also benefit from the revenues generated by property
taxes and licenses. A discussion by Mayor and Council of Maple Ridge’s continued involvement in
the Airport is recommended to enable the Society to move forward with strategic planning.
“Original signed by Ceri Marlo”
______________________________________________
Prepared by: Ceri Marlo, C.M.C.
Manager of Legislative Services and Emergency Program
“Original signed by Paul Gill”
_______________________________________
Approved by: Paul Gill, B.B.A, C.G.A, F.R.M
General Manager: Corporate & Financial Services
“Original signed by J.L. (Jim) Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
:cm
Attachments:
Appendix A - Pitt Meadows Airport Society Act/Constitution & Bylaws
Appendix B– Pitt Meadows Airport Society Governance
Appendix C – YPK Protocol Agreement
5
Pitt Meadows Airport Society Act/Constitution & Bylaws 1
FORM 3
SOCIETY ACT
CONSTITUTION
1.The name of the Society is PITT MEADOWS AIRPORT SOCIETY.
2.The purposes of the Society are:
(a) To develop, maintain and operate the Pitt Meadows Airport, including facilities for passengers,
for flight instruction, and for aircraft accommodation, rigging, maintenance and overhaul.
(b) To provide an efficient and well-maintained airport facility and service for the residents of and
visitors to the City of Pitt Meadows and District of Maple Ridge and surrounding areas.
(c) To acquire, hold, lease, manage, rent or sell any real property or personal property for the
furtherance of the Society’s purposes.
(d) To apply for and hold any license, permit or operating authority which may be required to carry
out or which will further the Society’s purposes.
(e) To enter into contracts with any person, body corporate, government or government ministry,
department or authority which may further the purposes of the Society.
(f) To promote aviation and aeronautics.
(g) To promote or oppose legislation or legislative change affecting aviation, aeronautics, the
aircraft industry and all its branches.
(h) To solicit, receive, acquire and hold donations, gifts and legacies for the purposes of the Society
and to collect and receive rents, profits and other revenues, grants, appropriations and
subsidies for the purposes of the Society and to enjoy all of the benefits of ownership thereof.
(i) To sell or convert any property into money from time to time. To invest and re-invest any
principal in such manner as may from time to time be determined and to disburse and distribute
such money and property in the furtherance of the purposes of the society.
(j) To market, promote, co-ordinate and manage all services and facilities described in the
Society’s purposes.
(k) To seek funding and financial assistance from the Government of Canada, Province of British
Columbia, federal and provincial crown corporations and agencies, municipal governments,
regional districts and other local authorities in furtherance of the purposes of the Society.
APPENDIX A
Pitt Meadows Airport Society Act/Constitution & Bylaws 2
(l) To manage and co-ordinate the development of short, medium and long term plans to develop
and improve the land in the City of Pitt Meadows as a public airport.
(m) To actively promote the Pitt Meadows Airport to private and commercial aircraft operators.
(n) To do all other things as are incidental or conducive to the attainment of the purposes of the
Society
3.The Society shall be carried on without purposes of gain for its members or directors and any profits or
other accretion to the Society shall be used in furtherance of its purposes. No member of the Society
or director shall be paid any remuneration for services rendered to the Society but may be paid
reasonable expenses in acting as a member or director. This clause is unalterable.
4.Upon winding-up or dissolution of the Society, the assets remaining after the payment of all costs,
charges and expenses properly incurred in the wind-up including the remuneration of a liquidator, and
after payment to employees of the Society of any arrears of salaries or wages, and after the payment
of any other debts of the Society,, shall be distributed equally between the City of Pitt Meadows and
the District of Maple Ridge. This clause is unalterable.
Pitt Meadows Airport Society Act/Constitution & Bylaws 3
Bylaws
Here set forth, in numbered clauses, the bylaws providing for the matters referred to in Section 6 (1) of the
Society Act and any other bylaws.
Part 1 – Interpretation
1.1 In these bylaws, unless the context otherwise requires,
(a) “Airport” means the Pitt Meadows Airport;
(b) “council” means a municipal council under the Municipal Act (British Columbia);
(c) “directors” means the directors of the society for the time being and “director” means only one
director’;
(d) “member” means;
(i) an applicant for incorporation of a society who has not ceased to be a member; and
(ii) every other person who becomes and remains a member in accordance with the bylaws;
(e) “registered address” of a member means that member’s address as recorded in the register of
members;
(f) “society” means the Pitt Meadows Airport Society; and
(g) “Society Act” means the Society Act (British Columbia).
1.2 The definitions in the Society Act on the date these bylaws become effective apply to these bylaws.
1.3 Words importing the singular include the plural and vice versa and words importing a male person
include a female person and a corporation.
1.4 Unless otherwise expressly provided, reference in these bylaws to a statue is a reference to that
statute as from time to time in force, re-enacted or replaced.
Pitt Meadows Airport Society Act/Constitution & Bylaws 4
Part 2 – Membership
2.1 The members of the society are the applicants for incorporation of the society and those persons who
subsequently have become members in accordance with these bylaws and, in either case, have not
ceased to be members.
2.2 Except for the applicants for incorporation of the society, membership in the society shall be limited to:
(a) the City of Pitt Meadows; and
(b) the District of Maple Ridge;
2.3 The society shall not, at any time, have more than two (2) members.
2.4 Every member shall uphold the constitution and comply with these bylaws.
2.5 There shall be no annual membership dues.
2.6 A member shall cease to be a member of the society
(a) by delivering its resignation in writing to the secretary-treasurer of the society or by mailing or
delivering it to the address of the society; or
(b) on his death or in the case of a corporation on dissolution.
2.7 All members are in good standing except those who have ceased to be a member as provided in
bylaw 2.6 and every member shall be entitled to vote at all meetings of the society.
Pitt Meadows Airport Society Act/Constitution & Bylaws 5
Part 3 Meetings of Members
3.1 General meetings of the society shall be held at the time and place, in accordance with the Society
Act, that the directors decide.
3.2 Every general meeting, other than an annual general meeting, is an extraordinary general meeting.
3.3 The directors may, when they think fit, convene an extraordinary general meeting.
3.4 (a) Notice of a general meeting shall specify the place, day and hour of meeting, and in case of
special business, the general nature of that business.
