HomeMy WebLinkAbout2015-04-20 Workshop Meeting Agenda and Reports.pdfCity of Maple Ridge
1.ADOPTION OF THE AGENDA
2.MINUTES
2.1 Minutes of the Council Workshop Meeting of March 30, 2015
2.2 Minutes of Meetings of Committees and Commissions of Council
•Maple Ridge Community Heritage Commission – March 3, 2015
•Maple Ridge and Pitt Meadows Parks & Leisure Services Commission
- March 12, 2015
•Maple Ridge Public Art Steering Committee – February 18, 2015
•Maple Ridge Social Planning Advisory Committee – March 5, 2015
3.PRESENTATIONS AT THE REQUEST OF COUNCIL
3.1
COUNCIL WORKSHOP AGENDA
April 20, 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 by
the City of Maple Ridge.
REMINDERS
April 20, 2015
Closed Council 11:30 a.m.
Committee of the Whole Meeting 1:00 p.m.
April 21, 2015
Special Council Meeting 4:30 – 6:30 p.m.
Public Hearing 7:00 p.m.
Council Workshop
April 20, 2015
Page 2 of 4
4. UNFINISHED AND NEW BUSINESS
Note: Items 4.1 and 4.2 were forwarded from the March 30, 2015 Council Workshop
4.1 Reserves 10:00 to 10:30 a.m.
Staff report dated March 30, 2015 providing an overview of the City’s financial
resources.
Note: The Manager of Accounting will also speak to Item 1136 2014 Consolidated
Financial Statements
4.2 Fibre Optic Network
– Status Update and Proposed Next Steps 10:30 to 11:00 a.m.
Staff report dated March 30, 2015 recommending that continued development of
the fibre optic system in the City of Maple Ridge be supported.
4.3 Remedial Action for the Demolition of Derelict/
Nuisance/Unsafe Structures 11:00 to 11:15 a.m.
4.3.1 Property at 22332 122 Avenue
Staff report dated April 20, 2015 recommending that the owner of
property at 22332 122 Avenue be required to perform remedial action
requirements within 30 days of the receipt of a resolution of Council.
4.3.2 Property at 12667 227 Street
Staff report dated April 20, 2015 recommending that the owner of
property at 12667 227 Street be required to perform remedial action
requirements within 30 days of the receipt of a resolution of Council.
4.4 Bylaw Dispute Adjudication for Parking Tickets 11:15 to 11:30 a.m.
Staff report dated April 20, 2015 recommending that staff be directed to prepare
a Dispute Adjudication for Parking Tickets Bylaw for consideration under the Bylaw
Enforcement Notice Adjudication Act.
4.5 Solid Waste Collection – Issues for Consideration
Staff report dated April 20, 2015 summarizing questions identified by Council for
further discussion at the March 30, 2015 Council Workshop.
Council Workshop
April 20, 2015
Page 3 of 4
4.6 Demolition of Vacant, City-Owned Homes Update
Staff report dated April 20, 2015 providing an update on quotes for abatement
and demolition costs for demolition of vacant, City-owned homes.
4.7 Park Land Acquisition Process
Staff report dated April 20, 2015 advising on the Community Charter process
utilized to acquire property for use as community and neighbourhood parks.
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 Upcoming Events
Wednesday April 22 Community Network Orientation – Maple Ridge Library
Organizer: Community Network
Thursday, April 23 Willow Retirement Community Cheque Presentation – 224 Street
Organizer : Willow Retirement Centre
6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL
7. MATTERS DEEMED EXPEDIENT
8. ADJOURNMENT
Checked by: ___________
Date: _________________
Council Workshop
April 20, 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
March 30, 2015
The Minutes of the City Council Workshop held on March 30, 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 F. Quinn, General Manager Public Works and Development
Councillor T. Shymkiw Services
Councillor C. Speirs C. Marlo, Manager of Legislative Services
A. Gaunt, Confidential Secretary
Other Staff as Required
D. Pollock, Municipal Engineer
C. Carter, Director of Planning
L. Holitzki, Director of Licences, Permits and Bylaws
D. Denton, Property and Risk Manager
D. Spence, Fire Chief
Note: These Minutes are posted on the City Web Site at www.mapleridge.ca
1.ADOPTION OF THE AGENDA
The agenda was adopted as circulated.
2.MINUTES
2.1 Minutes of the Council Workshop Meeting of March 16, 2015
R/2015-137
It was moved and seconded
That the minutes of the Council Workshop Meeting of March 16, 2015 be
adopted as circulated.
CARRIED
2.1
Council Workshop Minutes
March 30, 2015
Page 2 of 10
2.2 Minutes of Meetings of Committees and Commissions of Council
• Maple Ridge Advisory Design Panel - January 13, 2015
• Maple Ridge and Pitt Meadows Parks & Leisure Services Commission
– February 12, 2015
• Maple Ridge/Pitt Meadows Municipal Advisory Committee on
Accessibility Issues – February 18, 2015
R/2015-138
It was moved and seconded
That the January 13, 2015 minutes of the Maple Ridge Advisory Design
Panel, the February 12, 2015 minutes of the Maple Ridge and Pitt
Meadows Parks & Leisure Services Commission and the February 18,
2015 minutes of the Maple Ridge/Pitt Meadows Municipal Advisory
Committee on Accessibility Issues be received.
CARRIED
3. PRESENTATIONS AT THE REQUEST OF COUNCIL – Nil
4. UNFINISHED AND NEW BUSINESS
4.1 Solid Waste Collection Options
Staff report dated March 30, 2015 providing information on solid waste
collection options for Maple Ridge.
The Municipal Engineer reviewed the report.
R/2015-139
It was moved and seconded
That staff be directed to provide a follow up report in May 2015 on Solid
Waste Collections which will include discussion items from the March
30,2015 Council Workshop meeting and that an entire morning be scheduled
for discussion of the item.
Council Workshop Minutes
March 30, 2015
Page 3 of 10
R/2015-140
It was moved and seconded
That the motion be amended to include the text “and, That two Councillors
be appointed to assist staff in creating the follow up report” following the
text “to the public”
AMENDMENT DEFEATED
Mayor Read, Councillor Bell, Councillor Duncan, Councillor Masse,
Councillor Robson, Councillor Shymkiw, Councillor Speirs - OPPOSED
R/2015-141
It was moved and seconded
That the motion be amended to include the text “; and further That staff
provide a report in two weeks summarizing items to be included in the final
report to Council.
AMENDMENT CARRIED
Councillor Robson, Councillor Shymkiw – OPPOSED
MOTION AS AMENDED CARRIED
4.2 Responsible Development Charter – Discussion Paper
Staff report dated March 30, 2015 recommending that the report titled
“Responsible Development Charter – Discussion Paper” be received for
information and that an option for creating a Responsible Development
Charter be selected if further work is desired.
The Director of Planning reviewed the report.
R/2015-142
It was moved and seconded
That Option 2 to defer creation of a Responsible Development Charter until
the outcomes of the Mayor’s Open Government Task Force, the Strategic Plan
and the Fiscal Impact Analysis are known be selected, that during the course
of Strategy Planning, priority be given to creating a ‘bucket’ of items which
may fit into the Responsible Development Charter and further that strategic
planning be organized around 10 topics rather than the 45 originally
presented.
CARRIED
Council Workshop Minutes
March 30, 2015
Page 4 of 10
4.3 Demolition of Vacant, City-Owned Homes
Staff report dated March 30, 2015 providing an update on the current status
of three vacant City-Owned residential properties and advising on next steps
related to the demolition of the dwellings currently situated on the properties.
The Property and Risk Manager reviewed the report.
R/2015-143
It was moved and seconded
That the report titled “Demolition of Vacant, City-Owned Homes” dated March
30, 2015 be received for information purposes only and that staff prepare a
subsequent report with detailed abatement and demolition costs for the City-
owned homes as identified.
CARRIED
Note: The meeting recessed at 12:34 p.m. and reconvened at 3:00 p.m.
4.4 Remedial Action for the Demolition of
Derelict/Unsafe Structures
4.4.1 Property at 11960 221 Street
Staff report dated March 30, 2015 recommending that the owner of
the property at 11960 221 Street be required to perform remedial
action requirements within 30 days of the receipt of a resolution of
Council.
R/2015-144
It was moved and seconded
NOW THEREFORE, be it resolved:
• THAT Council hereby consider that the property located at 11960 221
Street, and legally described as PID 011-339-691, Lot 2, District Lot
397, Group 1, New Westminster Plan 8728 (the “Property”) is in a
hazardous condition and creates a nuisance condition within the
meaning of Sections 73 (2)(a) and 74 (1)(a) of the Community Charter,
as a result of the Structures being damaged, dilapidated and insecure
from time to time over the past two years and the Structure’s continual
structural deterioration that the Structures contravene the B.C. Fire
Code.
Council Workshop Minutes
March 30, 2015
Page 5 of 10
• THAT Council hereby declares that the Property is a nuisance, within the
meaning of Section 74(2) of the Community Charter, as Council
considers the Structures to be so dilapidated and unclean as to be
offensive and pose a risk to the community, and Council considers that
there is a danger to people adjacent to or visiting the Property, especially
children due to the likelihood of harm or personal injury.
Council therefore resolves that within thirty (30) days of receiving a copy of
this resolution, the Owner of the Property is required to perform the following
Remedial Action requirements:
1. Demolish the Structures, remove the foundations and all demolition
materials from the site.
2. Any excavation resulting from the demolition must be filled in to prevent
water from ponding on the site.
3. The owner must follow all Work Safe BC Hazardous Materials
requirements for the safe removal of any and all hazardous
materials in the structures.
In the event the Owner has not performed all of the Remedial Action
requirements within 30 days after notice of this resolution is delivered to
the Owner, the City may, by its own forces or those of a contractor engaged
by the City, enter the Property and perform the Remedial Action
requirements.
In the event the City takes the above referenced action, the City may
recover the expense from the Owner, together with costs and interest, in the
same manner as municipal taxes in accordance with sections 17, 258, and
259 of the Community Charter.
If a person with notice of this resolution wishes to request reconsideration of
these requirements by Council, written notice of this request must be
provided to the Manager of Legislative Services within 14 business days of
that person receiving notice of this resolution.
CARRIED
4.4.2 Property at 12041 256 Street
Staff report dated March 30, 2015 recommending that the owner of
the property at 12041 256 Street be required to perform remedial
action requirements within 30 days of the receipt of a resolution of
Council.
Council Workshop Minutes
March 30, 2015
Page 6 of 10
R/2015-145
It was moved and seconded
NOW THEREFORE, be it resolved:
• THAT Council hereby consider that the property located at 12041 256th
Street, and legally described as PID 000-821-705, Lot 1, Section 23
Township New Westminster Plan 10338 and Hereto is Annexed
Easement T103413 Over North 4 Metres of Lot 3 Plan 4250 (the
“Property”) is in a hazardous condition and creates a nuisance condition
within the meaning of Sections 73 (2)(a) and 74 (1)(a) of the Community
Charter, as a result of the Structure being damaged, dilapidated and
insecure from time to time over the past six years and the Structure’s
continual structural deterioration that the Structure contravene the B.C.
Fire Code.
• THAT Council hereby declares that the Property is a nuisance, within the
meaning of Section 74(2) of the Community Charter, as Council
considers the Structure to be so dilapidated and unclean as to be
offensive and pose a risk to the community, and Council considers that
there is a danger to people adjacent to or visiting the Property, especially
children due to the likelihood of harm or personal injury.
Council therefore resolves that within thirty (30) days of receiving a copy of
this resolution, the Owner of the Property is required to perform the following
Remedial Action requirements:
1. Demolish the Structure, remove the foundations and all demolition
materials from the site.
2. Any excavation resulting from the demolition must be filled in to prevent
water from ponding on the site.
3. The owner must follow all Work Safe BC Hazardous Materials
requirements for the safe removal of any and all hazardous
materials in the structure.
4. To resolve concerns related to erosion and sediment control, slope
stability, and riparian area impact the following work must be done. A
Qualified Environment Professional must be retained to prepare an
erosion and sediment control plan and to monitor the demolition work to
ensure compliance with the ESC plan and the City’s Watercourse
Protection Bylaw. A Geotechnical Engineer must be retained to assess
slope stability prior to the start of the Geotechnical Engineer must be
retained to assess slope stability prior to the start of the demolition and
the Engineer should provide recommendations on operating in this
loca tion ensure the slope stability won’t be compromised. The Engineer
will need to assess the stability of the slopes on site following completion
of the demolition work and will need to provide professional sign off that
Council Workshop Minutes
March 30, 2015
Page 7 of 10
the site is stable. Both professional will need to limit the amount of
disturbance within the riparian area of the watercourse. If impacts to the
riparian area occur, habitat restoration (planting native trees, shrubs and
ground cover) may be required.
In the event the Owner has not performed all of the Remedial Action
requirements within 30 days after notice of this resolution is delivered to
the Owner, the City may, by its own forces or those of a contractor engaged
by the City, enter the Property and perform the Remedial Action
requir ements.
In the event the City takes the above referenced action, the City may recover
the expense from the Owner, together with costs and interest, in the same
manner as municipal taxes in accordance with sections 17, 258, and 259 of
the Community Charter.
If a person with notice of this resolution wishes to request reconsideration of
these requirements by Council, written notice of this request must be
provided to the Manager of Legislative Services within 14 business days of
that person receiving notice of this resolution.
CARRIED
4.4.3 Property at 22333 122 Avenue
Staff report dated March 30, 2015 recommending that the owner of
the property at 22333 122 Avenue be required to perform remedial
action requirements within 30 days of the receipt of a resolution of
Council.
R/2015-146
It was moved and seconded
NOW THEREFORE, be it resolved:
• THAT Council hereby consider that the property located at 22333 122
Avenue, and legally described as PID 002-070-359, Lot 53, District Lot
339, Group 1, New Westminster Plan 51690 (the “Property”) is in a
hazardous condition and creates a nuisance condition within the
meaning of Sections 73 (2)(a) and 74 (1)(a) of the Community Charter,
as a result of the Structures being damaged, dilapidated and insecure
from time to time over the past two years and the Structure’s continual
structural deterioration that the Structures contravene the B.C. Fire
Code.
Council Workshop Minutes
March 30, 2015
Page 8 of 10
• THAT Council hereby declares that the Property is a nuisance, within the
meaning of Section 74(2) of the Community Charter, as Council
considers the Structures to be so dilapidated and unclean as to be
offensive and pose a risk to the community, and Council considers that
there is a danger to people adjacent to or visiting the Property, especially
children due to the likelihood of harm or personal injury.
Council therefore resolves that within thirty (30) days of receiving a copy of
this resolution, the Owner of the Property is required to perform the following
Remedial Action requirements:
1. Demolish the Structures, remove the foundations and all demolition
materials from the site.
2. Any excavation resulting from the demolition must be filled in to prevent
water from ponding on the site.
3. The owner must follow all Work Safe BC Hazardous Materials
requirements for the safe removal of any and all hazardous
materials in the structures.
In the event the Owner has not performed all of the Remedial Action
requirements within 30 days after notice of this resolution is delivered to the
Owner, the City may, by its own forces or those of a contractor engaged by the
City, enter the Property and perform the Remedial Action requirements.
In the event the City takes the above referenced action, the City may recover
the expense from the Owner, together with costs and interest, in the same
manner as municipal taxes in accordance with sections 17, 258, and 259 of
the Community Charter.
If a person with notice of this resolution wishes to request reconsideration of
these requirements by Council, written notice of this request must be
provided to the Manager of Legislative Services within 14 business days of
that person receiving notice of this resolution.
CARRIED
Note: Items 4.5 and 4.6 will be dealt with at the April 20, 2015 Council Workshop
Meeting.
4.5 Reserves
Staff report dated March 30, 2015 providing an overview of the City’s
financial resources.
Council Workshop Minutes
March 30, 2015
Page 9 of 10
4.6 Fibre Optic Network
– Status Update and Proposed Next Steps
Staff report dated March 30, 2015 recommending that continued
development of the fibre optic system in the City of Maple Ridge be supported.
Note: Item 4.7 was dealt with prior to Item 4.5
4.7 Mayor and Council Reports Discussion
Council Procedures Bylaw No. 6472-2007was attached for reference. The
Manager of Legislative Services advised on the existing bylaw.
R/2015-147
It was moved and seconded
That Maple Ridge Council Procedure Bylaw No. 6472-2007 be amended to
remove Mayor and Councillor Reports from the Council agenda.
CARRIED
R/2015-148
It was moved and seconded
That Item 4.5 and Item 4.6 be deferred to the April 20, 2015 Council
Workshop Meeting.
CARRIED
5. CORRESPONDENCE
5.1 Upcoming Events
Council identified which members of Council will be attending each session.
Wednesday, April 1 Meeting with Maple Ridge School District – School Board Office
Organizer: School District No. 42
Wednesday, April 5 Ridge Meadows Seniors Society Lunch – Maple Ridge Seniors
Activity Centre
Organizer: Ridge Meadows Seniors Society
Thursday, April 16 Maple Ridge Pitt Meadows Chamber of Commerce, Drive
Business Growth - Changes
Organizer: Chamber of Commerce
Council Workshop Minutes
March 30, 2015
Page 10 of 10
Thursday, April 16 Maple Ridge Community Foundation Citizen of the Year Gala –
Meadow Gardens
Organizer: Maple Ridge Community Foundation
Tuesday, May 5 Emergency Management BC Workshop – Green Timbers Way,
Surrey
Organizer: Emergency Management BC
6.BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL – Nil
7.MATTERS DEEMED EXPEDIENT – Nil
8.ADJOURNMENT – 3:15 p.m.
_______________________________
N. Read, Mayor
Certified Correct
___________________________________
C. Marlo, Corporate Officer
2.2 Committee and Commission Minutes
2.2
Community Heritage Commission Regular Meeting Page 1 of 4
The Minutes of the Regular Meeting of the Community Heritage Commission, held in the Blaney
Room,at Maple Ridge Municipal Hall,11995 Haney Place Road, Maple Ridge, British Columbia, on
Tuesday,March 3, 2015 at 7:00 p.m.