(b) The accidental omission to give notice of a meeting to, or the non-receipt of a notice by, any of
the members entitled to receive notice does not invalidate proceedings at that meeting.
3.5 The first annual general meeting of the society shall be held not more than 15 months after the date of
incorporation and after that an annual general meeting shall be held at least once in every calendar
year and not more than 15 months after the holding of the last preceding annual general meeting.
Pitt Meadows Airport Society Act/Constitution & Bylaws 6
Part 4 – Proceedings at General Meetings
4.1 Special business is
(a) all business at an extraordinary general meeting except the adoption of rules of order and
election of a chairperson pursuant to bylaw 4.5; and
(b) all business transacted at an annual general meeting except
(i) the adoption of rules of order;
(ii) the election of a chairperson pursuant to bylaw 4.5;
(iii) the consideration of the financial statements;
(iv) the report of the directors;
(v) the report of the auditor, if any;
(vi) the appointment of directors;
(vii) the appointment of the auditor, if required; and
(viii) the other business that, under these bylaws, ought to be transacted at an annual general
meeting, or business which is brought under consideration by the report of the directors
issued with the notice convening the meeting.
4.2 (a) No business, other than the election of a chairperson and the adjournment or termination of the
meeting, shall be conducted at a general meeting at a time when a quorum is not present.
(b) If at any time during a general meeting there ceases to be a quorum present, business then in
progress shall be suspended until there is a quorum present or until the meeting is adjourned or
terminated.
(c) A quorum is two (2) members present.
4.3 If within 30 minutes from the time appointed for a general meeting a quorum is not present, the
meeting, if convened on the requisition of members, shall be terminated. In any other case it shall
stand adjourned to the same day in the next week, at the same time and place, and if, at the
adjourned meeting, a quorum is not present within 30 minutes from the time appointed for the
meeting, the members present constitute a quorum.
Pitt Meadows Airport Society Act/Constitution & Bylaws 7
4.4 Subject to bylaw 4.5, the president, the vice president or, in the absence of both, one of the other
directors present shall preside as chairperson of a general meeting.
4.5 If at a general meeting
(a) there is no president, vice president or other director present within 15 minutes after the time
appointed for holding the meeting; or
(b) the president and all the other directors present are unwilling to act as chairperson,
the members present shall choose one of their authorized representatives to be chairperson.
4.6 A general meeting may be adjourned from time to time and from place to place, but no business shall
be transacted at an adjourned meeting other than the business left unfinished at the meeting from
which the adjournment took place.
4.7 When a meeting is adjourned for 10 days or more, notice of the adjourned meeting shall be given as in
the case of the original meeting.
4.8 Except as provided in this bylaw, it is not necessary to give notice of an adjournment or of the
business to be transacted at an adjourned general meeting.
4.9 No resolution proposed at a meeting need be seconded and the chairperson of a meeting may move
or propose a resolution.
4.10 In case of an equality of votes the chairperson shall not have a casting or second vote in addition to
the vote, if any, to which he may be entitled as a member and the proposed resolution shall not pass.
4.11 A corporate member may vote by its authorized representative, who shall be an individual duly
appointed by that member, who is entitled to speak and vote, and in all other respects exercise the
rights of a member, and that representative shall be reckoned as a member for all purposes with
respect to a meeting of the society.
4.12 A member in good standing present at a meeting of members is entitled to one vote.
4.13 Voting is by show of hands or by ballot, as directed by the chairperson of the meeting.
4.14 Voting by proxy is not permitted.
4.15 The members may, by resolution, adopt rules of order but if no such rules of order are adopted, the
proceedings of the members shall be governed by Robert’s Rules of Order Newly Revised or, if the
procedure adopted by resolution does not cover any point of order, such point of order shall be
determined according to Roberts Rules of Order Newly Revised.
Pitt Meadows Airport Society Act/Constitution & Bylaws 8
Part 5 – Directors and Officers
5.1 The directors may exercise all the powers and do all the acts and things that the society may exercise
and do, and which are not by these bylaws or by statute or otherwise lawfully directed or required to
be exercised or done by the society in general meeting, including the full management and control of
the assets, liabilities, revenues and expenditures of the Airport and the ability to make rules and
regulations governing its operations, but subject, nevertheless, to
(a) all laws affecting the society;
(b) these bylaws; and
(c) rules, not being inconsistent with these bylaws, which are made from time to time by the society
in general meeting.
5.2 No rule made by the society in general meeting invalidates a prior act of the directors that would have
been valid if that rule had not been made.
5.3 The number of directors of the society shall be nine (9).
5.4 The first directors of the society shall be:
(a) the person holding the office of the Mayor of the City of Pitt Meadows from time to time;
(b) the person holding the office of Mayor of the District of Maple Ridge from time to time;
(c) the person holding the office of the Administrator of the City of Pitt Meadows from time to time;
(d) the person holding the office of the Chief Administrative Officer of the District of Maple Ridge
from time to time; and
(e) Councilor John Appleton, provided that should he cease to hold office as a councilor of the City
of Pitt Meadows, he shall also cease to be a director of the society under this section.
If at any time an office of a director is vacated, the number of directors of the society shall be reduced
to the number of directors actually holding that office until the vacant position is filled.
5.5 The first directors appointed under bylaw 5.4 shall sit for one (1) year and shall retire at the next
annual general meeting.
5.6 A director appointed under bylaw 5.4 may be removed before the expiration of his term of office by a
special resolution of the members.
Pitt Meadows Airport Society Act/Constitution & Bylaws 9
5.7 The directors of the society are each entitled to participate in and vote at a meeting of directors or of a
committee of directors.
5.8 Upon implementation of this section, at a meeting of the members duly called for this purpose, the
members shall appoint (or confirm the previous appointment of):
(a) three directors for a term to expire at the annual general meeting in 2014;
(b) three directors for a term to expire at the annual general meeting in 2015;
(c) three directors for a term to expire at the annual general meeting in 2016.
A director appointed (or whose appointment has been confirmed) under this section 5.8 may be
appointed by the members for one further three (3) year term to expire at the applicable annual
general meeting unless that director has already been appointed for two (2) consecutive terms or
more. No director appointed (or whose previous appointment has been confirmed) under this section
5.8 may be appointed for more than two (2) consecutive terms.