_____________________________________________________________________________________
COMMISSION MEMBERS PRESENT
Brenda Smith, Chair Maple Ridge Historical Society
Steven Ranta Community at Large
Sandra Ayres Community at Large
Faye Isaac, Vice-chair Maple Ridge Historical Society
Councillor Speirs Council Liaison
Eric Phillips Community at Large
STAFF PRESENT
Lisa Zosiak, Chair Staff Liaison,Community Planner
Sunny Schiller Committee Clerk
REGRETS/ABSENT
Len Pettit Community at Large
Cyndy Johnson-McCormick Community at Large
1.CALL TO ORDER
There being a quorum present,the Chair called the meeting to order at 7:01 pm.
2.AGENDA ADOPTION
R15-010 It was moved and seconded
That the Agenda for the Regular Meeting of March 3, 2015 be adopted.
CARRIED
3.MINUTE ADOPTION
R15-011 It was moved and seconded
That the Minutes of the February 3, 2015 Regular Meeting be adopted.
CARRIED
4.DELEGATIONS
4.1 Gerry Pinel, Golden Ears Transition Initiative (GETI)
As Mr. Pinel was not available the Chair made a presentation on his behalf on the
Golden Ears Transition Initiative (GETI) and GETIFest. This will be the fourth year for
GETI Fest and the theme of this year’s festival will be “Our Heritage”.
Community Heritage Commission
Meeting Minutes –Tuesday,March 3, 2015
Community Heritage Commission Regular Meeting Page 2 of 4
Ideas for CHC’s participation in GETIFest were discussed.It was suggested that
heritage neighbourhood associations should be engaged. This is a large event,in
years past the festival has had between 20 and 30 organizations participating.It was
decided that Faye Isaac would attend the upcoming GETIFest planning workshop.
5.FINANCE
The Staff Liaison, the Chair, Steven Ranta and Councillor Speirs will be meeting with Catherine
Nolan,Manager of Accounting on March 18th to review the committee budget.
6.CORRESPONDENCE
A letter from Babs McLaren praising the recent Heritage Awards ceremony was received and
distributed to committee members.
A letter was received from the Maple Ridge Historical Society expressing concern about the St.
Andrews Church property. The church is a heritage building. There is some question about the
property line between the church and the privately owned property adjacent to it.The Staff
Liaison updated the Commission on the issue.Further research is needed to determine
exactly how the heritage designation was done. The Planning department is working on this
issue and will propose a solution.
7.NEW & UNFINISHED BUSINESS
7.1 Membership
7.1.1 Calendar
GETIFest workshop coming up. March 19th is the Historical Society’s AGM.
March 22nd is the Mad Hatters Tea Party at Haney House. March 24th is the
CHC presentation to Council. March 25th is the next Local Voices. The
Heritage Tea at the Seniors Centre is on April 11th.The Chair encouraged
members to provide feedback on the calendar format.
7.1.2 Binders
CHC binders for new members were distributed by the Committee Clerk.
Flash drives with all the documents were also provided to new members and
offered to existing members.
7.1.3 Recruitment
Three vacancies remain on the Commission. The Commission is seeking
candidates with an interest in the areas of Education, Fundraising or Pu blic
Relations.
The Chair reported that member at large Cyndi Johnson-McCormick will
remain on the Commission however she is not able to attend meetings
regularly or participate in sub-committee work.
7.2 CHC Update to Council
CHC will be reporting to Council on March 24th. The Chair is preparing a presentation
and asked for ideas and photos from Commission members.
Community Heritage Commission
Meeting Minutes –Tuesday,March 3, 2015
Community Heritage Commission Regular Meeting Page 3 of 4
7.3 Dynamic Downtowns Webinar
Councillor Speirs reported on the Dynamic Downtowns webinar. Councillor Speirs
found it to be a good experience and successful, with approximately ten attendees.
The Staff Liaison will contact the presenters to request a copy of their toolkit.
8.SUB-COMMITTEE REPORTS
8.1 Communications Sub-committee
8.1.1 Heritage Here Newsletter
The first newsletter using the new format has been completed. The Chair
encouraged Commission members to provide feedback on the format and
content suggestions. April 15th is the deadline for article submissions for the
next edition.The Chair will write an article on the Heritage Awards, Councillor
Speirs will report on the Dynamic Downtowns Webinar.A Hammond Area
Plan update will be provided by the Staff Liaison.New member Len Pettit’s
bio will be included.
8.1.2 GETIFest 2015
Item previously dealt with. Faye Isaac will attend the planning workshop
(schedule permitting, the date is still to be determined).
8.2 Recognitions Sub-committee
8.2.1 Marker Inventory
A proposal has been received from Andrea Lister to create the desired marker
inventory database for $500.The CHC would like an Access database
created to contain all the information about all the plaques and markers in
Maple Ridge.
R15-012 It was moved and seconded
That the Commission spend $500 to have the Marker Inventory database designed by Andrea
Lister.
CARRIED
A meeting with other groups within the City (Public Art Steering Committee,
Parks, Engineering) should be organized as part of the database creation
process to explain the role of the database.
8.2.2 Heritage Awards
The Commission viewed photos and videos from the 2015 Awards. Faye
Isaac provided a report on the 2015 Awards and also presented an idea for a
potential nomination for a 2016 Award. Nominations are open up until
October 2015 for the 2016 Awards.
8.3 Project Sub-committee
A couple of projects are in the works with details to be provided in the future.
Community Heritage Commission
Meeting Minutes –Tuesday,March 3, 2015
Community Heritage Commission Regular Meeting Page 4 of 4
8.4 Education Sub-committee
Steven Ranta will research a project that would provide a heritage themed curriculum
that could be used in schools (report in May). Sandra Ayres will develop a field trip
project (report in April).Brenda Smith will report on the workshop series project in
April.
9.LIAISON UPDATES
9.1 BC Historical Federation
The annual conference is currently being planned.
9.2 Heritage BC/BC Heritage Branch
The Staff Liaison reported there was an issue with the billing for the recent webinar.
Steven Ranta will investigate why the CHC was charged in US dollars.
9.3 Maple Ridge Historical Society
Erica Williams (attending the meeting as a member of the public) reported on the
recent meeting of the MRHS.There was a presentation made on goal setting and five
year plans.The Society is planning for their upcoming AGM. There will be a potluck
dinner at the meeting –please bring your own plate and utensils.
9.4 Council Liaison
Councillor Speirs reported on the current work of Council.The Advisory Committee
Review Task Force is working to improve communication between the Advisory
Committees and Council.Towards this end Council is now accepting the Advisory
Committee minutes during Council meetings to keep updated on the work of the
committees.
The Chair asked for an update on the Intersections event. Councillor Speirs reported
that planning for this event is on hold due to a number of potential changes within
the Committees.
10.ROUNDTABLE
Steven Ranta expressed his concern about vinyl signage on heritage buildings. He was
encouraged to contact Bylaws in regards to the sign bylaw.
The Staff Liaison reported that the Hammond Area Plan went to Council Workshop on
Monday. A video summarizing the consultation process is available through the Council
agenda on the website.
11.ADJOURNMENT 8:54 PM
NEXT MEETING:TUESDAY,APRIL 7, 2015
AGENDA DEADLINE:MONDAY,MARCH 23, 2015
/ss
District of Maple Ridge
and the
City of Pitt Meadows
MAPLE RIDGE and PITT MEADOWS PARKS & LEISURE SERVICES
COMMISSION REGULAR MEETING
The Minutes of the Regular Meeting of the Maple Ridge and Pitt Meadows Parks & Leisure Services
Commission, held in the Meadows Room at Pitt Meadows City Hall, 12007 Harris Road, Pitt
Meadows, British Columbia, on Thursday, March 12, 2015 at 6:30 pm.
COMMISSIONERS PRESENT
Commissioner Nicole Read, Chair City of Maple Ridge, Mayor
Commissioner John Becker, Vice-Chair City of Pitt Meadows, Mayor
Commissioner Richard Boulton Member at Large, Pitt Meadows
Commissioner Kiersten Duncan City of Maple Ridge, Councillor
Commissioner Nancy Jellett Member at Large, Maple Ridge
Commissioner Don Mitchell Member at Large, Maple Ridge
Commissioner David Murray City of Pitt Meadows, Councillor
Commissioner Mike Murray School District No. 42, Board of Education, Chair
Commissioner Eleanor Palis School District No. 42, Board of Education, Trustee
Commissioner Dave Rempel School District No. 42, Board of Education, Trustee
Commissioner Shannon Roberts Member at Large, Pitt Meadows
Commissioner Tyler Shymkiw City of Maple Ridge, Councillor
Commissioner Mike Stark City of Pitt Meadows, Councillor
STAFF MEMBERS PRESENT
Kelly Swift General Manager: Community Development, Parks &
Recreation Services
Sue Wheeler Director, Community Services
Yvonne Chui Recreation Manager Arts & Community Connections
Geoff Mallory Manager, Parks & Open Space
Ingrid Kraus Executive Assistant
COMMISSIONERS ABSENT
Commissioner Christine Smith Member at Large, Maple Ridge
Commissioner Stefany Tunshell Member at Large, Maple Ridge
There being a quorum present, Chair Nicole Read called the meeting to order at 6:35 pm.
1. Welcome & Introductions
Commissioner Read welcomed everyone to the meeting and introductions were made.
2. Adoption of the Agenda
R15-021 It was moved and seconded
That the Agenda for March 12, 2015 be adopted as circulated.
CARRIED
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Minutes Page 1 of 5
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission
Regular Meeting Minutes – March 12, 2015
3. Minutes of the Commission Regular Meeting – February 12, 2015
R15-022 It was moved and seconded
That the Minutes of the Maple Ridge and Pitt Meadows Parks & Leisure Services Commission
Regular Meeting of February 12, 2015 be approved as circulated.
CARRIED
4. Delegations
4.1 Albion Football Club – Mr. Mike Smith, President
Mr. Smith provided an introduction and brief history of the club and some of the issues
they are currently facing. The club is approaching the Commission with a request to look
at ways to bring resources towards creating another field. A discussion followed.
Commissioner Mike Murray suggested that the Albion Football Club send a letter to the
School Trustees regarding their concerns on the school gym rental rates.
Ms. Swift provided additional information on the sports strategy, the reviews staff are
currently working on with regards to PLS use of school fields and facilities and, identifying
when the need for the next synthetic field would be needed.
5. Decision Items
5.1 Options for Sexual Health Lease Renewal
Ms. Wheeler spoke to the report and services provided by Options (formerly known as
Planned Parenthood) in the Greg Moore Youth Centre clinic.
R15-023 It was moved and seconded
That a recommendation be forwarded to Maple Ridge Council that the Corporate Officer be
authorized to sign and seal the Options for Sexual Health Lease Agreement 2015-2019.
CARRIED
5.2 Festival Funding Recommendations – First Intake, March 2015
Commissioner Dave Rempel declared a conflict of interest and left the meeting at 7:25 pm
Ms. Yvonne Chui introduced the report and provided some background information
on the festival funding process. Commissioner Boulton reviewed the Commission
sub-committee’s findings and recommendations for the allocation of the first intake
as noted on the chart attached to the report.
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Minutes Page 2 of 5
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission
Regular Meeting Minutes – March 12, 2015
Questions were raised on the rationale for the funding reduction for the Caribbean
Festival and it was explained that the subcommittee had questions regarding the
budget information provided. A discussion followed regarding the information that
was required from the Caribbean Festival to be considered for the maximum grant
allotment of $5,000 and appropriate process.
An amendment to the motion was proposed and moved and seconded:
That an additional $2,500 be made available to the Caribbean Festival pending a
further review of their budget.
DEFEATED
It was moved and seconded that a further amendment be added to the original motion.
That an additional $2,500 be made available to the Caribbean Festival pending an
acceptable budget be submitted to the Commission prior to the April meeting.
CARRIED
R15-024 It was moved and seconded
That the festival support allocations for May to November 2015 be approved as recommended
by the Commission Festival Support Sub-Committee in the attached 2015-03-12 report on this
subject for a total allocation of $23,350.00 and further,
That an additional $2,500 be made available to the Caribbean Festival pending an acceptable
budget be submitted to the Commission prior to the April meeting.
CARRIED
Commissioner Dave Rempel returned to the meeting at 7:40 pm
5.3 Neighbourhood Matching Fund – Pilot Program Review
Ms. Sue Wheeler introduced the Neighbourhood Matching fund program and showed
a PowerPoint. The partnership with the Vancouver Foundation would be a pilot
project and an opportunity to bring an additional $10K into the community to be
administered by the Neighbourhood Coordinator.
A discussion followed. Staff confirmed that this pilot project will be reviewed in one
year’s time and that Parks & Leisure Services staff are currently developing
performance measures for all areas of the operations.
R15-025 It was moved and seconded
That the recommendations from the Neighbourhood Matching Fund review outlined in this
report be implemented.
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Minutes Page 3 of 5
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission
Regular Meeting Minutes – March 12, 2015
That staff be directed to work towards a partnership with the Vancouver Foundation Small
Grant program.
CARRIED
Opposed Commissioners John Becker and David Murray.
5.4 Fraser Regional Corrections Centre – Protocol Agreement
Mr. Geoff Mallory provided a history of the agreement, the types of work that the
prison crews undertake and confirmed that there have been no incidents.
A discussion followed. Staff agreed to review the notification procedure with Pitt
Meadows staff to confirm the desired process.
R15-026 It was moved and seconded
1. That the Commission Chair and the General Manager, Community Development, Parks &
Recreation Services be authorized to sign the Fraser Regional Corrections Centre –
Protocol Agreement, and,
2. That the Commission Policy P130 Use of Prison Work Crews be adopted, and
3. That a recommendation be sent to Maple Ridge Council to rescind Policy 4.16 Use of
Prison Work Crews.
CARRIED
5.5 BC Recreation and Parks Conference Attendance
The BCRPA conference brochure was circulated earlier and Ms. Kelly Swift indicated
that there is an opportunity to fund two Commissioners to attend. Council members
on the Commission are encouraged to attend but would use their Council budget.
Following a discussion it was determined that none of the Commissioners present were
able to participate and the Citizen-at-Large members not present, would be contacted
to determine their interest.
6. Discussion Items
6.1 Trail Signage Program – Verbal Update
Mr. Geoff Mallory introduced the topic of safety on our bridges and trails along with trail
maintenance. There is 225 km of trails with various surfaces and staff are now
working on the trail signage program that would introduce standards and guidelines.
Staff will be using GPS to identify locations needing signage, establishing the inventory
and then preparing the cost estimates.
Commission provided the following feedback:
• Include the Dyking District in any discussions.
• Consideration to sponsorship and grant opportunities.
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Minutes Page 4 of 5
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission
Regular Meeting Minutes – March 12, 2015
• Could this complement the work of the Active Transportation Committee in Pitt
Meadows.
• Identify and work with stakeholder groups such as the cycling and equestrian
associations.
• Education on courtesy and use of the trails.
• Consider future needs for seniors and opportunities for grant funding, age friendly
community initiatives, etc.
7. Information Items - Nil
8. Commission Liaison Reports
Commissioner Mike Murray: Reported that the estimates for enrollments have been
completed and they are slightly lower than last year and declining which has an impact on
facility needs. He suggested that this would be a discussion that should come forward to the
Commission in the future.
The School District received its funding announcement today and it was confirmed they
would be losing $2M out of the operating budget on top of what was already known. The
School Board will be entering into discussions with the public regarding its budget.
9. Staff Liaison Reports – Nil
10. Question Period - Nil
11. Motion to Adjourn
R15-027 It was moved and seconded
That the Parks and Leisure Services Commission move into a Closed Meeting pursuant to
242(b) person 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.
CARRIED
The regular meeting adjourned at 8:50 pm.
________________________________
Chairperson
/ik
Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Regular Minutes Page 5 of 5
Public Art Steering Committee Regular Minutes Page 1 of 3
City of Maple Ridge
PUBLIC ART STEERING COMMITTEE
REGULAR MEETING
The Minutes of the Regular Meeting of the Public Art Steering Committee, held in the Coho Room,at
Maple Ridge Municipal Hall on Wednesday,February 18,2015 at 3:00 pm.
____________________________________________________________________________________
COMMITTEE MEMBERS PRESENT
Susan Hayes, Chair Artist
Barbara Duncan Curator, Maple Ridge Art Gallery
Kristin Krimmel Artist
Councillor Duncan City of Maple Ridge
Leanne Koehn Community at Large Member
STAFF MEMBERS PRESENT
Yvonne Chui Manager, Arts and Community Connections
Sunny Schiller Committee Clerk
REGRETS/ABSENTS
Wayne Bissky Architect
1.CALL TO ORDER
There being a quorum present,the Chair called the meeting to order at 3:08 pm.New
member Leanne Koehn was introduced.
2.AGENDA ADOPTION
R15-007 It was moved and seconded
That the Agenda of February 18, 2015 be adopted.
CARRIED
3.MINUTE ADOPTION
R15-008 It was moved and seconded
That the Minutes of January 28, 2015 regular meeting be adopted.
CARRIED
4.UNFINISHED BUSINESS
4.1 Committee Recruitment Results
The Staff Liaison officially welcomed Leanne Koehn to the Committee and provided
an update on the status of the recruitment process which is nearly complete but
still looking to recruit a developer to the Committee.
Public Art Steering Committee
Regular Meeting Minutes February 18, 2015
Public Art Steering Committee Regular Minutes Page 2 of 3
4.2 Public Art Commissioning Opportunities 2015-16
The Staff Liaison provided an update on the projects that have been identified as
possibilities and places for integrating public art for 2015-16.The Staff Liaison has
been researching and discussing public art opportunities with internal departments
at the three sites selected by the Committee:Sidewalk Art project, exterior lighting
project at the Greg Moore Youth Centre and smaller project for areas in Hammond
Stadium.Overall internal department representatives are supportive of the sites
under consideration. Further information including preliminary budget numbers will
be shared with the Committee at the next meeting for its consideration.
5.NEW BUSINESS
5.1 Meeting Times and Dates
Due to a scheduling conflict it was agreed the regular committee meetings will be
moved to the fourth Wednesday of the month beginning in March 2015. The
Committee Clerk will distribute an updated calendar invitation to members and
update room bookings.
5.2 Creative Cities Conference, Oct. 27-29 in Kelowna and Education Opportunities
Creative Cities is a national conference that brings together delegates involved in arts
and culture, targeting professionals working for cities and their related partners and
committees.It has been the Committee’s practise in the past to support sending the
Staff Liaison and a committee member or two pending budget.The conference fee is
estimated to be $500 with total costs per attendee approximately over $1,000.
Discussion ensued.The Staff Liaison will provide more detailed costs at the next
meeting or when the information from the conference organizer becomes available.
The Committee can make a decision then.
5.3 Public Art Awareness and Education –Goals and projects for internal and
public audiences
During this quarter the Staff Liaison will begin work to explore ideas that will help
raise awareness and education about public art for internal audiences and the
general public.The priority will be internal first then public, taking a multi-year
approach.
The idea of providing a mentorship for local artists was discussed as a possible
component for future public art project calls and the mentoring expenses would be
built into future budgets where appropriate.
6.ROUNDTABLE
Barbara Duncan –recently met with an artist who has some ideas for an exterior art
installation using neon.The proposal speaks to the theme of Maple Ridge becoming a city
and its changing identity. Ms. Duncan has requested some images and documentation on
the project and will share that with the Committee.
Susan Hayes –inquired about the status of the Request for Expressions of Interest for the
Whonnock Lake site. The Staff Liaison explained that the request will be released Friday,
Feb 20th.Posters for the request were provided to Committee members.The potential
Public Art Steering Committee
Regular Meeting Minutes February 18, 2015
Public Art Steering Committee Regular Minutes Page 3 of 3
composition of the Selection Committee for this project was discussed and it was decided
the members of the Selection Committee should be chosen during the March meeting .
Councillor Duncan –will notify Council of the release of the Request for Expressions of
Interest for Whonnock Lake at their next meeting.
Kristin Krimmel –reported that a Fort Gallery alumnus Richard Forbes has created a beautiful
salmon sculpture. Ms. Krimmel will share images with the Committee.Ms.Krimmel will be
working on some projects at the Fort Gallery and will be working on the weekends.
Leanne Koehn –let members know up her upcoming play. Ms. Koehn provided a copy of a
recent newspaper article regarding the Whonnock Lake area plan for discussion.Ms. Koehn
and the Staff Liaison discussed the plans for the unveiling of the Sidewalk Art project.
It was confirmed that any media inquiries received by Committee members should be
referred back to the Staff Liaison.
Councillor Duncan –initiated a discussion regarding committee attendance at workshop
opportunities –Survivor 101 for Community Organizations from Metro on volunteer
engagement at Pitt Meadows and a Board Fundamentals session coming up in Surrey.
7.ADJOURNMENT
It was moved and seconded
That the meeting be adjourned at 4:38 pm.
CARRIED
8.NEXT MEETING
Next Meeting:Wednesday,March 25, 2015
Agenda Deadline:Monday March 9, 2015
Location:Coho Room, Maple Ridge Municipal Hall
_____________________________________
Chairperson
/ss
City of Maple Ridge
SOCIAL PLANNING ADVISORY COMMITTEE REGULAR MEETING
The Minutes of the Regular Meeting of the Social Planning Advisory Committee,held in the Blaney
Room,at Maple Ridge Municipal Hall on Wednesday,March 5, 2015 at 7:00 pm
COMMITTEE MEMBERS PRESENT
Sgt.Casey Baker RCMP
Annette Morgan Seniors Network
Bob Daley Community at Large
Councillor Bob Masse Council Liaison
Ineke Boekhorst, Vice-Chair Downtown BIA /Friends in Need
Josee Brazeau Community at Large
Candace Gordon Maple Ridge-Pitt Meadows-Katzie Community Network
Mana Bayanzadeh Fraser Health
Korleen Carreras School District #42 Trustee
Pierre Welbedagt Member at Large
Jenny Tan Member at Large –Youth Representative
Candace Gordon Community Network
Stephanie Ediger Alouette Homestart Society
S/Sgt.Roxanne Dowden RCMP
Councillor Shymkiw Council Liaison
GUESTS
Colene Thompson Chair, Community Network
Angie McLeod Co-ordinator, Community Network
STAFF MEMBERS PRESENT
Sunny Schiller Committee Clerk
Shawn Matthewson Social Planning Coordinator /Staff Liaison
Sue Wheeler Director of Community Services
REGRETS/ABSENTS
Rajinder Kalra Community at Large
Cpl. Alanna Dunlop Ridge-Meadows RCMP
Steven Lamothe,Chair Ministry of Social Development &Social Innovation
Dr. Shovita Padhi Fraser Health
Jassy Maghera Family Education &Support Centre
Vicki Kipps Community Network
1.CALL TO ORDER AND INTRODUCTIONS
There being a quorum present, the Vice-Chair called the meeting to order at 7:00 p.m.
Social Planning Advisory Committee Meeting –March 5, 2015
Page 2 of 4
2.AGENDA ADOPTION
R15-009 It was moved and seconded
That the Agenda for the Regular Meeting of March 5 ,2015 be adopted with the
following addition:
Item 5.5 Social Emotional Learning –Pierre Wel b e dagt
CARRIED
3.MINUTE ADOPTION
R15-010 It was moved and seconded
That the Minutes of the February 4, 2015 Regular Meeting be adopted with the following
amendment:
Korleen Carreras, School District #42 Trustee, was present
CARRIED
4.DELEGATIONS
4.1 Community Network 2015 –Angie McLeod, Coordinator
Angie McLeod made a presentation on the Community Network (CN), a local network
with over 80 participating organizations.Within the network there are standing
committees working on areas such as Early Childhood Development, Substance
Misuse Prevention,and food security –a wide variety of sectors that all impact on
quality of life.The CN works to find community wide solutions; they host community
wide discussions and share their research freely.
The Pitt Meadows / Maple Ridge / Katzie Community Network is recognized for their
collaboration,partnerships and unique structure. They have brought $12.6 million
dollars of funding into the community since 2004. Having so many groups sitting at
one table allows the CN to have a broad and deep perspective on community issues.
The connections that are formed through the network are a real asset both to the
network and the community.
Ms. McLeod gave an overview of the successful Community Chest program, which
was collaboration between the Community Network and the Community Foundation.
Local businesses who are Foundation members raised funds for the project.
The City of Maple Ridge plays an important role in the CN;providing thought
leadership, partnering with the CN to leverage funds and providing a liaison between
CN members and city staff and Council.
The Community Network meets on the second Tuesday of every month and meetings
are open to the public.
5.NEW BUSINESS
5.1 Compassionate Cities Follow-up
The Staff Liaison updated SPAC on the Compassionate Cities initiative.The
Social Planning Advisory Committee Meeting –March 5, 2015
Page 3 of 4
Compassionate Cities project began in 2008 with a growing recognition of the
importance of compassion. It has been determined that the City of Maple Ridge
should work with the Community Network to research the process and identify
resources required to obtain the Compassionate City designation. A staff report on
that research will be done soon.
5.2 UBCM / FCM Resolution
Outcome of 2014 Resolutions
The Staff Liaison provided an update on the 2014 Resolutions that the City of Maple
Ridge made to the Union of BC Municipalities (UBCM). The resolution regarding
Income Exemption for Child Support Payments was unanimously supported at UBCM
and the provincial government policy has now been changed.A second resolution
regarding party bus regulation was also taken to UBCM. The provincial regulations
regarding party buses will be changed,based in part on the information provided by
the City of Maple Ridge.
Recommendations for 2015
Resolutions for 2015 are currently being drafted for submission later in March.The
Staff Liaison and the Director of Community Services suggested possible 2015
resolutions based on their work and research. Possible topics for resolutions
included:the recent changes to provincial policy regarding income deductions from
disability payments;increased support and treatment services for the severely
addicted, mentally ill population;increasing affordable housing capacity and
providing increased access for youth to school activities after hours.
The Staff Liaison will send a list of possible resolutions to Councillor Masse to take to
2015 UBCM.
5.3 Youth Focus Group Process
The Staff Liaison updated the committee on the work being done to engage yout h in
the community. SPAC has recently gained a youth representative member however
representation is still needed from the younger 13 –19 year old population. Youth
rep Jenny Tan will work with the Staff Liaison to engage the local youth population. A
report will be provided soon.
5.4 Membership Update
Committee at large member John McKenzie has resigned from SPAC. He will be
missed and his contribution to the committee was acknowledged. The Staff Liaison
and Committee Clerk are working to determine the best way to fill the vacancy.
5.5 Social Emotional Learning
Pierre Welbedagt provided information on Social Emotional Learning (SEL).SEL
works to teach children to manage their emotions, establish positive relationships
and make positive decisions.This type of learning teaches children to develop the
social and emotional skills that are key to being successful students and community
members. SEL programs are being developed and offered in schools.Casel.org
provides more information on SEL. Mr. Welbedagt was encouraged to contact SD 42
to present his ideas on SEL and to share the information he presented to the
Committee.
Social Planning Advisory Committee Meeting –March 5, 2015
Page 4 of 4
6.UNFINISHED BUSINESS
6.1 Mayor’s Task Force on Homeless Solutions Update
Councillor Masse reported the Task Force has been meeting with many stake holders,
including Crown Counsel,the RCMP, the Caring Place,and Habitat for Humanity to
identify solutions for those experiencing homelessness and addiction. Valuable
connections are being made and work is being done to increase access to treatment.
6.2 IHYSH Update
Stephanie Ediger reported that the Alouette Home Start Society is looking at bringing
services back to the community in a strategic and comprehensive way.
6.3 Moments to Milestones Film Debut
Annette Morgan provided an update on the screening of Moments to Milestones,a
film that was originally created as training material for first responders. Ms. Morgan
found the film to be very powerful and moving and encouraged everyone to watch the
film. The film really demonstrates the challenges experienced by first responders and
the value of treating everyone with compassion.
7.ROUNDTABLE
8.CORRESPONDENCE -Nil
9.ADJOURNMENT
It was moved and seconded that the meeting be adjourned at 9:02 pm.
/ss
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CityCityCityCity of Maple Ridgeof Maple Ridgeof Maple Ridgeof Maple Ridge
TO:TO:TO:TO: Her Worship Mayor Nicole Read MEETINGMEETINGMEETINGMEETING DATE:DATE:DATE:DATE: 30-March-2015
and Members of Council FILE NO:FILE NO:FILE NO:FILE NO:
FROM:FROM:FROM:FROM: Chief Administrative Officer MEETING:MEETING:MEETING:MEETING: Council Workshop
SUBJECTSUBJECTSUBJECTSUBJECT: Reserves
EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:
This report is intended to provide an overview of the City’s financial resources. They are grouped into
four categories:
1. Accumulated surplus (revenue funds). This is the cumulative balance of excess revenues
over expenses and net transfers to reserves.
2. Reserve funds. These are established by bylaw to hold financial assets for specific purposes,
typically capital.
3. Reserve accounts. These represent discretionary appropriations of surplus established to
meet business needs as directed by Council
4. Restricted revenues. These are monies collected from others for which we are obligated to
provide specific services.
The amounts on Schedule “A” detail the balances in each of these categories. At the end of 2014
the balance of accumulated surplus in the revenue funds, reserve funds and reserve accounts
totaled $87.67 million and we had a further $44.2 million in restricted revenues.
RECOMMENDATION(S):RECOMMENDATION(S):RECOMMENDATION(S):RECOMMENDATION(S):
None required. Information only.
DISCUSSION: DISCUSSION: DISCUSSION: DISCUSSION:
The City of Maple Ridge has financial resources that have been summarized on the attached
Schedule “A”. Some of these resources are subject to legislation in the Community Charter while
others are not. As part of our financial planning process, detailed projections are done for key
reserves to ensure that the available resources can support the planned activities.
The transactions between our reserves, fund and accounts, are referred to as transfers. Transfers
are internal transactions that do not result in revenues or expenses. For example, the Capital Works
Reserve builds funds for large projects and each year a portion of general taxation is transferred to
the reserve to build the necessary capacity to fund those large projects. As another example, each
year, we transfer money to the Equipment Replacement Reserve so that we have the resources
needed to replace equipment at the end of its useful life. These are both examples of “transfers to”“transfers to”“transfers to”“transfers to”
transactions. We also have “transfers from”“transfers from”“transfers from”“transfers from” transactions. For example, in 2014, some of our fleet
vehicles were replaced and the identified funding source was the Equipment Replacement Reserve
and monies were transferred from from from from the reserve for those purchases.
4.1
2 of 8
The City’s financial resources can be categorized as follows:
1.1.1.1. Accumulated Surplus (Revenue Funds)Accumulated Surplus (Revenue Funds)Accumulated Surplus (Revenue Funds)Accumulated Surplus (Revenue Funds)
The City’s business is comprised of three major cost centres: General Revenue, the Sewer Utility
and the Water Utility. The excess of revenues over expenses and net transfers to reserves for
each cost centre flows to the accumulated surplus balance. The combined accumulated surplus
balance in the revenue funds at the end of 2014 is $18.92 million. It is important to keep in
mind that the balances shown are cumulative, not the result of one year of operations; they are
the result of operations since incorporation in 1874. The General Revenue fund has an
accumulated surplus amount of $7.52 million and can be used to fund extraordinary one-time
items, in line with Council’s financial sustainability policies. In the utilities, the accumulated
surplus balances are used per Council’s rate stabilization policy whereby accumulated surplus
amounts are deliberately built over a period of time in order to provide for variations in annual
infrastructure investment as well as our commitment towards larger regional projects. When
those expenditures occur, the accumulated surplus balances are drawn down. This practice
allows the City to smooth the impact of variations in annual spending on our rate payers. In the
Sewer Utility, the accumulated surplus balance is $4.66 million at the end of 2014 and is
projected to increase over the next 4 years. If new federal wastewater regulations impact
regional capital investment requirements they will be addressed at the regional level with Maple
Ridge paying our respective portion. The Water Utility has an accumulated surplus balance of
$6.74 million at the end of 2014 and is projected to be drawn down over the next 4 years as the
regional projects currently underway are completed and our own infrastructure investment
commitment increases.
2.2.2.2. Reserve FundsReserve FundsReserve FundsReserve Funds
Reserve funds are established by bylaw and hold financial resources for specific purposes,
typically for capital investment. Once a reserve fund has been established, the funds in it can
only be used for the purposes noted in the establishing bylaw and any use of the funds must be
authorized in the Financial Plan Bylaw. As part of our long-term financial planning it is not
unusual to build the balance in a reserve over time in order to provide for larger planned
expenditures in the future. This practice allows us to smooth the impact of planned variations in
annual spending.
The following provides a brief summary of the City’s reserve funds:
i).i).i).i). Albion AmenitiesAlbion AmenitiesAlbion AmenitiesAlbion Amenities
This reserve was established in 2013 for monies collected from developments in the Albion
Area where an amenity contribution was required. Any monies collected will be credited to
this reserve and will help to fund future amenities in the Albion area. As at the end of
2014, no monies had been collected.
ii).ii).ii).ii). Local ImprovementLocal ImprovementLocal ImprovementLocal Improvement
The balance in this fund is comprised mainly of monies returned to us by the Municipal
Finance Authority (MFA) when debt was retired for which sinking fund monies had been
held. These funds are intended to be used for local capital improvement projects where a
community benefit is realized and a municipal contribution is needed.
iii).iii).iii).iii). Equipment ReplacementEquipment ReplacementEquipment ReplacementEquipment Replacement
Each year, we transfer monies to this reserve in recognition of the fact that the equipment
in use today will need to be replaced in the future. This reserve provides for the
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replacement of our municipal fleet and fire department vehicles, as well as our computers
and photocopiers. The useful life of equipment and fleet vehicles the City uses in its day-to-
day business ranges from 3 years for some of our technology equipment and up to 25
years for some of our fire protection vehicles. In order to provide for the replacement of this
wide variety of equipment it is not unusual for the balance in this reserve to build for a
period of time as we accumulate the monies we will need to expend when we replace some
of our more expensive equipment.
iv).iv).iv).iv). Capital WorksCapital WorksCapital WorksCapital Works
The capital works reserve provides funding for future capital investment. Each year, 1% of
general taxation is credited to the reserve along with fixed transfer amounts of
approximately $200,000. Additionally, 75% of the proceeds from any land sales are
transferred to this reserve unless Council directs otherwise. Our practice is to retain a
minimum balance of 10% of the prior year’s taxation in order to have some funds available
in the event of an emergency.
v).v).v).v). Fire Department CapitalFire Department CapitalFire Department CapitalFire Department Capital
Each year 2% of general taxation is transferred to the reserve to build the financial
resources required to respond to increasing the City’s fire protection capacity needed as
the community grows. In the past, the balance in this reserve was deliberately built up to
provide for the renovation and expansion of Fire Hall #1; it was subsequently drawn down
between 2007 and 2010 to fund that project. At the present time, the balance is once
again growing in order to provide the funding needed for the construction of Fire Hall #4.
vi).vi).vi).vi). Sanitary SewerSanitary SewerSanitary SewerSanitary Sewer
This fund resulted from surpluses on sanitary sewer projects in previous years and is
available for use on current and future sanitary sewer projects.
vii).vii).vii).vii). LandLandLandLand
This reserve receives 25% of the proceeds from land sales, unless Council directs
otherwise, and is used for land acquisitions. In 2009, the fund received an infusion of
$1.5 million as part of the year-end process to provide funding for land acquisitions of
importance to Council where there was no other identifiable source of funding. In 2010,
Council was able to use this reserve to assist with the purchase of strategic lands in the
town centre.