5.9 A Pitt Meadows Airport Society Directors Nominating Committee is hereby established composed of
the Pitt Meadows and Maple Ridge Chief Administrative Officers, or their designates, and the Pitt
Meadows Airport Society President or designate. Subject to sections 5.10 and 5.11 (a), the following
process shall be undertaken by the Nominating Committee before any directors’ terms are to expire at
an annual general meeting in order to identify and recommend candidates to the members for
appointment as directors at the applicable annual general meeting:
(a) the Nominating Committee will ask the directors to identify and provide the Nominating
committee with the specific skill sets that they consider are of benefit in directors;
(b) the Nominating Committee will pose an ad for directors in a local newspaper, at a minimum,
and the cost of the ad will be split equally between the Society and both the municipalities of
Maple Ridge and Pitt Meadows.
(c) the Nominating Committee will review the applications submitted from prospective directors
and make a recommendation to the members on the appointment of directors to the Pitt
Meadows Airport Society.
5.10 Directors appointed under section 5.9 shall hold office for a three year term commencing on the date
of the applicable annual general meeting and may be appointed by the members for one further three
(3) year term, to expire at the applicable annual general meeting. No director appointed under section
5.9 may be appointed for more than two (2) consecutive terms.
5.11 If an office of a director is vacated, the vacated position may be filled for the balance of the term by:
(a) the directors appointing a person to fill the vacancy if the balance of the term for that directors
is less than 6 months and section 7.8 does not apply; or
Pitt Meadows Airport Society Act/Constitution & Bylaws 10
(b) the members appointing a person to fill the vacancy following the process stipulated in section
5.9 if the balance of the term for that director is 6 months or more.
5.12 No act or proceeding of the directors is invalid only by reason of there being less than the prescribed
number of directors in office.
5.13 A director is not required to be a member.
5.14 In accordance with Article 3 of the Constitution, no director shall be remunerated for being or acting as
a director, but a director shall be reimbursed for all expenses necessarily and reasonably incurred by
him while engaged in the affairs of the society.
Pitt Meadows Airport Society Act/Constitution & Bylaws 11
Part 6 – Proceedings of Directors
6.1 The directors may meet together at the places they think fit to dispatch business, and may adjourn and
otherwise regulate their meetings and proceedings as they see fit.
6.2 A meeting of the directors may be held by telephone or other communications facilities that permit all
participants in the meeting to hear each other, and a director who participates in the meeting by those
means shall be counted as present at the meeting.
6.3 The quorum for a meeting of directors shall be five (5) directors.
6.4 The president shall be chairperson of all meetings of the directors, but if at a meeting the president is
not present within 30 minutes after the time appointed for holding the meeting, the vice president shall
act as chairperson. If neither the president nor the vice president is present the directors present may
choose one of their numbers to be chairperson at that meeting.
6.5 Any two directors may convene a meeting of the directors at any time.
6.6 The directors may delegate any, but not all, of their powers to committees consisting of the director or
directors as they think fit.
6.7 A committee so formed in the exercise of the powers so delegated shall conform to any rules imposed
on it by the directors, and shall report every act or thing done in exercise of those powers to the
earliest meeting of the directors to be held next after it has been done.
6.8 A committee shall elect a chairperson of its meetings, but if no chairperson is elected, or if at a
meeting the chairperson is not present within 30 minutes after the time appointed for holding the
meeting, the directors present who are members of the committee shall choose one of their number to
be chairperson of the meeting.
6.9 The members of a committee may meet and adjourn as they think proper.
6.10 For a first meeting of directors held immediately following the appointment of a director or directors at
an annual or other general meeting of members, it is not necessary to give notice of the meeting to the
newly appointed director or directors for the meeting to be constituted, if a quorum of the directors is
present
6.11 A director who may be absent temporarily from British Columbia may send or deliver to the address of
the society a waiver of notice, which may be by letter, telegram, telex, or cable, of any meeting of the
directors and may at any time withdraw the waiver, and until the waiver is withdrawn
(a) no notice of meeting of directors shall be sent to that director; and
Pitt Meadows Airport Society Act/Constitution & Bylaws 12
(b) any and all meetings of the directors of the society, notice of which has not been given to that
director shall, if a quorum of the directors is present, be valid and effective.
6.12 Questions arising at a meeting of the directors and committee of directors shall be decided by a
majority of votes.
6.13 In case of an equality of votes the chairperson has a second or casting vote.
6.14 No resolution proposed at a meeting of directors or committee of directors need be seconded and the
chairperson of a meeting may move or propose a resolution.
6.15 A resolution in writing, signed by all the directors and placed with the minutes of the directors is as
valid and effective as if regularly passed at a meeting of directors.
6.16 In observance of clause 3 of the society’s Constitution, no director shall accept any remuneration for
services rendered to the society. Without affecting the Society Act, no director or employee of the
society shall have any director or indirect financial interest in any purchase order or contract entered
into or issued on behalf of the society unless such member or employee absents himself from all
meetings where the order or contract is approved or discussed while the latter is being discussed or
any vote is taken in any matter affecting such an interest in an order or contract. The provisions of this
bylaw shall not apply to the reimbursement of a director in respect of expenses incurred with the
board’s approval in carrying out the business of the society.
6.17 The directors may, by resolution, adopt rules of order but if no such rules of order are adopted, the
proceedings of the directors shall be governed by Robert’s Rules of Order or, if the procedure adopted
by resolution does not cover any point of order, such point of order shall be determined according to
Robert’s Rules of Order.
Pitt Meadows Airport Society Act/Constitution & Bylaws 13
Part 7 – Duties of Officers
7.1 The society shall have three (3) officers, who shall be the president, vice president and secretary-
treasurer.
7.2 The directors shall elect from among their number a president, a vice president and secretary
treasurer, each of whom shall hold office for one year and shall retire from office at each annual
general meeting, when their successors shall be elected, except that the first president shall be John
Appleton.
7.3 The president shall preside at all meetings of the society and of the directors.
7.4 The president is the chief executive officer of the society and shall supervise the other officers in the
execution of their duties.