3.3.3.3. Reserve AccountsReserve AccountsReserve AccountsReserve Accounts
Reserve accounts are appropriations of surplus established to meet business needs. They can
be established or dissolved as Council directs to ensure that identified business needs are met
and risks are managed appropriately.
The following provides a brief summary of the City’s reserve accounts:
i).i).i).i). Committed Projects (capital and operating)Committed Projects (capital and operating)Committed Projects (capital and operating)Committed Projects (capital and operating)
These represent items approved by Council in prior years that were not completed at the
end of our fiscal year, and are ongoing work items. A number of the capital projects that
will receive funding from this reserve are reliant on third party funding and/or awaiting the
outcome of property acquisition negotiations. Included in these amounts are allowances
for items identified as priorities for Council that required funding support.
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ii).ii).ii).ii). Self InsuranceSelf InsuranceSelf InsuranceSelf Insurance
In order to control insurance premium costs we have relatively high deductibles and have
chosen to self-insure many events. This reserve provides funding insurance deductibles
and self-insured claims.
iii).iii).iii).iii). Police ServicesPolice ServicesPolice ServicesPolice Services
This reserve was established to fund one-time police services initiatives. As per Council
practice, at least 50% of RCMP contract savings are transferred into this reserve each year.
Some of the projects funded from this reserve are the result of changing standards
mandated by the RCMP, for example the need to retrofit the cells in 2010. In 2014, 100%
of contract savings were transferred to the reserve. This was to build the financial capacity
to address the report on RCMP compensation that suggests RCMP pay is about 10%
behind their competitors.
iv).iv).iv).iv). Core ReserveCore ReserveCore ReserveCore Reserve
This reserve was established at the outset of the project that saw the construction of our
downtown facilities. It provided a mechanism to build our capacity to finance the project
over time while smoothing the impact to taxpayers. Today, it assists in managing the cash
flows related to the commercial component of the project and is also available to assist
with capital improvements to the downtown facilities. In 2010, funds from this reserve
were used to assist with the acquisition of strategic lands in the downtown area.
v).v).v).v). Recycling ReserveRecycling ReserveRecycling ReserveRecycling Reserve
The Recycling Reserve retains the balance of recycling levies in excess of contract costs as
well as the City’s share of they Recycling Society’s profits. The reserve is used to provide
funding for recycling related projects, such as studies or equipment purchases. In 2014,
this reserve provided the funding to upgrade the baler at the recycling centre.
vi).vi).vi).vi). Building InspectionsBuilding InspectionsBuilding InspectionsBuilding Inspections
This reserve is designed to allow us to deal with the impact of an unexpected reduction in
building permit revenues. The amount of revenue realized from building permits varies
from year to year in relation to development activity. In years when revenues exceed
budgeted targets, a portion of the favourable variance is transferred to this reserve. In
years when building permit revenues fall short of financial plan targets, we can mitigate the
impact of that shortfall by transferring monies from the reserve, providing us with some
capacity to sustain service levels in the short-term. In 2014, building permit revenues
exceeded financial plan targets by approximately $300,000. This amount was transferred
to the reserve. In 2015 and 2016, this reserve will assist with the funding required for the
additional development services resources approved by Council.
vii).vii).vii).vii). GravelGravelGravelGravel
Soil removal fees are credited to this account each year. It is intended to assist with minor
infrastructure repair that may be required as a result of soil removal activities. In 2011,
this reserve provided the funding needed to resurface a portion of Dewdney Trunk Road
that sees a lot of traffic from gravel trucks.
viii).viii).viii).viii). Community Works (gas tax)Community Works (gas tax)Community Works (gas tax)Community Works (gas tax)
In 2014, Council entered into an agreement with the Union of BC Municipalities to receive
a share of federal gas tax monies under the Community Works Fund. Monies received
under this agreement are transferred to the reserve and will be used to fund projects in
accordance with a list of eligible project and expenditure categories set out in the
5 of 8
agreement. In 2014 the City received $271,300 and should receive a similar amount in
2015.
ix).ix).ix).ix). Facility MaintenanceFacility MaintenanceFacility MaintenanceFacility Maintenance
Not all facility maintenance is required on an annual basis and this reserve was
established to smooth the impact of annual fluctuations in required maintenance costs.
x).x).x).x). Snow RemovalSnow RemovalSnow RemovalSnow Removal
This reserve is intended to ensure that the City has the financial capacity to respond to
costs associated with higher than normal costs for snow and ice control without the need
to curtail other services. Our annual budget for this activity in 2014 was $305,000, with
actual costs at $285,000. Annual costs fluctuate in relation to the severity of weather
experienced in any given year. In recent years, it has not been unusual to see costs in
excess of budget. The reserve was established in 1999 with a balance of $200,000; in
each of 2007 and 2008, in recognition of inflationary pressures and the increased costs
associated with changing weather patterns the targeted balance in the reserve was
increased to $700,000. In 2011, costs exceeded budgeted amounts by $14,000 and this
amount was transferred from the reserve to offset the impact to the bottom line. No
similar draw down has been required since.
xi).xi).xi).xi). Cemetery MaintenanCemetery MaintenanCemetery MaintenanCemetery Maintenancececece
Any excess of revenues over expenses in the cemetery cost centre are transferred to this
reserve at year-end. The account is used as a funding source to maintain the cemetery
function, both the facility and related technology and is intended to provide the funding for
the debt entered into for cemetery expansion. The perpetual care fund is a separate entity
and is managed as a trust.
xii).xii).xii).xii). Infrastructure SustainabilityInfrastructure SustainabilityInfrastructure SustainabilityInfrastructure Sustainability
In 2007, the first infrastructure sustainability account was established in recognition of the
need to build the City’s capacity to maintain our growing infrastructure. The replacement
cost of which exceeds $1.5 billion. The level of annual maintenance and rehabilitation
spending required to maintain our infrastructure to appropriate standards is estimated at
approximately $30 million. Our annual expenditures are significantly less than this.
Beginning in 2008, we began to dedicate a 1% tax increase to address the gap between
required and actual spending. In 2013, this was reduced to a 0.5% increase per year
through 2016, increasing to a 0.7% increase per year in 2017 and 2018.
xiii).xiii).xiii).xiii). Drainage ImprovementsDrainage ImprovementsDrainage ImprovementsDrainage Improvements
This reserve was established in 2013 concurrently with Council’s drainage levy. Monies
generated from the levy are transferred to this reserve and will be used as a funding
source for improvements to the City’s drainage system.
xiv).xiv).xiv).xiv). Critical Building InfrastructureCritical Building InfrastructureCritical Building InfrastructureCritical Building Infrastructure
This reserve was established in 2006 in recognition of the need to provide for emergency
or irregular items associated with facility maintenance. Facilities, such as the RCMP
building, Municipal Hall and the Leisure Centre were constructed at approximately the
same time; consequently, it is likely that some of the building infrastructure will need to be
replaced at similar times. Such infrastructure is costly to replace and our existing lifecycle
budget does not have the capacity to provide the necessary funding. The reserve is
intended to provide that capacity without having to defer other planned facility
infrastructure maintenance. The reserve has been used to support projects such as the
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energy retrofit undertaken at the Leisure Centre that saw the replacement of the existing
boiler and the installation of solar panels to reduce energy costs at the facility.
xv).xv).xv).xv). Infrastructure Infrastructure Infrastructure Infrastructure Grants ContributionGrants ContributionGrants ContributionGrants Contribution
This reserve was established in 2008 to provide the capacity to take advantage of
infrastructure grant programs that typically require a municipality to provide matching
funds in order to secure funding. In 2010, as senior levels of government began winding
down the round of infrastructure grant programs in place at the time, Council authorized
using some of the monies in this reserve to assist in the acquisition of strategic lands in
the downtown area. Council may wish to reactivate this account in the future to respond to
future funding programs offered by senior levels of government.
xvi).xvi).xvi).xvi). Gaming RevenuesGaming RevenuesGaming RevenuesGaming Revenues
In 2010, Council entered into an agreement with the Province that resulted in the City
receiving a portion of the net revenues from gaming at the Maple Ridge Community
Gaming Centre. Monies received under this agreement are to be used to benefit the
community. In June of 2011, Council adopted a policy framework to guide the use of
gaming monies in the community (Policy 5.55). Under this policy, gaming revenues will be
targeted to fund non-recurring items, in particular, capital improvements that cannot be
funded through development charges. In late 2013, the new Community Gaming Centre,
Chances, opened and financial plan targets were increased in anticipation of increased
revenues from this source. In 2014, improvements on Edge Street and the playfield lighting
at Hammond Stadium received funding from this source.
4.4.4.4. Restricted RevenuesRestricted RevenuesRestricted RevenuesRestricted Revenues
Restricted revenues are monies collected from others for which we are obligated to provide
specific works. Due to the restrictions on their use, these monies are reported as a liability until
the specific works are undertaken.
The following provides an overview of the City’s restricted revenues:
i).i).i).i). Development Cost ChargesDevelopment Cost ChargesDevelopment Cost ChargesDevelopment Cost Charges
These funds are collected from the development community and are used to assist in
funding specific infrastructure requirements resulting from development. DCC’s are the
largest source of funding for the District’s capital program with planned new investment in
infrastructure exceeding $50 million over the next 5 years. Actual construction schedules
are dependent on development.
ii).ii).ii).ii). Parkland Acquisition (ESA)Parkland Acquisition (ESA)Parkland Acquisition (ESA)Parkland Acquisition (ESA)
The Parkland Acquisition Reserve consists of monies paid by the development community in
lieu of providing parkland that are subsequently used to acquire environmentally sensitive
areas, such as land required for watercourse protection. Land acquisitions along the North
Alouette and adjacent to Davison’s Pool exhausted this funding source in 2007. Subsequent
collections have rebuilt some capacity in this account.
iii).iii).iii).iii). Downtown Parking FacilitiesDowntown Parking FacilitiesDowntown Parking FacilitiesDowntown Parking Facilities
Funds credited to this account are collected from developers in lieu of providing parking
spaces are to be used for the provision of parking in the downtown area.
7 of 8
iv).iv).iv).iv). Developer Specified ProjectsDeveloper Specified ProjectsDeveloper Specified ProjectsDeveloper Specified Projects
Charges collected from the development community to assist with the provision of certain
infrastructure works.
CONCLUSIONS:CONCLUSIONS:CONCLUSIONS:CONCLUSIONS:
The above information and attached schedule are intended to provide an overview of the City’s
financial resources. At the end of 2014 our accumulated surplus in the revenue funds, reserve
funds and accounts total $87.67 million and we have a further $44.2 million in restricted revenues.
Much of this amount is held for capital investment in the community. Not included in these amounts
are non-financial resources, such as our land holdings in Silver Valley.
The City has a sound business planning framework which includes a series of financial sustainability
policies. The resources outlined in this report were established over many years and assist Council
in managing the City’s finances.
“original signed by Catherine Nolan”
_______________________________________________
Prepared by: Catherine Nolan, CPA, CGA
Manager of Accounting
“original signed by Dane Spence”
_______________________________________________
Approved by: Paul Gill, CPA, CGA
GM, Corporate and Financial Services
“original signed by Jim Rule”
_______________________________________________
Concurrence: J.L. (Jim) RuleJ.L. (Jim) RuleJ.L. (Jim) RuleJ.L. (Jim) Rule
Chief Administrative OfficerChief Administrative OfficerChief Administrative OfficerChief Administrative Officer
8 of 8
2014 2013 2012 2011 2010
ACCUMULATED SURPLUS (REVENUE FUNDS)
General Revenue 7,522,666$ 6,895,061$ 6,091,162$ 5,750,719$ 5,156,074$
Sewer Revenue 4,662,448 3,183,533 3,139,776 2,508,311 2,515,823 Note 17
Water Revenue 6,737,009 5,802,444 4,004,157 3,176,352 3,638,446
18,922,123 15,881,038 13,235,095 11,435,382 11,310,343
RESERVE FUNDS
Albion Amenities -
Local Improvement 2,538,017 2,526,837 2,546,836 2,410,449 2,196,846
Equipment Replacement 11,986,081 11,248,713 10,201,905 8,739,798 7,459,146
Capital Works 11,405,241 11,483,128 11,534,975 9,597,847 8,362,412
Fire Department Capital Acquisition 5,585,277 5,059,939 3,837,795 2,636,745 1,473,146
Sanitary Sewer 1,591,334 1,566,114 1,549,532 1,525,588 1,552,189
Land 271,887 267,578 237,793 234,121 231,528
33,377,837 32,152,309 29,908,836 25,144,548 21,275,267
RESERVE ACCOUNTS
Specific projects - capital 4,583,648 5,021,293 3,940,405 4,279,626 4,064,496
Specific projects - operating 7,887,243 8,470,583 7,904,720 4,840,167 3,189,906
Self insurance 832,090 833,360 853,830 921,367 956,241
Police services 6,023,054 4,150,222 3,589,380 3,209,740 2,521,930
Core development 1,511,459 1,357,795 1,337,430 904,121 592,016
Recycling 1,179,983 1,310,331 1,519,591 1,504,858 1,583,709
Community development 1,330 1,308 1,296 1,274 1,252 Schedule 6
Building inspections 1,951,137 1,621,941 1,604,768 1,579,971 1,810,750
Gravel extraction 661,008 618,532 487,715 478,835 563,875
Community Works (Gas Tax)271,332 - - - -
Neighbourhood improvements - - - 51,477 50,523
Facility maintenance 1,392,917 582,358 750,376 479,668 317,512
Snow removal 686,015 686,015 686,015 686,015 700,000
Cemetery maintenance 84,810 190,559 125,198 109,068 189,608
Infrastructure Sustainability (town centre bldgs)223,188 135,028 104,860 38,926 -
Infrastructure Sustainability (road network)1,527,202 848,329 1,013,438 882,417 1,106,822
Infrastructure Sustainability (drainage)372,431 289,310 249,861 201,882 493,634
Drainage Improvements 491,678 150,000
Critical infrastructure reserve 208,672 205,365 203,191 200,052 196,759
Infrastructure grants contribution 3,557 3,557 9,383 9,383 271,979
Gaming revenues 453,492 1,235,451 1,043,811 704,430 125,600
30,346,246 27,711,337 25,425,268 21,083,277 18,736,612
WATER AND SEWER RESERVE ACCOUNTS
Self Insurance - Sewer 128,373 121,873 115,373 108,873 102,373
Specific projects - Sewer 2,204,628 3,028,476 2,557,611 2,917,913 3,109,415
Self Insurance - Water 106,728 102,028 95,528 89,028 82,528
Specific projects - water 2,579,794 2,003,211 2,973,941 3,563,856 2,201,777
5,019,523 5,255,588 5,742,453 6,679,670 5,496,093
TOTAL RESERVES 68,743,606$ 65,119,234$ 61,076,557$ 52,907,495$ 45,507,972$
TOTAL RESERVES AND REVENUE ACCUMULATED SURPLUS 87,665,729$ 81,000,272$ 74,311,652$ 64,342,877$ 56,818,315$
RESTRICTED REVENUES
Development cost charges 37,155,173$ 38,773,658$ 39,541,745$ 35,660,974$ 32,211,726$
Parkland acquisition 1,028,090 764,167 559,473 295,082 162,355
Downtown parking facilities 291,467 286,849 166,770 164,193 161,244 Note 12
Developer specified projects 5,720,704 5,325,301 5,089,215 4,922,373 4,641,174
44,195,434$ 45,149,975$ 45,357,203$ 41,042,622$ 37,176,499$
Schedule "A"
District of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: March 30, 2015
and Members of Council
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Fibre Optic Network – Status Update and Proposed Next Steps
EXECUTIVE SUMMARY:
The City has been working on developing a fibre optic network in a slowly progressive and systematic
manner over a number of years. The network has grown as funding becomes available, as opportunities
to extend it arise, and as we gain experience in designing and creating such networks.
The initial priorities were to take care of City communication needs first, and then to route the network to
areas of commercial and industrial interest for economic development purposes. A final consideration
may be to target residential areas, which might be attractive to a partner, but is less of a priority for City
purposes.
In developing our network, there has been good progress and some set-backs (Appendix 2, Existing Fibre
Conduit Network). Presently, the City has over 16 km of buried communications pipe (ie – conduit) with 3
km being used for active fibre optic communications between City facilities. The City continues to bury
empty conduit when opportunity arises for future use where consistent with the Plan and available
resources (see Appendix 1, Fibre Network Plan).
This memo summarizes salient network history and seeks Council support on further initiatives to extend
and capitalize on the network.
RECOMMENDATIONS:
It is recommended that Council support the continued development of the fibre optic network in the City
by:
- Continuing to take advantage of our capital works program where feasible;
- Targeting specific investments to the interconnections necessary to complete a sustainable network;
and
- Proceed to develop a demonstration project in the downtown to showcase the economic
development possibilities of modern high-speed telecommunications.
1 4.2
DISCUSSION:
a) Background Context:
In summary, there are 4 takeaways from this memo:
- a recounting of the ‘history’ of our fibre optic network: where we are and how we got here;
- a brief description of efforts undertaken to identify a business partner;
- a description of key connections staff are working on in order to complete the network; and
- suggested next steps.
Each of these will be reviewed in turn.
1. The History:
To have a modern, sustainable, high-speed telecommunications infrastructure is a necessary
underpinning to the city of the future. The City has recognized this imperative and supported efforts to
develop a telecommunications footprint in public rights-of-way that is controlled by the City.
Presently, our network plan is guided by attempting to interconnect the following features of the
community (see Appendix 1, Fibre Network Plan):
- Municipal facilities (eg – Leisure Centre, recreation facilities, Fire Halls, Operations Centre,
community centres, etc.);
- Municipal infrastructure (eg – roadways, traffic control, sewer, water, etc.);
- The high density, office oriented downtown;
- The north-east institutional and industrial presence;
- The Albion Industrial Park;
- The Maple Meadows Industrial Park; and
- two interregional connections: one at the foot of 224th Street and the other westbound down
Lougheed Highway.
In developing our own fibre optic network, the first priority was to look after City needs first and to
interconnect our outlying buildings and facilities. Some of that has been accomplished. For example, the
Operations Centre and Fire Hall #1 are currently connected to City Hall utilizing fibre optics, thereby
allowing staff at those facilities to access the full range of technology services the City has to offer. The
network conduit now extends to the new Fire Hall #4 site and only needs fibre cable to be pulled and
terminated to have that site on the City computer network.
As a secondary priority, by careful routing of the network and building in excess capacity, secondary
spin-offs become feasible in the higher density urban areas such as downtown and the industrial parks.
This approach will present attractive business development opportunities for any private sector partner
who wishes to take advantage of our network (see Appendix 2, Existing Fibre Conduit Network).
A third priority was to investigate the feasibility, and the necessary business models, to support
extending the fibre network to lower density residential areas. However, our preliminary analysis
suggests that extending buried conduit to each house in a new subdivision may not make economic
sense unless certain conditions can be met. These conditions include having an external connection, a
2
completed network, and a suitable ‘take-rate’1 for services offered. This may become feasible to a
private sector operator as our network matures. However, the City should concentrate on extending the
network to higher density areas and employment lands.
The City has, to date, over 16 km of conduit in the ground achieved through a combination of:
- capital investments in conjunction with City improvements in sewer, water and road infrastructure;
- adaptively reusing abandoned infrastructure such as watermains;
- Provincial contributions as part of new sewer infrastructure funding; and
- private sector contributions.
Of the 16 km of conduit, the City utilizes over 3 km for active fibre optic communications between City
facilities (see Table 1 and Appendix 2, Existing Fibre Conduit Network).
Table 1: Communications Conduit Construction by Year
Table 2: Abandoned Infrastructure To Be Considered for Reuse
2. Seeking Partners:
To gain the economic development benefits of an extensive fibre based communications network, an
external connection to interregional networks is necessary (see Appendix 3, Major Network Linkages for
desired extensions).
1 ‘Take-rate’ refers to the degree to which customers commit to connect to the network.
Year Distance (m)
2000 100
2002 98
2008 3,041
2009 2,680
2010 702
2011 8,097
2012 760
2013 387
2014 212
16,077
Distance (m)
GVRD watermain - 200 St to 227 St 5,309 watermain
GVRD Watermain - 200 St to Old Dewdney 5,000 Pitt Meadows
DTR - Laity to 216 St 630 watermain
248 St - Halnor to Alouette/246 St 1,858 force main
240 St - 112 Ave to Kanaka Creek Road 690 watermain
12,797
3
The external connection would be necessary to lower the costs of transport to customers on the
network, and to open up markets for innovative digital services. Presently, Telus and Shaw can
transport digital traffic in and out of the community for routing purposes, but at a relatively high cost.
The external connection, combined with access to our internal conduit network, will be essential to
attracting participants to develop the commercial component of the network. It will also be a source of
secondary revenue to the City for the foreseeable future once it reaches maturity. Staff have been
mindful of strategies to gain that external connection and to attract partners, but have not had much
success.
Two noteworthy efforts in attempting to attract private sector interest are summarized here:
- In 2009, the City was able to secure a business arrangement with Cygnal Technologies Corporation,
a new telecommunications company interested in offering advanced commercial services in the
community enabled by access to the City’s fibre network.
Despite some initial progress, Cygnal was incapable of continuing as it was unable to secure a
favourable arrangement for an external connection out of the community, and it was severely
affected by the 2009 economic recession.
- In 2014, the City issued a request for information (RFI) to determine if the telecom sector had
recovered sufficiently from the economic downturn to rejuvenate interest in accessing the City fibre
network for economic development purposes.
The City received two responses, one from Lightcore, an Alberta based fibre services company, and the
other from a B.C. based company called Vitreo. The City decided not to proceed further as the proposed
business arrangements in both instances saw the City covering all the costs and accepting all the
revenue risks to extend and improve the network for private use.
Despite the challenges in gaining a City controlled out-bound connection, it is an essential element of
success to our network.
It is important to note the lifespan of buried conduit is 40 years or more, and fibre cable can last more
than 30 years. Given those lifespans, network investments will pay major dividends back to the
community if we take the time to get it right.
3. Seeking Connections:
For the last number of years, the City has been targeting major roadways for developing
communications conduit, to develop the ‘backbone’ of a City controlled high-tech communications
network. The backbone is the major network element interconnecting major land uses in the
community, such as downtown, industrial areas, and City facilities. The backbone is also intended to
interconnect facilities outside the community so that data traffic can be routed externally. The backbone
is equivalent to an arterial road in a community, and like a key part of the road network, it must connect
efficiently to external networks.
In developing the backbone, the City identified key locations and took advantage of key opportunities to
develop segments of the network. The practice has been to bury empty communications conduit along
these segments of the network when opportunities arise, for example when a roadway is rebuilt, or a
4
development project requires improved access. Fibre optic wires would be pulled into the conduit at a
later date based upon need.
Although this approach leverages planned infrastructure investments, and attempts to salvage
abandoned water and sewer mains, it is a slow process and results in disparate network segments that
may take some time to connect up. However, it gets us along our journey at lower cost and risk.
As noted earlier, a communications network is of limited utility unless interconnections to the outside
world are achieved. For internet based services, these interconnection points are known as “internet
exchanges”2. Along the way to getting to an internet exchange, network traffic is aggregated into larger
and larger nodes typically at ‘co-location’ facilities. The closest co-location facility is at QNET at
Coquitlam City Hall 3. The ultimate destination would be the main ‘node’, the Vancouver Internet
Exchange (ie – VANIX)4.
Presently, Maple Ridge out-bound traffic is routed via one of the 2 incumbent carriers: Telus or Shaw.
They offer out-bound services, but their business model is one of promoting scarcity through retail
pricing. To truly realize the benefits of the new information economy, competition is needed, and
business models of abundance, in carry capacity, should be promoted. In essence, the City needs our
own outbound circuit that we manage for community benefit.
For our external connection, City staff have been working on 2 options, a connection at the CPR tracks
at the foot of 224 Street by the river, and of one westbound along Lougheed Highway to either the
Golden Ears Bridge, or the Pitt River Bridge. Both linkages, to the river and to the bridges, are necessary
and are not mutually exclusive. There are potential interconnection options to different carriers at each
location, and two external links are necessary in order to provide a back-up option in case one of the
lines goes down. However, both segments are incomplete and require a modest investment to finalize
(see Appendix 3 which shows major network linkages).
The connection down to the CPR tracks requires additional conduit to be buried along 224 St between
Callaghan Ave and North Ave to interconnect to City Hall. However, some indication from carriers along
the railroad tracks of a willingness to interconnect to our network is necessary before committing to the
investment. Discussions with service providers about this possibility have happened but have yet to
yield a result.
Our second option, is repurposing an abandoned GVRD watermain westbound on Lougheed Highway.
The old watermain routes through downtown Maple Ridge, traverses through Pitt Meadows, and
terminates in the vicinity of the Pitt River bridge. The City controls the portion of the abandoned
watermain within Maple Ridge city limits.
Such infrastructure, should it be made available for adaptive reuse as a communications conduit, would
be very beneficial to gaining a significant direct inter-regional connection westbound. It is by having our
own external connection that the City can grow the value of our network and increase the value of
services to be offered. An inter-regional connection will gain strategic economic development advantage
for our network, and allow the City to perhaps begin to participate in shared City services to citizens.
Presently, the City has control over about 5,000 metres of the Maple Ridge portion of this abandoned
watermain. The Ministry of Highways is very interested in the Pitt Meadows portion, for the same
2 An internet exchange is the physical location wherein service provider networks (eg – Telus, Shaw, etc.) meet, and they exchange traffic. These are
essential to allowing the fast delivery of internet based services and communications. The largest local internet exchange is in Vancouver, with
smaller ones in Victoria, Kelowna, Kamloops, and Prince George.
3 QNET is the City of Coquitlam’s fibre optic network which some have considered a model of success: http://www.qnetbc.net/about-us/overview .
4 VANIX is the Vancouver Internet Exchange and is one of the major ‘nodes’ on the west coast: http://www.vanix.ca/ .
5
reasons we are, and has undertaken some preliminary investigations of the condition of the pipe. The
Ministry is interested in adaptive reuse of the watermain for telecommunication purposes and City staff
see an opportunity to work collaboratively with the Ministry to make it happen. Although the Ministry
acknowledges value in the asset, it is not a current priority for them. Discussions are ongoing.
4. Next Steps:
There are 3 approaches staff feel are worthy of pursuing:
i) Consider targeted investments to complete major linkages including external connections;
ii) Continue to leverage other infrastructure upgrades through the Capital Program;
iii) Undertake a demonstration project to develop commercial interest.
Each of these is discussed next.
i) Targeted Investments to Complete Key Linkages:
Appendix 3 identifies major interconnections to complete by targeted expenditures over time to allow
key areas of the community to be connected to a sustainable, City controlled, fibre network.
These include the following:
- An outbound linkage west along Lougheed Highway by repurposing an abandoned GVRD
watermain;
- An outbound linkage south down 224 Street to the river;
- An eastward connection along Dewdney Trunk Road to 248 Street and north;
- A southward connection on 240 Street from 112 Ave to the Albion Industrial Park; and
- A northward connection along 232 Street into the Silver Valley area.
The connections described above are in priority order, but can be completed in any sequence based
upon funding, interest, and opportunity, with the 2 outbound connections being the immediate focus.
Each is briefly described next.
a) Watermain Connector:
Our preliminary analysis suggests the abandoned GVRD watermain along Lougheed can be refurbished
for our use at a cost of about $400,000. Should we be prepared to commit to the project it will likely
attract participation from the Ministry of Highways for a financial contribution and commitment to
upgrade the Pitt Meadows portion of the same watermain. Staff fully expect, in collaboration with the
Ministry, that this is achievable and should be a priority.
b) 224 St Connector:
The other priority connector is the outbound link down 224 St to the river. Staff have undertaken a
design for this segment and anticipate the costs to be around $200,000. If completed in conjunction
with anticipated road paving of 224 St, it should be less. This connector will allow an alternative route
into, and out of, the community and function as a back-up to the watermain connector along Lougheed
Highway. Completing this 224 St connector should attract private sector interest from current service
providers using the railway right-of-way for their fibre optics networks.
6
c) 248 St Connector:
The next connection that should be considered for targeted investment is the link eastward along
Dewdney Trunk Road to 248 Street and north. This link will extend our continuous fibre conduit from the
Operations Centre eastward to 248 St, and then north to an abandoned forcemain. Repurposing the
abandoned forcemain will allow us to interconnect to the existing conduit segment serving the
institutional facilities and the industrial parks in the northeast sector. As well, it could connect up the
Justice Institute campus to support the growth of that postsecondary institution. It is projected that this
link could be completed for about $400,000.
d) 240 St and 232 St Connectors:
The remaining 2 links, that of an extension south along 240 St to Lougheed, and the other of a
northward connection along 232 St, provide key segments in support of growth areas or redevelopment
of employment lands. These links do not have a clear cost estimate attached but are located on
segments of roads that will need to be rebuilt or repaved in the near future.
ii) Continue To Take Advantage of Capital Program Investment In Infrastructure:
In the absence of targeted investment, staff rely on redevelopment opportunities to grow the network
consistent with the network plan. This approach requires funds to be available on an ad-hoc basis to
contribute our part of roadway or infrastructure improvements.
For the coming year, several opportunities present themselves, such as the beautification program
along Lougheed Highway between 224 St and 227 St. Participating in this project will allow us to
refurbish a portion of the abandoned watermain along Lougheed Highway. Other opportunities this year
include the following highway improvement projects along priority segments:
• Fern Crescent upgrade between 240 St to 236 St; conduit would need to be included into the
western end of this project;
• 240 St and Dewdney Trunk Road intersection improvements; a conduit extension through the
intersection is necessary;
• 203 St highway improvement from south of Lougheed Highway to Dewdney Trunk Road; a key
linkage and conduit crossing;
• Selkirk Ave highway improvement between 225 St to 227 St; conduit should be included along
this rebuild project;
• 207 St highway improvement between Lougheed and Dewdney Trunk Road; a key link for the
future.
Staff feel it is worth continuing to take advantage of such capital investment opportunities as they
occur. It may take some time to get segments of the network completed, but fibre conduit investments
responsive to other scheduled infrastructure upgrades (eg – roads, sewer, water), or development
opportunities, will provide the circumstance to grow parts of the network at lower cost and risk.
A recent example involved the Provincially funded upgrade to the northeast sewer servicing the prisons.
In designing, funding and building that 2011 project, the Province agreed to include a buried
telecommunications conduit for the City. The conduit is over 7,000 metres in length and permits access
into the underserviced northeast area.
7
However, growing the network by “piggy-backing” onto other infrastructure upgrades typically results in
unconnected segments. As a consequence, targeted investments are needed to stitch together the
disparate sections to create a fully functional sustainable network.
iii) Undertake a Demonstration Project:
The major impediment to attracting high-tech service providers is access to customers. Not many small
companies have sufficient network infrastructure, they typically have to lease access to network
capacity from the major telephone or cable companies to reach new customers. Such arrangements
can create cost prohibitive barriers of entry to new markets.
To garner interest in our network, staff are proposing a demonstration project. Given our existing
network presence and functional fibre based out of City Hall, it would be possible to build a connection
to a location, building, business, or area in the downtown, and pre-service it on City based fibre. The
project would be a matter of investigating what businesses or service offerings would be of interest to
new service providers, and then evaluating either the existing businesses or the imminent
redevelopment opportunities occurring in downtown to see which would be the best match to showcase
our network.
There are some conditions that would need to be present for it to be feasible, but conceptually, this
approach would demonstrate if our offerings would be attractive enough to innovative service providers.
Locations that should be of interest to the private sector include:
• recent, and future, mixed use residential and commercial redevelopments around City Hall;
• offices in the City owned Business Tower;
• City owned redevelopment lands immediately east of 226 St; and
• the School District offices, the Library, and other community support services in the downtown.
Staff believe that the existing City investment in the hard costs, a compact commercial downtown core,
and an embracing business ethic, are the best conditions to test whether our aspirations can be met.
Should it be successful, the concept can grow and evolve into a wider network presence of secondary
spin-offs for the community.
b) Desired Outcome:
Council support for continued investment in the fibre conduit network and support for a demonstration
project.
c) Strategic Alignment:
The development of an advanced telecommunications network supports Council objectives of:
- promoting the technology sector;
- encouraging employment;
- developing sources of secondary revenue; and
- taking the long-view on decisions.
8
Role of the City:
An important consideration in this project is the role of the City. It has been recognized the City
should not compete with the private sector by offering modern enhanced digital services. This
project, as envisioned, is not based upon the City as a service provider, but rather on leveraging a
core competency of the City: that of the responsibility to manage rights-of-way and underground
infrastructure. The infrastructure in rights-of-way now includes City telecommunications conduit.
Some consider this viewpoint as a communications ‘utility’, which makes sense as City controlled
infrastructure would tend to minimize the number of privately owned network segments buried under
City rights-of-way, and thereby reduce underground congestion and pavement cuts.
The City would utilize this telecommunications infrastructure to develop network connections to our
own facilities, to generate secondary revenue, and also to acknowledge community development
objectives. Beyond City needs, access to such infrastructure for commercial purposes would be
shared with the private sector.
The City spends on the order of $60,000 a year on telecommunications services from the private
sector, and can off-set much of that cost by developing our own assets through the control of rights-
of-way. It is common practice amongst Municipalities. Although this realization was the beginning of
our strategy, the potential benefits could go far beyond.
The City has recognized the following as key community development objectives in pursuing our
network development ambitions:
Achieve secure and reliable internet services for all City sites and for future non-profit
participants in the City network;
Interconnect the City’s fibre optic plant to a service providers network;
Improve service delivery to the City’s internal and external customers based upon leveraging the
City’s telecommunications network;
Improve the cost-effectiveness of internet services to the community as a whole;
Grow the network footprint for the future including external connections to one or more transit
exchanges;
Develop a plan to achieve a co-locate facility at City Hall;
Develop secondary revenue sources for the City;
Develop a business structure where the City does not ‘manage’ the network directly; and
Encourage economic development opportunities based upon access to quality and innovative
telecommunications services in the City.
d) Business Plan/Financial Implications:
Business plans have recognized the importance of economic development and the benefits of
advanced communications technologies. Support for this particular City initiative has been
acknowledged in the Economic Development Strategic plan, the Information Technology Business Plan,
and the Capital Works Business Plan. There has also been good support from the Engineering and
9
Operations Departments. This emphasis should continue to keep the network affordable and keep it
moving forward.
Once the City has an external connection, it will enable us to move some of our business to that
connection and to engage other community support services to participate (eg – Library, SD 42, etc.). It
will also allow us to commercialize the excess capacity of the network.
To date, developing the fibre conduit network has relied on:
- Capital funding approved during previous business planning processes;
- Provincial funding contributions in association with infrastructure upgrades; and
- Private sector contributions.
The present funding envelope from the current Capital Program has the following sources of committed
funding earmarked for the noted improvements:
- $600,000 for an extension to 248 St and the northeast;
- $400,000 for repurposing the abandoned GVRD watermain as an outbound connection;
- $200,000 for the 224 St major link to the waterfront and an outbound connection; and
- $70,000 for studies, design work and minor projects.
Staff will be returning for Council support in completing the noted major segments to the network, and
to seek support to undertake the demonstration project.
e) Alternatives:
The benefits of the existing network have been limited to City operations. Undertaking a demonstration
project should allow us to determine private sector interest, and better define the future role of the City.