7.5 The vice president shall carry out the duties of the president during the absence of the president.
7.6 The secretary-treasurer shall
(a) conduct the correspondence of the society;
(b) issue notices of meetings of the society and directors;
(c) keep minutes of all meetings of the society and directors;
(d) have custody of all records and documents of the society except those required to be kept by
the treasurer
(e) have custody of the common seal of the society;
(f) maintain the register of members;
(g) keep financial records, including books of account, necessary to comply with the Society Act;
and
(h) render financial statements to the directors, members and others when required.
7.7 In the absence of the secretary-treasurer from a meeting, the directors shall appoint another person to
act as secretary-treasurer at the meeting.
7.8 The members may by special resolution remove a director as the president or the vice president
before the expiration of his term of office, and may elect a successor to complete the term of office.
Pitt Meadows Airport Society Act/Constitution & Bylaws 14
7.9 Neither the president; the vice president nor the secretary-treasurer shall be remunerated for being or
acting as an officer, but shall be reimbursed for all expenses necessarily and reasonably incurred by
him while engaged in the affairs of the society.
Pitt Meadows Airport Society Act/Constitution & Bylaws 15
Part 8 – Seal
8.1 The directors may provide a common seal for the society and may destroy a seal and substitute a new
seal in its place.
8.2 The common seal shall be affixed only when authorized by a resolution of the directors and then only
in the presence of the persons prescribed in the resolution, or if no persons are prescribed, in the
presence of the president and secretary-treasurer or president and vice president.
8.3 All instruments, agreements, contracts or other documents which are not executed by affixing the
common seal of the society may be executed by
(a) such persons as may be prescribed from time to time by resolution of the directors;
(b) the president and the secretary-treasurer;
(c) the vice president and the secretary-treasurer; or
(d) the president and the vice president.
Part 9 – Borrowing
9.1 In order to carry out the purposes of the society the directors may, on behalf of and in the name of the
society, borrow or raise and secure the payment or repayment of, money in the manner they decide,
and, in particular but without limiting the foregoing, by the issue of debentures.
9.2 No debenture shall be issued without first obtaining the consent of the members by special resolution.
9.3 The members may by special resolution restrict the borrowing powers of the directors, but a restriction
imposed expires at the next annual general meeting
Pitt Meadows Airport Society Act/Constitution & Bylaws 16
Part 10 – Auditor
10.1 The society shall engage an auditor qualified to act under both the Society Act and the Municipal Act
who shall be a person who is a member or partnership whose partners are members in good standing
of the Canadian Institute of Chartered Accountants or the Certified General Accountants’ Association
of British Columbia, or a person certified by the Auditor Certification Board established under of the
Company Act (British Columbia).
10.2 The first auditor shall be appointed by the directors who shall also fill all vacancies occurring in the
office of the auditor.
10.3 An auditor may be removed and a new auditor appointed by special resolution.
10.4 An auditor shall be promptly informed in writing of appointment or removal.
10.5 No director and no employee of the society shall be auditor.
10.6 The auditor may attend general meetings.
10.7 The fiscal year end of the society shall be December 31 in each year.
Part 11 – Notices to Members
11.1 A notice may be given to a member or director, either personally or by pre-paid mail to him at his
registered address.
11.2 A notice sent by mail shall be deemed to have been given on the third day following that on which the
notice is posted, and in proving that notice has been given it is sufficient to prove the notice was
properly addressed and put in a Canadian post office receptacle.
11.3 Notice of a general meeting shall be given to
(a) every member shown on the register of members on the day notice is given; and
(b) the auditor.
11.4 No other person is entitled to receive a notice of general meeting.
Pitt Meadows Airport Society Act/Constitution & Bylaws 17
Part 12 – Bylaws
12.1 On being admitted to membership, each member is entitled to and the society shall provide, without
charge, a copy of the constitution and bylaws of the society.
Pitt Meadows Airport Society Act/Constitution & Bylaws 18
Pitt Meadows Airport Society Act/Constitution & Bylaws 19
Board of
Directors
Manage the
Airport
Society
Own & operate the Airport
Members –
Pitt Meadows & Maple Ridge
Airport
General
Manager
Day to Day
Operations
Nominating
Committee
Recommends
appointment of
Directors
Strategic
Planning
Business
Planning
Economic
Development
Approve
borrowing
Finances
Appoint
Directors
Pitt Meadows Airport Society Governance APPENDIX B
APPENDIX C
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: March 2, 2015
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Albion Flats – History and Options Update
EXECUTIVE SUMMARY:
In June 2012, representatives from Ridge Shopping Centres Inc. (Smart Centres) made a formal
public presentation to Council and proposed to build a shopping centre in the Albion Flats on the
south side of 105th Avenue. Council directed staff to work with Smart Centres on this proposal which
would include a land exchange agreement. However, the City was notified on December 22, 2014 in
writing that Smart Centres had would not be pursuing the land exchange agreement for financial
reasons.
Following that decision, staff were directed to prepare an ‘options report’ for the Albion Flats.
The Albion Flats has a significant history of discussion and attention on potential land uses since the
1990’s. There is a large volume of background information and technical reports that have been
prepared. In order to assist Council making decisions on the Albion Flats, it is important that its
complex history be understood.
This report can be considered as an introductory report on the ALR exclusion options and land use
options. As such, it is not requesting a decision on those options, but anticipates Council seeking
further detailed reports on specific options.
RECOMMENDATION:
1.That the report titled Albion Flats – History and Options Update dated March 2, 2015 be
received for information.
DISCUSSION:
A. Background Context:
For consistency, this report uses the same bearings as the Agricultural Land Commission (ALC) to
describe the land locations in the Albion Flats. The lands on the side of 105th Ave. where Planet Ice
is located are described as being south of 105th Ave., while the lands on the opposite side are
described as being north of 105th Avenue.
The Albion Flats comprises approximately 133 hectares (329 acres) in south-central Maple Ridge,
adjacent to the Lougheed Highway and 240th Street. The majority of these lands are within the
4.4
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Agricultural Land Reserve, with only a small portion, approximately 20 ha (49 acres) currently
excluded located in the vicinity of 240th Avenue, south of 104th Avenue. (Appendix A)
Future land use within the Albion Flats has been under discussion with the ALC since the early
1990’s when the Commission informed the municipality that they were prepared to consider a block
ALR Exclusion application subject to the municipality providing information on the range of uses that
would be permitted, address stormwater issues and determine appropriate site planning standards.