This future role could include anything from looking after our own interests only, to selling the excess
capacity of the network to a service provider, to creating a City run communications ‘utility’ wherein the
maximum benefits to the City and citizens are realized and shared with the private sector.
In addition to one of the alternatives noted above, however, the City could get out of the business
altogether and sell off the assets and simply contract internet connectivity with one of the incumbent
service providers.
CONCLUSIONS:
To have a modern, sustainable, high-speed telecommunications infrastructure is a necessary
underpinning to the city of the future. The City network was originally guided by general principles of
taking advantage of our road works, look after City interests first, build in extra capacity, and provide for
economic development spin-offs through that extra capacity. These principles served the City well as the
network started, but it is time to consider enhanced business models if the City is to achieve the benefits
of an information economy.
For most similar networks, there is private sector involvement and benefits typically are not targeted to
community development purposes. However, in our model, this should be the role of the City: promoting
the development, evolution, and maturity of modern high-tech networks as a foundation to a ‘smart’
10
inclusive community. The City has a good start and needs to take a few more incremental steps along
the road.
Given it is much more desirable to have a continuous conduit network interconnecting key areas, as it
would be more attractive to telecommunication service providers, staff are also recommending we
continue with the strategy:
- Continue to take advantage of our capital works program where feasible;
- Target specific investments to the interconnections necessary to complete a sustainable network;
and
- Proceed to develop a demonstration project in the downtown to showcase the economic
development possibilities.
This memo seeks to update Council on this important aspect of infrastructure development and to
receive support to continue modest investments as opportunity arises, and to seek out partnership
opportunities through support for a demonstration project.
_______________________________________________
Prepared by: J. Bastaja, B.A., M.R.M.
Director Corporate Support
_______________________________________________
Approved by: P. Gill, BBA, CGA
General Manager: Corporate and Financial Services
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
11
Appendix 1: Fibre Network Plan
12
Appendix 2: Existing Fibre Conduit Network
13
Appendix 3: Major Network Linkages
14
Page 1 of 3
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 20, 2015
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Remedial Action for the Demolition of Derelict/Nuisance/Unsafe Structures at
22332 – 122 Avenue
EXECUTIVE SUMMARY:
The property at 22332 122 Street is owned by Joseph Balasa and Susan Martha Thiessen (the
“Owners”). The building (the “Structure”) on site has historically been used for single family dwelling
purposes for many years (age unknown) and has been vacant since the fall of 2006. The subject
property is located within the downtown core of Maple Ridge, approximately one block East of Maple
Ridge Secondary School. The property is located in a city block that contains three other properties
which currently have vacant or abandoned buildings. Two structure fires in vacant buildings have
occurred within this block in recent history.
On March 16, 2015 the Assistant Fire Chief, Prevention & Planning conducted an exterior survey of
the structure and photo documented its condition. The home is a single storey wood frame
structure, approximately 1800 sq. ft. The electrical and gas utilities have been disconnected from
the building.
From the exterior it is apparent that the building has deteriorated to a point where its structural
integrity has become compromised. The exterior wall on the North elevation has buckled at its mid
point as evidenced by it bowing outwards and down. The Northwest corner of the building is settling
significantly suggesting the supporting structure below has become compromised. The West
elevation has been breached with areas of the exterior cladding and sheathing missing. The East
elevation, where the original front entrance was located, has the exterior deck rotting away from the
building. The South elevation indicates areas where the roof is sagging further supporting the notion
of structural instability. Given the extremely poor condition of the structure as noted from the
exterior, no interior survey of the building‘s condition was completed.
It should be noted that this structure is of the vintage where it is reasonable to assume that building
materials such as drywall filler and ceiling spray texture, would contain asbestos and the poor
condition of this building in general exposes those entering the building to potentially hazardous
materials. Work Safe B.C. Regulation, 6.2 and Sections 6.3 to 6.32 apply to a workplace where a
worker is or may be exposed to potentially hazardous levels of asbestos fibre. This structure is also
of the vintage where it is reasonable to assume that building materials containing lead in the paint
and plumbing pipes would be present. Anyone entering the structure should be made aware of the
presence of potentially hazardous materials.
The Report from the Assistant Fire Chief, Prevention and Planning, is attached as Appendix I. Photos
taken of the outside the Structures are part of the attached report marked as Appendix I.
Council authority is required to impress remedial conditions against the property.
4.3.1
Page 2 of 3
Based upon the above referenced information on this matter staff recommends Council pass the
following resolutions.
RECOMMENDATION(S):
NOW THEREFORE, be it resolved:
THAT Council hereby consider that the property located at 22332 122 Avenue, and legally
described as PID 010-177-221, Lot “I”, District Lot 339, Group 1, New Westminster District
Plan 16132 (the “Property”) is in a hazardous condition and creates a nuisance condition
within the meaning of Sections 73 (2)(a) and 74 (1)(a) of the Community Charter, as a result
of the Structure being damaged and dilapidated and has been vacant since 2006 and the
Structure’s continual structural deterioration that the Structure contravene the B.C. Fire
Code.
THAT Council hereby declares that the Property is a nuisance, within the meaning of Section
74(2) of the Community Charter, as Council considers the Structure to be so dilapidated and
unclean as to be offensive and pose a risk to the community, and Council considers that
there is a danger to people adjacent to or visiting the Property, especially children due to the
likelihood of harm or personal injury.
Council therefore resolves that within thirty (30) days of receiving a copy of this resolution, the Owner
of the Property is required to perform the following Remedial Action requirements:
1. Demolish the Structure, remove the foundations and all demolition materials from the site.
2. Any excavation resulting from the demolition must be filled in to prevent water from ponding
on the site.
3. The owner must follow all Work Safe BC Hazardous Materials requirements for the safe
removal of any and all hazardous materials in the structure.
In the event the Owner has not performed all of the Remedial Action requirements within 30 days
after notice of this resolution is delivered to the Owner, the City may, by its own forces or those of a
contractor engaged by the City, enter the Property and perform the Remedial Action requirements.
In the event the City takes the above referenced action, the City may recover the expense from the
Owner, together with costs and interest, in the same manner as municipal taxes in accordance with
sections 17, 258, and 259 of the Community Charter.
If a person with notice of this resolution wishes to request reconsideration of these requirements by
Council, written notice of this request must be provided to the Manager of Legislative Services within
14 business days of that person receiving notice of this resolution.
DISCUSSION:
a) Background Context:
The Structure on the Property located at 22332 122 Avenue poses a safety and nuisance
concern in the community. The purpose of this report is to recommend Council use the
authority provided under Part 3 Division 12 including Sections 73 and 74 of the Community
Charter to impose Remedial Action requirements on the Owner as recommended in this
report.
Page 3 of 3
b) Citizen/Customer Implications:
This Structure continues to deteriorate and in doing so pose significant hazards. If a fire
were to start in the subject Structure firefighters will not be able to enter this structure to
safely fight a fire or rescue anyone that may be inside the building. By removing the
dilapidated, damaged Structure the safety of the site will be restored.
c) Alternatives:
Council could decide not to pass the Remedial Action order and direct staff to prepare an
alternative approach to dealing with this hazardous Structure.
d) Legal Counsel’s Review
This report has been reviewed with our municipal solicitors with respect to compliance with
Division 12 of Part 3 of the Community Charter (remedial action requirements).
CONCLUSIONS:
The Fire Department reports that the Property at 22332 122 Avenue is damaged to the extent that
repairing the structure is not feasible and therefore the structure should be demolished. If a fire
were to start in the subject Structures firefighters will not be able to enter this structure to safely
fight a fire or rescue anyone that may be inside the building. The structure has deteriorated to the
point where it no longer complies with B.C. Fire Code requirements and based upon a thorough
inspection the Structure the Fire department, it is recommended that the Structures be demolished.
This report recommends that Remedial Action requirements as described in the recommendation in
this report be approved.
________________________________________
Prepared by: E.S. (Liz) Holitzki
Director: Licences, Permits and Bylaws
_______________________________________________
Approved by: Frank Quinn
General Manager: Public Works and Development Services
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Office
Appendices:
I. Memo from Assistant Fire Chief, Prevention & Planning
Appendix I
City of Maple Ridge
To: Dane Spence – Fire Chief
From: Michael Van Dop – Assistant Fire Chief, Prevention & Planning
Subject: 22332 122 Avenue – Remedial Action Report
Date: March 20, 2015
1.0 Site Profile – (refer to site map Appedix B)
The subject property is located within the downtown core of Maple Ridge, approximately one
block East of Maple Ridge Secondary School. On the property sits a single family residential
structure that has been vacant since the fall of 2006. The property is located in a city block that
contains three other properties which currently have vacant/abandoned buildings. Two
structure fires in vacant buildings have occured within this block in recent history.
2.0 Condition of property & building – (refer to photo Appendix A)
On March 16, 2015, I conducted an exterior survey of the structure and photo documented its
condition. The home is a single storey wood frame structure, approximately 1800 sq.ft.. The
electrical and gas utilities have been disconnected from the building.
From the the exterior it is apparent that the building has deteriorated to a point where its
structural integrity has become compromised. The exterior wall on the North elevation has
buckled at its mid point as evidenced by it bowing outwards and down. The Northwest corner of
the building is settling significantly suggesting the supporting structure below has become
compromised. The West elevation has been breached with areas of the exterior cladding and
sheathing missing. The East elevation, where the original front entrance was located, has the
exterior deck rotting away from the building. The South elevation indicates areas where the roof
is sagging further supporting the notion of structural instability. Given the extremely poor
condition of the structure as noted from the exterior, no interior survey of the buildings condition
was completed.
It should be noted that this structure is of the vintage where it is reasonable to assume that
building materials such as drywall filler and ceiling spray texture, would contain asbestos and
the poor condition of this building in general exposes those entering the building to potentially
hazardous materials. Work Safe B.C. Regulation, 6.2 and Sections 6.3 to 6.32 apply to a
workplace where a worker is or may be exposed to potentially hazardous levels of asbestos
fibre. This structure is also of the vintage where it is reasonable to assume that building
materials containing lead in the paint and plumbing pipes would be present. Anyone entering
the structure should be made aware of the presence of potentially hazardous materials.
3.0 Staff recommendation
In my opinion, this building been allowed to deteriorate to the point where it is beyond
salvagable. I find that these premises are now in such a state of disrepair that a fire starting in
them will spread rapidly and endanger life and property. Its condition renders firefighters unable
to enter the structure to safely fight a fire or rescue anyone that may be inside.
Appendix I
City of Maple Ridge
With the obvious structrual degradation of the house, this property has become a significant
hazard. Accordingly, I find that the building is in, and creates an unsafe condition; it should be
demolished immediately under the provisions of the community charter, Division 12, Section 73.
Appendix A
North Elevation. Note buckling and outward bowing of exterior wall.
East elevation. Note collapsed deck and general condition.
West Elevation. Note corner of building settling and exterior wall cladding/sheathing breached.
South West corner of building. Note collapsing roof and general condition.
Page 1 of 3
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 20, 2015
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Remedial Action for the Demolition of Derelict/Unsafe Structures at
12667 – 227th Street
EXECUTIVE SUMMARY:
The property at 12667 227th Street is owned by Merl Clare Seabrook (the “Owner”). The building
(the “Structure”) on site has historically been used for single family dwelling purposes for many years
and now at approximately 65 to 70 years old is now in a dilapidated, decaying condition that poses a
hazard and nuisance to the neighbourhood because the Structure has been damaged and allowed to
deteriorate to the point where it no longer complies with minimum Fire Code requirements for
occupancy purposes.
The Structure has been thoroughly inspected by the Assistant Fire Chief Prevention & Planning on
several occasions and is deemed not suitable for occupation at this time and certainly should not be
re-occupied. A City Electrical Inspector attended the site on April 10, 2015 and found the building
was still connected to Hydro. He put in an immediate order for the electricity service to be
discontinued to the house for serious safety contraventions.
From the exterior it is apparent that the building has deteriorated to a point where its structural
integrity has become compromised. The East (front) elevation is equipped with a covered porch
which has deteriorated to the point where temporary shoring has been put in place to attempt to
keep it upright. The stairs extending up to the front door are in disrepair showing signs of rot and no
railings are in place. The roof overhang on the gable end of the North elevation has rotted to a point
where you can see through it.
The West side of the building is where the most significant and obvious signs of structural instability
exist. An entire section of the upper roof has collapsed into the center of the building exposing the
interior brick chimneys and structural members. With the roof missing the interior of the building is
subject to the elements. Given the extremely poor condition of the structure as noted from the
exterior, no interior survey of the buildings condition could be completed. It should be noted that this
structure is of the vintage where it is reasonable to assume that building materials would contain
asbestos and the poor condition of this building in general exposes those entering the building to
potentially hazardous materials. Work Safe B.C. Regulation, 6.2 to 6.32 apply to a workplace where
a worker is or may be exposed to potentially hazardous levels of asbestos fibre. This structure is
also of the vintage where it is reasonable to assume that building materials containing lead in the
paint and plumbing pipes would be present. Anyone entering the structure should be made aware of
the presence of potentially hazardous materials.
The interior drywall that was originally installed to provide a fire separation between the rooms has
been damaged or removed to the extent that it will no longer effective prevent the spread of fire.
Similarly the ceiling finish separating the living space from the attic has been damaged or removed
to the point where it will no longer prevent the spread of fire. Without the protection offered by the
4.3.2
Page 2 of 3
fire resistive properties of the wall and ceiling finishes, fire will spread quickly and the buildings
unprotected structural elements will fail prematurely.
The Report from the Assistant Fire Chief, Prevention and Planning, is attached as Appendix I. Photos
taken of the site inside and outside the Structures are part of the attached report marked as
Appendix I. This property has been cited for numerous Unsightly Premises Bylaw breaches as well
some of which are also captured in the photos in Appendix 1.
Council authority is required to impress remedial conditions against the property.
Based upon the above referenced information on this matter staff recommends Council pass the
following resolutions.
RECOMMENDATION(S):
NOW THEREFORE, be it resolved:
THAT Council hereby consider that the property located at 12667 227 Street, and legally
described as PID 002-270-906, Lot 7, Section 20 Township 12 New Westminster District
Plan 22518 (the “Property”) is in a hazardous condition and creates a nuisance condition
within the meaning of Sections 73 (2)(a) and 74 (1)(a) and of the Community Charter, as a
result of the Structures being damaged, dilapidated and insecure from time to time over
the past two years and the Structure’s continual structural deterioration that the Structures
contravene the B.C. Fire Code.
THAT Council hereby declares that the Property is a nuisance, within the meaning of Section
74(2) of the Community Charter, as Council considers the Structures to be so dilapidated
and unclean as to be offensive and pose a risk to the community, and Council considers that
there is a danger to people adjacent to or visiting the Property, especially children due to the
likelihood of harm or personal injury.
Council therefore resolves that within thirty (30) days of receiving a copy of this resolution, the Owner
of the Property is required to perform the following Remedial Action requirements:
1.Demolish the Structures, remove the foundations and all demolition materials from the site.
2.Any excavation resulting from the demolition must be filled in to prevent water from ponding
on the site.
3.The owner must follow all Work Safe BC Hazardous Materials requirements for the safe
removal of any and all hazardous materials in the structures.
In the event the Owner has not performed all of the Remedial Action requirements within 30 days
after notice of this resolution is delivered to the Owner, the City may, by its own forces or those of a
contractor engaged by the City, enter the Property and perform the Remedial Action requirements.
In the event the City takes the above referenced action, the City may recover the expense from the
Owner, together with costs and interest, in the same manner as municipal taxes in accordance with
sections 17, 258, and 259 of the Community Charter.
If a person with notice of this resolution wishes to request reconsideration of these requirements by
Council, written notice of this request must be provided to the Manager of Legislative Services within
14 business days of that person receiving notice of this resolution.
DISCUSSION:
a)Background Context:
Page 3 of 3
The Structures on the Property located at 12667 227 Street poses a safety and nuisance
concern in the community. The purpose of this report is to recommend Council use the
authority provided under Part 3 Division 12 including Sections 73 and 74 of the Community
Charter to impose Remedial Action requirements on the Owner as recommended in this
report.
b) Citizen/Customer Implications:
This Structure continues to deteriorate and in doing so pose significant hazards. If a fire
were to start in the subject Structure firefighters will not be able to enter this structure to
safely fight a fire or rescue anyone that may be inside the building. By removing the
dilapidated, damaged Structures the safety of the site will be restored.
c) Alternatives:
Council could decide not to pass the Remedial Action order and direct staff to prepare an
alternative approach to dealing with this hazardous Structure.
d) Legal Counsel’s Review
This report has been reviewed with our municipal solicitors with respect to compliance with
Division 12 of Part 3 of the Community Charter (remedial action requirements).
CONCLUSIONS:
The Fire Department reports that the Property at 12667 227 Street is damaged to the extent that
repairing the structure is not feasible and therefore the structure should be demolished. If a fire
were to start in the subject Structures firefighters will not be able to enter this structure to safely
fight a fire or rescue anyone that may be inside the building. The structure has deteriorated to the
point where it no longer complies with B.C. Fire Code requirements and based upon a thorough
inspection the Structure the Fire department, it is recommended that the Structures be demolished.
This report recommends that Remedial Action requirements as described in the recommendation in
this report be approved.
“Original signed by Liz Holitzki”
________________________________________
Prepared by: E.S. (Liz) Holitzki
Director: Licences, Permits and Bylaws
“Original signed by David Pollack for Frank Quinn”
_______________________________________________
Approved by: Frank Quinn
General Manager: Public Works and Development Services
“Original signed by Jim Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Office
Appendices:
I. Memo from Assistant Fire Chief, Prevention & Planning and Photos
APPENDIX I
City of Maple Ridge
To: Dane Spence – Fire Chief
From: Michael Van Dop – Assistant Fire Chief, Prevention & Planning
Subject: 12667 227 Street – Remedial Action Report
Date: March 20, 2015
1.0 Site Profile – (refer to Appedix B)
The subject property is located on the North end of 227th Street. The home on property is a two
storey wood frame structure, approximately 2500 sq.ft. I estimate its age at approximately 65 -
70 years old. The structure/property appears to be still occupied, although I have not made
contact with an occupant on my site visits to date. Several abandonded cars in addition to a RV
trailer, RV camper and sheds are also located on the property.