As the working relationship between Maple Ridge and the ALC has developed, discussions have
continued regarding the potential land uses for the lands within the Albion Flats south of 105 th
Avenue, the process the ALC has recommended for exclusion (a block exclusion application by the
City) and stormwater mitigation. The ALC has been consistent with their position that the lands to
the north of 105th Avenue retain agricultural viability and as such, their exclusion from the ALR will
not be supported.
To date, two land use planning exercises have been undertaken for the Albion Flats. The first was in
1999 which resulted in a preliminary concept plan that was approved by the ALC subject to
conditions for agri-industrial uses for a number of properties fronting the Lougheed Highway, south
of 105th Avenue. This plan was predominantly recreationally-focused, with limited large lot
residential adjacent to 104th Avenue and a small component of service commercial adjacent to the
historic commercial node where Bruce’s Market is located. A copy of that plan has been included for
Council’s information as Appendix B.
The second concept plan was developed through a Council-directed charette in 2010 that included
significant public input and consultation, a two-day design event and four concept scenarios included
as Appendix C. Council requested revisions and endorsed a Draft Concept Plan for consultation with
the Agricultural Land Commission (ALC). Council endorsed this plan in May 2011, but only for
submission to the ALC for comments on the proposed land uses. Generally, the basis for this plan
was for a significant mixed employment node to be located south of 105th Avenue, with a significant
increase in residential development and densities along 240th Street and an auto-oriented and
business office node located north of 105th Avenue. The ALC provided comments to the City that
supported the ALR exclusion of lands south of 105th Avenue, but not the exclusion of lands to the
north, and also outlined the conditions under which the ALC would support a block exclusion for a
portion of the lands to the south of 105th Ave. A copy of this plan is included as Appendix D.
At Council’s direction, the endorsed Draft Concept plan was the basis for the discussions with Smart
Centers for a land exchange in return for the construction of a new Albion Fair Grounds north of
105th Avenue.
B. Chronology and Key Decisions:
The following chronology and key decisions related to land-use planning within the Albion Flats has
been prepared to provide Council with a general overview and background.
March 1993: The ALC notified the municipality that it would consider a range of uses within the
Albion Flats Area and would work with staff to identify those uses; identify and
address stormwater runoff and mitigation; address uncontrolled weed growth in
the area and identify appropriate site planning standards.
Aug. 1998: The City was notified by the ALC that a site at the south -west corner of Slatford
Place and 104th Avenue had been excluded from the ALR. The ALC also indicated
that the remaining lands in the south-east portion of the Albion Flats (south of
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105th Ave.) could be considered for exclusion and that the City may wish to
consider a block exclusion application.
Jan. 1999: A concept plan for the Albion Flats was submitted to the ALC for approval. This
concept plan has been attached to this report as Appendix C.
Oct. 1999: The ALC met with Maple Ridge Council to discuss the future land uses within the
Albion Flats.
The ALC sent a letter to the City identifying that the January 1999 Concept Plan had
been endorsed with conditions. The lands to the north of 105th Ave. were to
remain within the ALR and that once a zone for agri-industrial uses was prepared,
the ALC would consider delegating authority to Council to decide subdivision and
non-farm use applications within that portion of the Plan area (located south of
105th Ave. along Lougheed Highway).
May 2000 –
Sept. 2001: Public open house held to discuss and receive feedback on the Concept Plan.
Council directs issues identified at the May open house be addressed and that an
exclusion application be brought forward for consideration.
Council advises property owners in the area and potential applicants that
development applications within the Albion Flats cannot be supported in the
absence of an adopted area plan.
Report to Council outlining a revised area planning process along with the required
supporting studies and reports. Staff recommended that the area planning
process occur following the Official Community Plan review.
Council discussion of the Planning Department work program, noting that the area
planning process for the Albion Flats would delay the OCP Review. Council directed
that the OCP Review would remain the priority and deferred area planning
discussions.
Nov. 2006 OCP adopted by Council that includes policies related to area planning, the Albion
Flats, growth management, agriculture as an employment activity and long-term
implementation of the OCP.
Nov. 2009 Report to Council outlining the area planning process for the Albion Flats. This
report provided Council with a history of discussions with the ALC, relevant
chapters and policies contained within the OCP, Provincial and Regional interests
and a number of alternatives for consideration.
Jan. 2010 Council directed that a concept plan for the Albion Flats be prepared.
Feb. 2010 Council approved the process and planning area boundaries for the preparation of
a concept plan for the Flats.
May – Aug.
2010: Seven background reports prepared to provide information for the development of
the concept plan. HB Lanarc (former Planning and Design consulting firm) was
4
awarded the contract to prepare the concept plan. The process included a
background research phase; charrette design event and public consultation; and
preparation of the final concept plan for Council’s consideration.
Invitations sent to stakeholder groups inviting them to a meeting to discuss the
forthcoming charrette event.
Sept. 2010 Preparations for the charrette included the preparation and distribution of a
workbook for the meetings with stakeholder groups and community forum event.
Stakeholder meetings were held to discuss topics including agriculture, food
systems, recreation, environment and ecosystem, heritage resources, and
economic considerations.
All background reports were compiled and made available on the municipal
website and binders containing all the background reports were provided to Council
and the Library.
A community forum was held to provide interested residents with an opportunity to
provide input into the development of the concept plan for the Flats.
Oct. 2010 Property owners were invited to a meeting on each of the two days of the charrette.
A two-day design charrette was held on October 20 and 21, 2010. In addition, a
public open house was held on Oct. 21 for interested residents to see the results of
the design event and provide feedback and comments.
Nov. 2010 Council was provided with an update on the charrette event. Staff was directed to
hold an additional consultation event for those groups not present during the
charrette as well as those that participated in the charrette.
Feb. 8, 2011 Council was presented with a Charrette Summary Report that included four land
use scenarios. Staff recommended that all four scenarios be referred to the ALC
for comment. Council defeated that recommendation and directed further
discussion.
Feb 14, 2011: The following Resolution was passed at Council Workshop:
That the outcome from the February 14th Workshop discussion be moved to a
Public Information meeting, with the comments and results of that work being
forwarded to the ALC for comment. If an exclusion application is determined,
following the comments from the ALC, a Public Hearing on the exclusion
application will be held.
That Council request staff to prepare for consideration at the next available
Workshop, Scenario 2 with the following additional components:
1. Agricultural buildings reflected from Scenario 1, appropriately located in
Scenario 2 to enhance food distribution;
2. Neighbourhood pub component from Scenario 1;
3. Community centre/recreation/meeting space as defined in Scenario 4.
5
The following amendment to the above motion was also passed
4. Expectations that alternative agricultural activities and environmental
practice plus agricultural offset options be reflected.
March 2011: Council discussed the revised Scenario 2 Concept Plan an d directed further
consultation to be held.
An open house was held for the public to provide comments and feedback on
the revised Concept Plan. Comments received were split on support for the
revised plan.
May 2, 2011: Council was provided an update on the results of the open house for the
revised Concept Plan, including the requested information on agricultural
offsets.
Council directed a letter be prepared to the ALC asking for comments on the
revised Albion Flats Concept Plan. The package of information to the ALC also
included all the background reports, public feedback received, and staff
reports, including all attachments and appendices.
May 6, 2011: The Albion Flats Concept Plan and all related background information was sent
to the ALC for comment.
Oct. 2011: The ALC discussed the Albion Flats Concept Plan and provided the following
decision:
The conclusions of the ALC in respect of the draft Concept Plan are as follows:
1. The land north of 105th Avenue has agricultural capability, is suitable for
agricultural use and is appropriately designated as ALR.
2. Apart from the agricultural fairgrounds, the land south of 105th Avenue is of
very limited interest to agriculture, thus previous Commission proposals for
limiting land use options may be reconsidered.
3. The draft concept plan, as proposed, will have an overall negative impact
on agriculture in Maple Ridge.
4. The draft concept plan is inconsistent with the objective of the Agricultural
Land Commission Act to preserve agricultural land.
The Commission also included requirements for additional works in the portion
of the Albion Flats north of 105th Avenue, for the “restoration of an agricultural
future”, in conjunction with future land uses other than agriculture south of
105th Avenue.
A copy of the decision is attached for Council’s information as Appendix B.
June 2012 Smart Centres made a formal public presentation to Council, proposing a land
exchange to build a shopping centre south of 105th Avenue and moving the
Fairground buildings to the north of 105th Ave.
Council directs staff to enter into negotiations with Smart Centres on the land
exchange.
6
Nov. 13, 2012: Council reaffirmed by Resolution, that the Albion Flats was the priority for the
preparation of an Area Plan.
Dec. 22, 2014 Smart Centres notifies the City in writing that they would not be proceeding with
the land exchange agreement based on financial reasons.
Jan. 6, 2015: Press Release from the City outlining that the Albion Land Exchange deal with
Smart Centres would not be proceeding
This chronology of key events and decisions outlines that the ALC has been consistent with the
message that they would support a block ALR Exclusion application for the lands south of 105th
Avenue. They are also now requiring that as a condition of that s upport, drainage and other
restoration works on the lands north of 105th Avenue are required. Council will need to consider
this information should they decide to proceed with a block ALR Exclusion application and area
planning process.
C. Legislative and Policy Considerations:
The Albion Flats Concept Plan was prepared as the first stage of the Albion Flats Area Planning
process. While a concept plan could provide Council and the community with some level of
direction for future land uses within the Albion Flats, it does not have the same status as a
formal area plan within the Official Community Plan.
In November 2012, Council reaffirmed, by Resolution, that the Albion Flats was the priority for
the preparation of an Area Plan.
a) Agricultural Land Commission:
In order to change the land use within the Albion Flats area, the lands currently within the
Agricultural Land Reserve (ALR) would need to be excluded from the ALR by the Commission.
The ALC decision states that the City may submit a block exclusion application for the lands
south of 105th Avenue that the Commission does not feel has agricultural viability. In their
decision related to the Albion Flats Concept Plan, the ALC indicated that “… while the
Commission is prepared to cooperate towards future commercial or industrial development at
Albion Flats, it will do so in conjunction with restoration of an agricultural future for that part of
the Albion Flats lying to the north of 105th Avenue.” The full ALC decision letter to the City is
attached to this report as Appendix D.
The following are three key decisions that reflect the ALC’s position relating to requests for
exclusion in Maple Ridge. The two recent decisions relating to properties on the north side of
105th Ave. reaffirms the Commissions position that this area has agricultural viability and that
the City is expected to restore the lands for agricultural activity.
Recent ALR Exclusion Application Decisions:
Pelton Nursery Lands – 12930, 12662, 12766, 12960 203rd Street; 12987 210th
Street; 20370, 20650 132nd Avenue:
In April 2010 the owners of the above identified properties – collectively known as the Pelton
Nursery Lands, made application for exclusion from the ALR in order to increase employment
generating opportunities within Maple Ridge.
7
The ALC met in Oct. 2010 to consider the application and rendered the following decision:
The Commission concluded:
1. That the land under application has agricultural capability and is appropriately
designated as ALR;
2. That the land under application is suitable for agricultural use;
3. That the proposal will impact agriculture;
4. That the proposal is inconsistent with the objective of the Agricultural Land
Commission Act to preserve agricultural land.
THAT the application be refused.
The ALC decisions regarding the above Exclusion applications and the City’s Albion Flats
Concept Plan suggest that the Commission is taking a firm position on the protection of
these lands within the ALR.
Following the ALC’s decision on the Albion Flats Concept Plan in 2011, two applications to
exclude land from the ALR north of 105th Avenue were made by land owners in 2013.
23451 105th Avenue:
The owners of the property on the north side of 105th Avenue made application for exclusion
from the ALR on the grounds that the property has been rendered unsuitable for agriculture
through the actions of parties other than the owners of the parcel. This application was
subsequent to an earlier application for exclusion from the ALR made by the owners in 2004
that was denied by the Commission.
The ALC met in January 2013 to consider this application and rendered the following
decision:
The Commission concluded:
That the agricultural suitability problems encountered by the applicants are real;
That they result primarily from inadequately serviced urban development;
That ultimate responsibility for ensuring adequate urban development servicing
lies with the local government, which now operates the drainage district;
Thus the District of Maple Ridge, in consultation with Fisheries and Oceans
Canada, is in a position to ensure that the problems are remedied and
agricultural suitability is restored.
THAT the request for exclusion of the subject property from the ALR be refused.