2.0 Condition of property & building – (refer to photo Appendix A)
On March 19, 2015, I conducted an exterior survey of the structure and photo documented its
condition. The electrical utility is still connected to the property. An above ground oil tank was
noted on the South side of the building, its condition and whether it is in use was undertermined.
From the the exterior it is apparent that the building has deteriorated to a point where its
structural integrity has become compromised. The East (front) elevation is equipped with a
covered porch which has deteriorated to the point where temporary shoring has been put in
place to keep it upright. The stairs extending up to the front door are in disrepair showing signs
of rot and no railings in place. The roof overhang on the gable end of the North elevation has
rotted to a point where you can see through it.
The West side of the building is where the most significant and obvious signs of structural
instability exist. An entire section of the upper roof has collapsed into the center of the building
exposing the interior brick chimneys and structural members. With the roof missing the interior
of the building is subject to the elements.
Given the extremely poor condition of the structure as noted from the exterior, no interior survey
of the buildings condition was completed.
It should be noted that this structure is of the vintage where it is reasonable to assume that
building materials would contain asbestos and the poor condition of this building in general
exposes those entering the building to potentially hazardous materials. Work Safe B.C.
Regulation, 6.2 and Sections 6.3 to 6.32 apply to a workplace where a worker is or may be
exposed to potentially hazardous levels of asbestos fibre. This structure is also of the vintage
where it is reasonable to assume that building materials containing lead in the paint and
plumbing pipes would be present. Anyone entering the structure should be made aware of the
presence of potentially hazardous materials.
3.0 Staff recommendation
With the electrical service is still being connected to the structure, I recommend that a city
electrical inspector be dispatched to the property immediately to evaluate the integrity of the
APPENDIX I
City of Maple Ridge
installation and arrange for an emergency disconnect if deemed unsafe. I also believe this
building has deteriorated to the point where it is beyond salvagable. The collapse of the
buildings roof woud indicate that the structural intergrity of the building has become significantly
compromised and further collapse is imminent. I find that these premises are now in such a
state of disrepair that a fire starting in them will spread rapidly and endanger life and property.
Its condition renders firefighters unable to enter the structure to safely fight a fire or rescue
anyone that may be inside.
With the obvious structrual degradation of the house, this property has become a significant
hazard. Accordingly, I find that the building is in, and creates an unsafe condition; it should be
demolished immediately under the provisions of the community charter, Division 12, Section 73.
Appendix A
Front of the property – Note hole in roof and shoring of front porch.
Front porch. Note rotted and collapsing ceiling.
North elevation. Note hole in roof.
Rear of property (West elevation). Note roof collapse exposing interior of building to the elements.
Rear of property (West elevation). Note roof collapse exposing interior of building to the elements.
Front porch. Note questionable temporary shoring measures in place.
Rear of property. Note general condition.
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 20, 2015
and Members of Council
FROM: Chief Administrative Officer MEETING: Council Workshop
SUBJECT: Bylaw Dispute Adjudication for Parking Tickets
EXECUTIVE SUMMARY:
Based on a Notice of Motion from Councillor Bell, Council passed a resolution on February 24, 2015
directing staff to prepare a report on the difference between the Municipal Ticket Information System
(MTI) and the Adjudication process specific to parking violations only, with the intent of Council
considering implementing the adjudication process for parking violations only and not for the other
bylaw enforcement issues. The purpose of this report is to respond to this direction.
Currently, the City of Maple Ridge is using the MTI system to issue all tickets including parking
tickets. While this system works reasonable well for other types of tickets it is not a good method for
issuing parking tickets. When issuing a MTI Parking ticket a copy is placed on the windshield of the
offending vehicle but this only serves as a voluntary ticket or basically a warning. In order for the
ticket to become valid as a legal document it must be personally served to the owner of the vehicle.
This process is very costly and time consuming, as an Officer must attend the alleged offender’s
address at least once and possibly several times in order to achieve service. The use of the Bylaw
Violation Notice under the proposed Bylaw Dispute Adjudication System will streamline the parking
ticket system and is expected to significantly reduce the City’s costs.
In the past, concerns have been brought forward regarding the ability to dispute Bylaw Violation
Notice tickets. The Adjudication system actually makes disputing a ticket an easier process. The
alleged offender’s ticket can still be disputed however, they first go through a formal Screening
Process with a knowledgeable, trained Screening Officer, without losing their ability to receive the
early payment option should the Screening process take longer that the specific time frame set out
in the Bylaw. Following the Screening Process, should the ticket not be cancelled, the person
disputing the ticket can still go forward to dispute their ticket in front of a Specially trained
Adjudicator who is hired by the Attorney General’s Office and contracted to the City for this purpose.
This process is a much less onerous process than having to attend Provincial Court to be heard
before a Judge or sitting Judicial Justice of the Peace.
Currently all MTI disputes are heard in Provincial Court and require the attendance of the City Bylaw
Officers at Court and at times our municipal solicitor’s involvement. The Officers are often required
to spend valuable time, usually a full working day, waiting to provide evidence in Court. This means
the alleged offender must spend the same length of time waiting. There is a lengthy backlog of
disputed tickets awaiting trial dates from the Provincial Court as the police and other enforcement
agencies use this Court as well. At this time, it can take a minimum between four to six months to get
a court date.
4.4
RECOMMENDATION(S):
1. Council direct staff to prepare the required Bylaw for their consideration under the Bylaw
Enforcement Notice Adjudication Act.
2. The Bylaw and Licencing Division be authorized to continue working with the IT Department
in purchasing and installing the Tempest Module software package for the recording,
tracking and cash collecting of tickets for the City.
DISCUSSION:
a) Background Context:
In the March 2, 2011 Council Workshop staff presented a report (copy attached as Appendix I) on
the Bylaw Dispute Adjudication System. In this report there were three Recommendations that
included:
1. That Council authorize staff to pursue the development of a Bylaw Dispute Adjudication
system for Maple Ridge, as outlined in the report dated March 7, 2011; and
2. That Council direct the Manager of Legislative Services to write to the Court Services Branch
of the Ministry of the Attorney General to advise of Council’s intend to establish a Bylaw
Dispute Adjudication System.
3. That a follow-up report and bylaw be brought to a future Committee of the Whole for
Council’s consideration.
Based upon this report and the letter from the Manager of Legislative Services to the Court Services
Branch of the Ministry of the Attorney General the City (which was the District at the time) was
accepted into the Bylaw Adjudication system. A list of all the communities accepted into the
Adjudication program through the Attorney General’s office is attached to this report as Appendix II.
Since May of 2011 staff has made three separate attempts through reports to Council to achieve
approval to continue with the process of setting up a Bylaw Adjudication System in the City however,
for various reasons each attempt was unsuccessful.
With Council authorization to pursue the development of a Bylaw Dispute Adjudication System for
parking infractions only, staff would prepare the required draft bylaw for consideration by Council.
This would include proposals for the:
Highway and Traffic Bylaw as it relates to Parking Offences only to be enforced under this
system;
Time periods for payment and dispute of tickets;
Identification of Staff who would be authorized to issue Bylaw Enforcement Notice Tickets.
Staff who would have the authority to act as Screening Officers authorized to Screen Bylaw
Notice Ticket disputes; and
The amount of fines and fees.
A Draft of a Proposed Screening Policy Council may choose to adopt where Screening
Officers must cancel a ticket under certain circumstances.
In addition, specific policies, processes and procedures would be established:
To guide the work of Screening Officers charged with screening tickets;
For tracking and registration of tickets, payments and related processes;
To assign specific staff duties and responsibility for the new system; and
To support the process through development of communication material, necessary forms,
and other document materials.
Staff has pursued the option of sharing the Adjudication Process with District of Port Coquitlam and
they have indicated that they may be willing to enter into a partnership with the City of Maple Ridge.
This should not pose any inconvenience for Maple Ridge or Port Coquitlam residents as those
residents have to attend the courthouse in Port Coquitlam in order to have their disputed MTI
parking tickets heard at this time. If staff were able to partner with another municipality the most
significant benefit would be a reductions in associated costs to the City. However, this area would
not be pursued without Council’s prior approval.
a)Citizen/Customer Implications:
The existing court-based model is complicated, time consuming, costly and lengthy with trial dates
occurring months after the infraction took place. The Bylaw Dispute Adjudication System provides
individuals an opportunity to first have their ticket Screened for possible settlement and then a
second opportunity to dispute tickets and does so in a timely manner.
Currently, residents wishing to dispute a parking ticket have no formal method of dispute unless they
attend Provincial Traffic Court. It is not unusual for residents and Bylaw Enforcement Officers having
to spend an entire day in the Court House waiting for their matter to be heard. And it is not unusual
for their case to be held over and re-set for another day, as the RCMP cases are typically heard
before Bylaw cases. This is assuredly a waste of the residents and Bylaw Enforcement Officers time.
With the Bylaw Adjudication system the Hearings are held in a meeting room, somewhere in the City
Hall, that can be open to the public. The disputant is given a specific date and time to attend for the
Adjudicator to hear their dispute. Typically they are given a 20 -30 minute Hearing and they leave the
Hearing knowing the outcome of their dispute. The disputant may also choose to attend the Hearing
in person, by telephone or in writing. The Adjudicator will either uphold the ticket, and find the
disputant did, in fact, breach the Bylaw or cancel the ticket and find there is not enough evidence to
uphold the ticket. This is a much more user-friendly system for the public and the process is in line
with the seriousness of the offence.
b)Financial Implication(s):
Currently, Bylaw Officers are serving approximately fifteen to twenty tickets per week which
translates into approximately twenty-five hours of officer time at an annual cost in the range
$40,000. This does not include the time spent in court for tickets that have been disputed. Not only
is this costly in terms of hours spent attempting service and attending court, but it also takes away
time that should be spent dealing with other bylaw matters of a more serious nature. Compare this
to the fact that Bylaw Notices are considered served via mail and don’t require the same type of
personal service as an MTI and it is clear the City’s costs reduce significantly.
Another point to note is regarding the current system being used to track tickets. The City of Maple
Ridge did not purchase an AMANDA module for ticketing. A makeshift program was put together
instead. Because of this, most statistics have to be gathered manually in order to get accurate
numbers which is very time consuming and translates into higher costs. Staff has confirmed with our
IT department and to purchase the Amanda Module to properly track even our existing system would
be extremely costly as well as be a lengthy process to establish. There is a software module from a
software company called Tempest which is one of the other software programs the City uses to tract
other financial based systems within the City. Bylaw and Licences currently uses the Tempest
module for tracking Dog Licences. The Tempest module for tickets is the most popular across BC
including the City of Vancouver, who, when they purchased the module, did significant upgrades to
the module which any community now purchasing the module will benefit from at no extra charge.
Staff has been assured there are funds in the IT Financial Plan.
c)Interdepartmental Implications:
If this request is approved to bring Bylaw Adjudication to Maple Ridge then Bylaw Enforcement
staff will be working closely with the IT department to bring in the Tempest module to replace the
awkward Amanda system we are currently using to issue and track MTI tickets at this time.
d)Business Plan/Financial Implications:
There will be an initial startup costs for the purchasing the Tempest module, which has already
been discussed in this report. there will also be a new format of tickets to purchase, however staff
budgets every year for replacement tickets for when supplies run low. The type of ticket required
for the Bylaw Notice Ticket are less expense as they are only a 3 part ticket versus the MTI which
is 5 part ticket.
e)Alternatives:
To not support the Bylaw Notice Ticketing system at this time.
CONCLUSIONS:
By implementing the Bylaw Dispute Adjudication System which utilizes dedicated, specifically trained
Adjudicators, the City of Maple Ridge will ensure that all parking infractions, which are considered to
be a minor offence, are resolved through a streamlined process. This will not only save taxpayer
dollars, but also allows staff time and resources to be used more efficiently and effectively. Citizens
will receive more efficient and timely service through this system. For further information on the
comparisons between the two ticketing systems the UBCM Comparative Chart on these Enforcement
Processes is attached as Appendix III.
“Original signed by Liz Holitzki”
___________________________________________
Approved by: E.S. (Liz) Holitzki
Director: Licences, Permits and Bylaws
“Original signed by David Pollack for Frank Quinn”
_______________________________________________
Approved by: Frank Quinn, MBA, P.Eng
General Manager: Public Works and Development Services
“Original signed by Jim Rule”
__________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
Appendix I – Copy of Council Workshop Report dated March 7, 2011
Appendix II - Communities Involved in Dispute Adjudication – Approved by the Attorney General’s Office
Appendix III - UBCM Comparative Chart: Enforcement Processes for Local Government Bylaw Infractions
City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 20, 2015
and Members of Council FILE NO: 11-5380-01
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Solid Waste Collection – Issues for Consideration
EXECUTIVE SUMMARY:
At the March 30, 2015 Workshop meeting Council received a report entitled “Solid Waste Collection
Options”, the purpose of which was to provide Council with information on the various methodologies
available for garbage and organics collection throughout the City and to identify a range of potential
costs to assist Council in their consideration of the different delivery model options for garbage and
organics collection in the City. The robust discussion on solid waste collection at Workshop
generated additional requests for information to be provided to Council.
The intent of this current report is to encapsulate the questions on the topic of solid waste collection
that were raised at the March 30, 2015 Workshop. Should any additional issues be identified at the
April 20, 2015 Workshop meeting those would be included in the subsequent report, the intent of
which is to provide responses on the questions raised.
RECOMMENDATION:
This report is for information. No motion required.
DISCUSSION:
a)Background Context:
Staff presented the report entitled “Solid Waste Collection Options” at the March 30, 2015
Workshop, the purpose of which was to provide Council with information on the various options
available for garbage and organics collection throughout the City and to identify a range of potential
costs to assist Council in their consideration of the different delivery model options for garbage and
organics collection in the City. Following discussion by Council staff were requested to bring this
follow-up report, summarizing the questions raised by Council at the March 30, 2015 Workshop
meeting as per Resolution R/2015-139 and subsequent amending motion R/2015-141:
“That staff be directed to provide a follow up report in May 2015 on Solid Waste Collections which
will include discussion items from the March 30,2015 Council Workshop meeting and that an entire
morning be scheduled for discussion of the item” and
“That staff provide a report in two weeks summarizing items to be included in the final report to
Council.”
4.5
The questions raised through the March 30, 2015 discussion may be categorized into three general
topics as follows:
1. Solid Waste and Recycling Collection
a. How many residents utilize the Metro Vancouver Transfer Station in Albion to dispose
of their residential garbage?
b. How many residents currently receive curbside garbage collection by private
contractors?
c. Of those that receive curbside garbage collection how many are within the urban
area, and how many are considered rural?
i. Part of this question is to ascertain what area of the City would be considered
as urban – as defined through the OCP and RGS or considering where there
is curbside recycling collection?
d. What area in the City currently has curbside recycling collection by Ridge Meadows
Recycling Society?
e. For an estimated cost of $275-300 per annum for curbside solid waste and organics
collection what would the equivalent tax increase be?
2. Ridge Meadows Recycling Society
a. What are the annual costs for the current RMRS recycling operation?
i. Separate out the costs for curbside collection versus the depot operation.
ii. What amount of the RMRS annual operations are funded by the City?
iii. Clarify the nature of the agreement between the City and RMRS.
b. Are there potential business opportunities for RMRS to consider, such as the
collection of organic waste?
c. What, if any would the implications be for RMRS should there be changes to an
aspect of their programs – eliminating curbside recycling collection, for example?
3. Public Process to Determine the Level of Support for municipally administered garbage and
organics curbside collection
a. What legal mechanism should be utilized to determine the support for proceeding
with municipally administered garbage and organics curbside collection?
i. Is a referendum the most appropriate method to determine community
support, or by the alternative approval process?
ii. What are the expected costs for each methodology?
b. What residents participate in the voting process – is it to all single family residences
throughout the City or limited to those residences that would receive the service?
c. How long would it take to prepare for a voting process, and would the timeline vary
depending on the type of process?
d. Should the City consider undertaking a statistically valid survey, or another form of
consultative process to determine the overall level of support for a municipally
administered garbage and organics collection system prior to proceeding to a voting
process?
Should there be further questions identified at Workshop, they would then be included in the
subsequent report to Council along with the questions noted above. It is respectfully suggested
that the information pertaining to the RMRS be presented in a separate report, in conjunction
with the aforementioned report on garbage and organics collection.
b) Desired Outcome:
The goal of this report is to ensure that all the questions that Council seek information on are
identified, to be addressed in a subsequent report to Council for discussion of this matter
CONCLUSIONS:
The March 30, 2015 report to Council identified a number of options available for garbage and
organics collection throughout the City and included a range of potential costs to assist Council in
their consideration of the different delivery model. Following discussion by Council at Workshop staff
were requested to draft a follow-up report, summarizing the questions raised by Council at the March
30, 2015 Workshop meeting. This report identifies the questions raised; should Council identify
other questions or subjects for consideration these will be incorporated in the next report to Council
on this matter.
“Original signed by David Pollock”
_______________________________________________
Prepared by: David Pollock, PEng.
Municipal Engineer
“Original signed by David Pollock” acting for:
_______________________________________________
Approved by: Frank Quinn, PEng., MBA,
General Manager, Public Works & Development Services
“Original signed by J.L. (Jim) Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
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City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 20, 2015
and Members of Council FILE NO: 0890-40
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Demolition of Vacant, City-Owned Homes
EXECUTIVE SUMMARY:
The purpose of this report is as follow-up to the March 30, 2015, Council Workshop report titled
Demolition of Vacant, City-Owned Homes and to update Council as to the quotes for abatement and
demolition costs and to get Council’s approval as to next steps.