Resolution #196/2013
23623 105th Avenue:
The owners of the property on the north side of 105th Avenue also made application for
exclusion from the ALR on the grounds that it has been rendered unsuitable for agriculture
through the actions of parties other than the owners of the parcel. This application was
subsequent to an ALR exclusion application in 2004.
8
The ALC met in March 2013 to consider that application and rendered the following decision:
The Commission concluded:
That the agricultural suitability problems encountered by the applicants are real;
That they result primarily from inadequately serviced urban development;
That ultimate responsibility for ensuring adequate urban development servicing
lies with the local government, which now operates the drainage district;
Thus the District of Maple Ridge, in consultation with Fisheries and Oceans
Canada, is in a position to ensure that the problems are remedied and
agricultural suitability is restored.
THAT the request for exclusion of the subject property from the ALR be refused.
Resolution #197/2013
b) Metro Vancouver:
The Metro Vancouver 2040 Shaping Our Future Regional Growth Strategy (RGS) identifies the
Albion Flats area as a Special Study Area, with underlying Regional land use designations of
Agricultural, Conservation and Recreation and General Urban. Appendix F is a detail from the
adopted Maple Ridge Regional Land Use Designation Map, which forms part of the Regional
Context Statement found in the Official Community Plan.
The intent of the Special Study Area signifies that the municipality and Metro Vancouver
acknowledge that the current land uses within will change at some point in the future, following
the preparation of an area plan and application to amend the Regional Growth Strategy.
The RGS contains a process for a municipality to apply for an amendment, which is dependent
on the level of significance of the proposed amendment(s). An amendment to or within a Special
Study Area would be considered a Type 3 Minor Amendment. A Type 3 amendment requires an
affirmative 50%+1 weighted vote of the Metro Vancouver Board and does not require a regional
Public Hearing.
Should Council decide to proceed with a block ALR Exclusion application and area plan for the
Albion Flats, It is anticipated that the Planning Department would engage in discussions with
Metro Vancouver for comments prior to bringing an Official Community Plan amending bylaw
forward for Council’s consideration.
Fraser Sewer Area:
The Albion Flats is not located within the Fraser Sewer Area Boundary (FSA). As such, as part of
the RGS amendment process, the City will also have to apply to have these lands included within
the FSA in order to permit sewer services to be extended.
c) Maple Ridge
Official Community Plan:
The Official Community Plan contains a suite of policies related to growth management (Chapter
2), employment (Chapter 6) area planning (Chapter 10) and implementation (Chapter 11), The
specific policies related to the Albion Flats have been included as Appendix E.
9
Currently the majority of the Albion Flats is outside of the Urban Area Boundary, which is
reflective of the fact that most of the lands area within the Agricultural Land Reserve. The
exceptions are generally along 240th Street, south of 104th Avenue where there is residential, the
Albion Elementary School and the historic commercial node where Bruce’s Market is located.
Section 6.2.3 of the OCP addresses the Albion Flats by outlining the Issues, Objectives and
Policies as follows:
Issues:
The Albion Flats is an area of Regional and Provincial interest. It is mostly within the
Agricultural Land Reserve, and is identified as Agriculture in the Regional Growth
Strategy, the long range plan for Metro Vancouver. This area is therefore within
municipal, Regional and Provincial jurisdiction. For these reasons, the area is
currently considered unavailable for urban development and is outside the Urban
Area Boundary. *(Note – the lands within the identified Albion Flats Area Plan also
include General Urban lands in the RGS).
The area is also strategically located adjacent to the Provincial Highway network. It
is within the floodplain of the Fraser River, and is associated with high ecological
value. For these reasons, a number of diverse interests have noted that this area is
well suited for a variety of purposes, such as agricultural, commercial, industrial, or
recreational uses.
Objective:
To collaborate with other jurisdictions to determine the role of the Albion Flats in
meeting community, Regional and Provincial goals.
Policies:
6-15 Maple Ridge will work with Metro Vancouver, the Greater Vancouver Sewerage and
Drainage District (GVS&DD) and the Agricultural Land Commission (ALC) to determine the
future of the Albion Flats in conjunction with community, Regional and Provincial goals.
6-16 Prior to Council giving consideration to a change in land use, an extension of
municipal services, or an amendment to the Urban Area Boundary, Maple Ridge will:
i. develop and implement a Comprehensive Strategy as outlined in Section
11.1.3; and
ii. collaborate with Regional and Provincial authorities to complete a
comparative analysis to review land use, social, economic and environmental
goals.
The Comprehensive Strategy identified in Policy 6-16(i) refers to the preparation of an
agricultural plan, an Urban Area Boundary Review and preparation a commercial and industrial
land use strategy, all of which have now been completed.
Commercial and Industrial Strategy:
The Commercial and Industrial Strategy, prepared by GP Rollo and Associates, outlines a series
of strategies and actions for the City to address commercial, office and industrial land use needs
through to 2042. The Strategy was endorsed by Council on August 26, 2014.
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Contained within the Industrial supply and demand section of the Strategy, is a brief discussion
on lands within the ALR and specifically that are in the vicinity of Golden Ears Way and 203rd
Street where the Pelton Nursery Lands are located. The Strategy reflects the ALC decision on
these lands as follows:
8.7.8 Strategy #8 ALR / ALR Exemptions [Pelton Lands]
Pursuing ALR exemptions for future land supply is considered a risk filled strategy that
should only be pursued in the long term if other initiatives prove insufficient for meeting
demand for industrial land. The Agricultural Land Commission has changed the process for
reviewing applications for ALR exemptions [exclusions] and they are becoming stricter than
in the past.
The ALC official that was interviewed gave the example that an application to exempt the
Pelton Lands would have less chance of gaining approval that it did in 2010 when it was
unanimously denied by the ALC Board.
D. Options:
There is a long history of planning activities and ALC and Council decisions related to the Albion
Flats. Through written correspondence the ALC has expressed support for a block ALR Exclusion
application for the lands to the south of 105th Avenue subject to a number of conditions. The
previous Council directed that a block Exclusion application be pursued and identified that the Albion
Flats would continue to be the priority for area planning. However, Council may wish to proceed in
another direction. Should this be the case, a forthcoming report will seek Council’s direction on two
fundamental questions:
1. Does Council support the Exclusion of land from the ALR in the Albion Flats?
2. Does an area plan for the Albion Flats remain Council’s priority for area planning in the City?
A brief summary of the options that would be discussed in more detail in a subsequent report are as
follows:
a) Options for ALR Exclusion:
Council is faced with two choices regarding those lands south of 105th Avenue that are currently in
the ALR:
i. To proceed with a block Exclusion application. This option would have the City apply
for removal of City-owned lands and on behalf of private land owners.