The City currently owns three properties that contain vacant dwellings that are at the end of their
respective lives. These are identified by the street addresses (with the related project in brackets) as
follows:
12037 – 228 Street (Brown/Church Avenue Connector)
22095 - Dewdney Trunk Road (Brown/Church Avenue Connector)
22147 – 121 Avenue (Haney Nokai Park)
Each of the dwellings on these properties contains significant deficiencies and each would require
equally significant investments of capital to bring them up to current building code and to make
them habitable. As vacant dwellings, they remain a target for the homeless and over the past few
months, City staff have been required to spend monies against them to ensure that they remain
secure from break-ins and presentable within their neighbourhood contexts.
In short, after a thorough inspection of each, the dwellings on these properties are in need of
demolition and removal. Abatement reports were completed in February 2015 and the analysis
indicated that abatement measures would be required for each of the properties. An Invitation to
Quote was released in mid-March and a site tour of the three properties was undertaken on March
25, 2015 to determine the costs to demolish the dwellings at each location. The City received nine
quotes in total ranging from $41,634.00 to $135,498.00 (taxes excluded). The lowest quote was
submitted by T&T Demolition, whose costs per individual home demolition are quoted as follows:
12037 – 228 Street $15,066.00
22095 - Dewdney Trunk Road $ 7,300.00
22147 – 121 Avenue $19,268.00
TOTAL $41,634.00
RECOMMENDATION:
That Staff be directed to proceed with the abatement and demolition of the vacant homes located at
12037 – 228 Street, 22095 – Dewdney Trunk Road and 22147 – 121 Avenue as per the Invitation
to Quote provided by T&T Demolition.
4.6
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DISCUSSION:
a)Background Context:
The City of Maple Ridge has acquired and owns a number of residential properties in the
community. A number of these properties contain residential dwellings. Currently, five of
these properties are used as monthly rentals and two are leased by a local community
organization as bases for its program offerings. The remainder properties are vacant lots. In
general, the City acquires properties for three primary reasons – for potential roads, for
infrastructure rights-of-ways and to support the creation and development of neighbourhood
parks. If a property designated within the Official Community Plan as part of a specific park
or other infrastructure project should become available, the City will often enter into
discussions with the property owner to acquire it. If the targeted property includes a
habitable dwelling, efforts are made to rent or lease it out, until such time as its useful life
ends or the development of the park or infrastructure project commences.
The City currently owns three properties that contain vacant dwellings that are at the end of
their respective lives. These are identified by the street addresses (with the related project in
brackets) as follows:
12037 – 228 Street (Brown/Church Avenue Connector)
22095 - Dewdney Trunk Road (Brown/Church Avenue Connector)
22147 – 121 Avenue (Haney Nokia Park)
Each of the dwellings on these properties has significant deficiencies and each would require
equally significant investments of capital to bring them up to current building code and to
make them habitable. As rental or lease properties, the City would never be able to re-coup
this level of investment, especially given that their respective futures are time-limited. As
vacant dwellings, they remain a target for the homeless and over the past few months, City
staff have been required to spend monies against the properties to ensure that they remain
secure from break-ins and presentable within their neighbourhood contexts. In addition,
these properties and dwellings require constant monitoring by bylaws staff to ensure
compliance, resources that could be more effectively deployed elsewhere.
In short, the dwellings on these properties are in need of demolition. As is typical with
dwellings of this vintage, certain environmental and health hazards are contained within the
building materials present onsite and these need to be effectively managed. Materials such
as asbestos, PCB’s and lead are considered hazards and must be managed and disposed of
appropriately. To this end, in February, 2015 City and Fire Department staff engaged ACM
Environmental to undertake a premises testing of each of these properties to determine the
level of abatement measures that will be required as part of the demolition These reports
have been completed and the analysis indicates that abatement measures will be required
for each of the properties.
An Invitation to Quote was released in mid-March and a site tour of the three properties was
undertaken on March 25, 2015 to determine the final costs to demolish the dwellings at
each location. The City received nine quotes in total for the abatement and demolition of the
three dwellings, ranging from $41,634.00 to $135,498.00. The lowest quote was submitted
by T&T Demolition and the costs per individual home as quoted are as follows:
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12037 – 228 Street $15,066.00
22095 - Dewdney Trunk Road $ 7,300.00
22147 – 121 Avenue $19,268.00
TOTAL $41,634.00
Typically, the costs for initial acquisition and any required abatement and demolition of City-
owned homes are funded by the same funding sources as the eventual end asset – if an
acquisition is required for a roadway or right of way or park, this cost becomes part of the
final infrastructure project cost. The demolition costs are also treated as part of the overall
project costs even if the timing is very different. With the Nokai Park development, this
project is funded through Development Cost Charges (DCCs), (90%) with the balance funded
from the General Revenue Fund while the Church/Brown Avenue Connector project is funded
via 75% DCCs and the balance from the General Revenue Fund.
b)Strategic Alignment:
In general, there is a direct strategic alignment of this initiative with the City’s mission
statement of creating a safe, livable, and sustainable community for our present and future
citizens and its vision statement as to a focus on creation of stable and special
neighbourhoods in that the removal of troublesome, vacant dwellings can only create
positive outcomes for the community at large and the specific neighbourhoods in which they
are located.
c)Citizen/Customer Implications:
Unsightly, vacant buildings often represent a nuisance to the owner and the neighbourhoods
in which they are located and require significant resources to manage. Demolition of these
buildings will support the community by the removal of a nuisance and eyesore and will allow
City resources to be more effectively deployed elsewhere.
d)Interdepartmental Implications:
Demolition of these dwelling will require cooperation and direct interaction between Property
& Risk Management, Fire Services and Finance as well as support of the Corporate
Management Team.
e)Business Plan/Financial Implications:
While there will be no business plan implications, there will be costs incurred to demolish
and safely remove the residual materials. As noted, abatement and demolition costs are
typically included as part of the overall project costs even if the timing is very different. The
Nokai Park property demolition can be funded using Development Cost Charges (DCCs),
90%, with the balance funded from the Accumulated Surplus and the Church/Brown Avenue
properties demolition costs can be covered 75% through DCCs with the balance from
Accumulated Surplus.
f)Policy Implications:
No new policy initiatives or bylaw amendments are anticipated as a result of this initiative.
g)Alternatives:
Council may wish to defer demolition of any one or all of the dwellings until a later date or
decide to leave the properties and dwellings as is for the foreseeable future.
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CONCLUSIONS:
Given the capital and human resources currently required to manage these three properties and
dwellings, and their current negative impact on their respective neighbourhoods coupled with
Council’s desire to create a safe, livable community, the most effective strategy in moving forward
would be to demolish the dwellings.
“Original signed by Darrell Denton”
__________________
Prepared by: Darrell Denton
Property & Risk Manager
“Original signed by J.L. (Jim) Rule for”
_________________
Approved by: Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
“Original signed by J.L. (Jim) Rule”
____________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
:dd
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City of Maple Ridge
TO: Her Worship Mayor Nicole Read MEETING DATE: April 20, 2015
and Members of Council FILE NO:
FROM: Chief Administrative Officer MEETING: Workshop
SUBJECT: Park Land Acquisition Process
EXECUTIVE SUMMARY:
The purpose of this report is to provide Council with an overview of the City’s approach to park land
acquisitions.
Within Maple Ridge, the expectation should be that parks will become more important than ever
before in overcoming the many challenges the growing City will face in the coming decades. The
variety of park uses (and users) allows Maple Ridge’s parks to serve a broad range of individual,
social, cultural, economic and environmental needs, and to respond with flexibility to changing
demographic needs and community priorities.
Park land is strategically identified and acquired in Maple Ridge for a variety of uses. As with most
municipalities, planning for the total requisite amount of future park land is typically addressed
within the City’s Official Community Plan (OCP) with specific park sites articulated within the
individual area plans.
Municipal funding and acquisition tools for new park land are primarily granted by the Provincial
Local Government Act and the Land Titles Act. Depending on the circumstance, the City can make
use of one or more of these tools to acquire land for the various park uses/classifications that make
up Maple Ridge’s park land inventory. The funding and acquisition tools largely used by Maple Ridge
are defined by the following four categories:
Park Land Development Cost Charges (DCC’s)
Park Land 5% Dedication or Cash-in-Lieu
Designated Conservation Areas and Open Space Designations
Park Land Donations/Gifting
As the majority of Maple Ridge’s park land funding comes from DCC’s, it is incumbent on the City to
maintain its DCC rates at levels reflective of increases in local real estate prices. This will ensure that
the requisite funds will always be in place when a particular park site becomes available for
acquisition.
RECOMMENDATION(S):
That Council receives this report for information purposes only.
4.7
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DISCUSSION:
a)Background Context:
Parks and public places are critical components of Maple Ridge’s identity, attractiveness and
municipal infrastructure system. As the City continues to grow and urban land use intensifies,
parks will become more important than ever before in overcoming the many challenges the City
will face in the coming decades. Parks help the community achieve sustainable development
patterns, enhance the City’s competiveness and on-going prosperity, aid in community well-being
and are a significant factor in place-making and Maple Ridge’s urban identity. Parks give people
a place to play and relax, they clean the air and water, help keep people healthy, provide habitat
for wildlife and increase the opportunities for learning and environmental stewardship. Parks
provide a broad range of benefits to citizens and represent a high return on public investment.
Park land is strategically identified and acquired in Maple Ridge for a variety of uses. The variety
of park uses (and users) allows Maple Ridge’s parks to serve a broad range of individual, social,
cultural, economic and environmental needs, and to respond with flexibility to changing
demographic needs and community priorities. A heathy diversity of park uses assists in
municipal decision-making, park asset management and the delivery of recreation services.
These specific uses can range from neighbourhood parks to recreation parks to community
parks or even urban-styled plazas.
As with most municipalities, planning for the total requisite amount of future park land is typically
addressed within the City’s Official Community Plan (OCP), using population growth projections,
and pre-determined park land service standards (i.e. area of park land needed per 1,000 new
residents, walking distances relative to a neighbourhood park or similar standard). Current
standards give direction as to the location, size and configuration of the land to be purchased or
acquired through park land dedication, as well as other planning, servicing and design elements.
Planning and development application processes such as rezoning, development permit and
subdivision applications provide key opportunities to implement these standards.
Parks play important roles in building and sustaining a high quality of life for Maple Ridge
residents. Parks have been shown to:
• contribute to physical and psychological health;
• build civic pride and strengthen residents’ identification with local culture and heritage;
• support local prosperity, encourage tourism and generate associated economic benefits;
• promote active transportation opportunities;
• enhance a city’s natural beauty; and
• support a city’s system of green infrastructure.
As such, decisions about where, what, and how much land to acquire for parks will have a direct
impact on how effective a city’s investment in parks can be in fulfilling these important roles.
Municipal funding and acquisition tools for new parkland are primarily granted by the Provincial
Local Government Act and the Land Titles Act. Depending on the circumstance, the City can
make use of one or more of the tools contained within the legislation to acquire land for the
various park uses/classifications that make up Maple Ridge’s park land inventory. The funding
and acquisition tools largely used by Maple Ridge are defined by the following four categories:
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Parkland Development Cost Charges (DCCs)
The main funding tool that is used by the City of Maple Ridge for park acquisition is the authority
to require property developers to pay park land Development Cost Charges (DCCs) as land is
approved for residential development. The City has established a DCC Bylaw (Bylaw No. 6462-
2007) and pools the park land DCC revenue to fund the cost of acquiring parks to serve the
needs of new residential areas. The primary challenge with this particular tool is that if DCC
rates are not kept in alignment with increasing property values, a deficit situation may occur
resulting in an insufficient pool of funds to acquire a specific, targeted property. On occasion
however, if a park land acquisition has a broader use (i.e. beyond an immediate neighbourhood),
minimum funds can be augmented with an assist factor from the City’s general tax revenue.
DCC rates should be reviewed and adjusted at regular intervals to ensure they are remaining in
alignment with prevailing increases in real estate market values. This can be especially difficult
when market prices are appreciating significantly in short periods of time. Note that any changes
to the City’s DCC Bylaw require approval by the Province.
Park Land 5% Dedication or Cash-in-Lieu Acquisitions: “Non-DCC Parkland”
Maple Ridge is authorized through subdivision applications to require developers to dedicate 5%
of the subject land (or an equivalent value as cash-in-lieu) for park purposes. This acquisition tool
is used to complement other park acquisition tools. When calculating the value of a 5% cash-in-
lieu payment, an independent appraisal of the proposed subdivision or development site is
undertaken - this ultimately produces the 5% dollar-equivalent figure. Note that these funds are
only used to acquire park land for environmentally sensitive areas such as properties adjacent to
watercourses or lakes or other environmentally sensitive lands.
Designated Conservation Areas and Open Space Designations
Depending on the individual perspective, Maple Ridge is either blessed or cursed with a diversity
of topography and geography, with steep slopes and myriad watercourses often resulting in
undevelopable sections of private property. It is not uncommon for large private parcels of land
to be encumbered with designated conservations areas that encompass in excess of 50% of the
entire property mass. These designated conservation areas are typically undevelopable and
characterized by steep slopes, watercourse areas and/or other geotechnical challenges. They
are typically left undeveloped as designated green space at the time of development. When the
City acquires an undevelopable, designated conservation area through a rezoning process, no
compensation is paid to the property owner. The conservation area is simply severed from the
original property and dedicated as Park to the City.
An area for future consideration for Staff and Council is related to the funding for ‘Open Space’
as this OCP designation is not specifically funded by DCC’s. ‘Open Space’ is a designation only
identified in the Silver Valley Area Plan and typically constitutes otherwise developable land,
which is earmarked for preservation due to visual significance, neighbourhood connectivity or
horse trail use. Although Open Space is typically small in size, no formal funding mechanism is in
place to acquire it. While the City has been gifted designated Open Spaces by developers and
private property owners in the past, if the designated Open Space is deemed developable, it
would suggest that compensation could be paid to the property owner at the time of acquisition.
This is an issue currently under evaluation by the City’s Planning, Parks and Facilities and
Finance departments.
Park Land Donations/Gifting
On occasion, park land is donated to the City by private landowners, and in some case through
land conservancies. The City will always look to encourage land development applicants to
donate these lands as well as land encompassing other environmentally significant areas. In
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urban areas of the City, land donations could be further encouraged to help support creation of
smaller pocket parks and/or urban squares or plazas. Parts of the proposed Raymond Park and
a part of the Maple Ridge Cemetery were gifted to the City.
b)Desired Outcome(s):
As noted, parks play important roles in building and sustaining a high quality of life for Maple
Ridge’s residents, a core desired outcome for the community as a whole. Strategic planning,
appropriate funding mechanisms and timely acquisitions of park land contribute strongly to this
high quality of life.
c)Strategic Alignment
The City’s vision statement states a desire to be “among the most sustainable communities in
the world” and notes “an ongoing commitment to environmental stewardship and creation of
stable and special neighbourhoods”. As noted, the City’s parks along with its vast network of
trails help the community achieve sustainable development patterns, enhance its competiveness
and on-going prosperity, aid in community well-being and are a significant factor in Maple Ridge’s
place-making efforts and urban identity. These all contribute to the City’s ‘special
neighbourhoods’. As such, it is incumbent on the City to continue to strategically manage its
park acquisition plans and funding models to ensure that these resources (the parks) continue
to be developed in order to support the City’s long term vision.
d)Citizen/Customer Implications:
Continued residential development in the City is a given with Metro Vancouver forecasting Maple
Ridge’s population at build-out to exceed 130,000 residents. As such, appropriate park land
acquisition planning and funding models are necessary to ensure the delivery of the
neighbourhood, recreational, and community parks that the community will require in the future.
e)Interdepartmental Implications:
The acquisition of new park land requires the ongoing cooperation between the Planning, Parks
and Facilities, Recreation, Property & Risk Management, Engineering, Finance as well as other
departments, as all have a role to play in regards to the acquisition and eventual park
development processes.
f)Business Plan/Financial Implications:
If DCC rates are maintained at levels reflective of increases in local real estate prices, there is a
negligible impact on City’s financial planning as acquisition becomes essentially a ‘zero-sum
game’. If the DCC rates are appropriately calculated, targeted parks within the OCP and various
Area Plans are acquired as needed with the requisite funding already in place. This of course
assumes that development levels are at such point that they provide the necessary funds for the
timely acquisitions of parks.
g)Alternatives:
While Maple Ridge has limited authority under the Local Government Act to impose new policy
alternatives, most municipalities continue to work closely with developers to encourage greater
voluntary contributions of park land as a means of enhancing the appeal of their respective
developments. As well, most municipalities are continuing to closely monitor their DCC rates to
ensure that they are in alignment with steadily increasing real estate prices. As such, any
alternatives to the Local Government Act provisions would require adjustments to the City’s
capital budgeting policy and program. For example, if the City were to take a more aggressive
approach to funding its future parks, it could potentially explore a program similar to its
Infrastructure Funding Strategy, whereby a percentage of new tax revenue is allocated annually
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to separate capital account for long term infrastructure sustainability. The focus of the new
program could be on park and designated Open Space acquisitions.
CONCLUSIONS:
As noted, Maple Ridge’s vast array of parks give its residents a place to play and relax, they clean the
air and water, help keep people healthy, provide habitat for wildlife and increase the opportunities
for learning and environmental stewardship. Ensuring that the funding mechanisms and models
that are in place are both appropriate and sufficient to ensure ongoing acquisitions is paramount as
the community develops into a major suburban centre.
“Original signed by Darrell Denton”
_______________________________________________
Prepared by: Darrell Denton
Property & Risk Manager
“Original signed by Bruce McLeod”
Prepared by: Bruce McLeod
Manager Parks Planning & Development
“Original signed by Paul Gill”
_______________________________________________
Approved by: Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
“Original signed by J.L. (Jim) Rule”
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Concurrence: J.L. (Jim) Rule
Chief Administrative Officer