The ALC decision requires that the City address the drainage issues on the lands north of 105 th
Avenue prior to their consideration of an exclusion application for the lands south of 105th Avenue.
These requirements may have significant financial implications to the City, once the full scope of the
work required is identified.
Based on the preliminary research prepared as part of the Smart Cente rs agreement, preliminary
estimated costs for the drainage remediation works are $2,100,000. Cost estimates are yet to be
determined for the agricultural access and buffering and redress of potential site contamination.
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Should Council wish to continue with the block Exclusion application, the City will need to determine
how the ALC conditions relating to drainage improvements and restoration north of 105 th Avenue
would be satisfied. Options may include developing a borrowing bylaw to cover the up -front cost for
the works and exploring cost recovery mechanisms and potential amenity contributions. Details
regarding the funding options would be outlined in a subsequent report to Council.
ii. Not to proceed with a block Exclusion application.
This option would leave the land in the ALR and individual applications would be considered on their
own merits. It is important to note that it is uncertain if the ALC would be supportive of this
approach. It is also noted that the ALC’s requirement to restore the agricultural capability on the
lands north of 105th Avenue, including the funding of the estimated $2,100,00 for drainage
improvements would remain. If this option is pursued, it is assumed that the private land owner(s)
would up front these costs.
b) Options for Land Use:
Council has two options related to the land use within the Albion Flats:
i. To proceed with an area planning process. This option would have staff prepare a
report on the process to complete the area plan for the Flats, including a discussion
on the boundaries, scope, anticipated timeline and budget requirements.
ii. Not to proceed with an area plan. This option would see all land use planning
activities in the Albion Flats cease, with the current land use designations of
Agriculture and Park in the ALR, remaining.
c) Options for an Area Planning Process:
The current Concept Plan (Appendix D) was endorsed for the purpose of submission to the ALC for
comments, including a package of information to provide the ALC Board with the information
necessary to assess the Concept Plan. The decision identified that the Commission did not support
the Concept Plan in its entirety and would not support exclusion of lands to the north of 105th
Avenue.
If Council decides to proceed with an area planning process, staff could revisit the results of the
2010 design charrette scenarios or begin a new area planning process as outlined below:
i. Revisit the previously endorsed Draft Concept Plan.
The ALC decision received in Oct 2011 indicates that the Commission will not support land uses
other than agricultural on the north side of 105th Avenue. As such, the Draft Concept Plan will need
to be amended to remove employment and non-farm uses, reflecting the Commissions direction,
should Council wish to pursue the land uses identified on the south side of 105 th Ave.
ii. Revisit the Charrette results:
The Charrette Summary report prepared by HB Lanarc and presented to Council in February 2011
provided four overall land use scenarios within the Albion Flats Area Plan boundaries, based on two
concepts for the portion south of 105th Avenue (Jobs & Commercial and Recreation & Mixed Use)
and two for the portion north of 105th Avenue ( Agriculture and Auto Oriented Commercial). The four
scenarios (Appendix C) that were included in the summary report are:
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Scenario 1: Jobs, Commercial and Agriculture
Scenario 2: Jobs & Auto Oriented Commercial
Scenario 3: Recreation, Mixed Use and Agriculture
Scenario 4: Recreation, Mixed Use and Auto Oriented Commercial
Given the ALC’s decision regarding the lands to the north of 105 th Avenue, the auto oriented
commercial land use concept will likely not be supported. As a result, some re-thinking of what the
most appropriate agricultural and agricultural-supportive land uses will be required.
iii. New Land Use Planning Process:
Council also has the option of starting the land use planning process over again, including redef ining
the study area boundaries, without using the previous work as the basis for future land uses. This
option is not recommended as it would be the third public process and there is very sound
background materials and recommendations that were prepared during the 2010 Charrette
exercise.
d) Relationship between ALR Exclusion Options and Land Use Options
Should Council decide to pursue a block ALR Exclusion application, it would appear that based on
the comments from the ALC, the land use decisions for t he lands south of 105th Ave. could proceed
separately and independent of the exclusion application.
If Council decides not to proceed with a block exclusion application, individual owners would be able
to do so. The completion of an area plan would be helpful for applicants, but it is uncertain if the
ALC would require the completion of the area plan prior to considering an exclusion application.
It should be noted that decisions regarding the Exclusion application will inform decisions related to
land use planning. For example, if Council decides not to proceed with an Exclusion application, the
lands will remain in the ALR and the land use designation will remain Agricultural.
E. Interdepartmental Implications:
The Albion Flats process requires the skills of diverse departments in the City including Property
management, Parks and Leisure Services, Engineering, Planning, and the Finance Department
F. Next Steps:
The preparation of a follow-up report is anticipated based on Council’s input and feedback on the
questions and options outlined in this report.
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CONCLUSIONS:
This report provides a detailed history on the Albion Flats and also introduces a number of options on
how or how to proceed. Further discussion regarding the financial implications, land use planning
options and process would be outlined in a subsequent report, pending Council direction.
“Original signed by Jim Charlebois”
_______________________________________________
Prepared by: Jim Charlebois, MURP, MCIP, RPP
Manager of Community Planning
“Original signed by Christine Carter”
_______________________________________________
Approved by: Christine Carter, M.PL., MCIP, RPP
Director of Planning
“Original signed by Frank Quinn”
______________________________________________
Approved by: Frank Quinn, MBA, P.Eng
GM: Public Works & Development Services
“Original signed by Frank Quinn” for
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
The following appendices are attached hereto:
Appendix A: Albion Flats ALR lands
Appendix B: 1999 Albion Flats Concept Plan
Appendix C: 2010 Albion Charrette Scenarios (4)
Appendix D: 2010 Albion Flats Concept Plan
Appendix E: ALC Decision regarding the 2010 Albion Flats Concept Plan
Appendix F: Maple Ridge RCS Regional Land Use Designations – Albion Flats Area Detail